Most disciplinary policies are progressive. A progressive policy applies increasingly more severe sanctions to additional incidents of bad behavior. It is very important that the organized medical staff have a disruptive practitioner policy. This webinar will discuss the development of such a policy, including what it should include, and how it should be implemented.
It is also important to understand what constitutes disruptive behavior. Disruptive behavior includes violent or verbally abusive activity, but it is not limited to such behavior. This webinar with review several actual examples of disruptive behavior that has been the subject of action brought in court.
Disruptive activity takes many forms. Understanding that, this webinar will discuss the steps that the hospital and/or the medical staff should take to see that it does not affect patient care or disrupt operations.
Many times, the medical staff management simply condones the problem of the disruptive practitioner until it gets to a point where it can no longer be ignored. However, if the steps outlined in this webinar are taken, there will be ample evidence that this is a continuing problem and the staff has made every effort to correct it without resorting to an adverse action. This procedure also provides documentation that the medical executive committee took the adverse action based on a substantial factual basis and that its action was not arbitrary, unreasonable or capricious.
- Learn and know about disruptive practitioner policies
- Know what constitutes disruptive behavior
- Learn proactive and corrective action procedures
- Know the impact of disruptive practitioner on patient care and hospital operation
- Steps the hospital and/or the medical staff should take to minimize disruptive behavior
Areas Covered in the Session:
- Disruptive practitioner policies
- Dealing with Past Performance
- How prevalent is the problem?
- Medical Staff Bylaws
- Corrective action procedures
- What constitutes disruptive behavior?
- Impact of disruptive behavior
- Examples of disruptive behavior
- Strategies or Process that hospital and/or the medical staff should implement for smoother patient care and operation
- Performance monitoring mechanisms
- Planning and Development Process
- Sustaining The Initiative
- Live Q&A session
- Physician Organizations
- Law Firms Representing Hospital or Physicians
- Peer Review Organizations
- Hospital Associations
- Healthcare CEOs
- Healthcare CFOs
- Chief Compliance Officers
- Practice Manager
- Attorneys and Legal Staff
- Medical Providers including Registered Nurses, Physician
- Assistants, and Administrative Staff
- Sales and Marketing Managers
- Customer Service Managers
- Risk Manager
William Mack Copeland, MS, JD, PhD, LFACHE, practices health care law in Cincinnati at the firm of Copeland Law, LLC. A graduate of Northern Kentucky University Salmon P. Chase College of Law, Bill is a frequent author and speaker on health law topics. Copeland is a member of the American Health Lawyers Association, American, Ohio and Cincinnati Bar Associations and is a life fellow in the American College of Healthcare Executives. A former hospital chief executive officer, he was awarded the American College of Health Care Executives Senior-Level Healthcare Executive Regent’s Award in 2007.
After registration, You will receive an email with login information and handouts (presentation slides) that you can print and share with all participants at your location.
- Internet Speed: Preferably above 1 MBPS
- Headset: Any decent headset and microphone which can be used to talk and hear clearly
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