DPES EMOTIONAL INTELLIGENCE

Andrea Feraldho (07120100007) April 18th, 2012

1. Why do doctors engage in disruptive behaviors? List the causes. Physicians too often feel they are a privileged class and smart enough to know about everything and they are always correct. A coworker with less professional clout on the receiving end. Workforce pressures have conspired to create an environment in which members of healthcare team, especially nurses, are in short supply. This short supply have led organizations to employ short-term staffing, which in turn undermines the cohesiveness of the team and may lead to cultural differences among team members that impair effective communication and team work. Stress of clinical environments such as: Haughtiness and intimidation by those who are at the top of the hierarchy or the alphas (seniors). Under pressure due to increased governmental oversight in healthcare regulations and greater liability risks. Production pressure due to financial constrains on physicians by decreasing reimbursements and revenues. The amount of annual graduating doctors from all over the world that increases the amount of people looking for job, yet limited working field. In the past, doctors used to be the captain of the ship, however nowadays, it is a team-based approach with empowerment of all team members. This may contribute to a perceived loss of autonomy and increase frustration for some doctors who are not used to working in a team or to some doctors who have to work with some other doctors he/she does not really like. All these will increase work-related stress and the erosion of mutual respects among team members, resulting a disruptive behavior in between the team. Personal stress such as: Too tired from too long working hours or too many patients. Lack of personal time, refreshing time and holiday that could actually refresh their mind. Lack of attention, care, and support from people who surround them, yet they are expected to do something huge which leads to doctors being under pressure.

2. Classify the main competencies of Emotional Intelligence and identify some of the deficits in Dr. Smith. Main competencies of EI (personal and social competence) and deficits in Dr. Smith: Self awareness o Emotional awareness: recognizing emotion and their effect. People with this competence know which emotions they are feeling and why, and how does this feeling affects their performance. They realize the link between their feelings, what they think, do, and say. Have a guiding awareness of their values and goals. Dr. Smith is lacking of this quality because he does not know how his feelings will affect his performance. If he knows realizes that his bad attitude might lead to disruptive performance, he wouldve controlled his emotions to not reach that point of brutality. o Accurate self-assessment: knowing their strengths and limits. They are reflective and learning from their experiences to have new perspective, to have self-development, and continuous learning through their reflective attitude. If Dr. Smith is learning from his past experiences, he wouldnt be repeating the same mistakes to yell at his team. He would try to control his emotion and develop himself into a better state of life. o Self-confidence: sureness about self-worth and capabilities. They present themselves with self-assurance and they have presence. They can voice views and very deceive and able to make decisions despite uncertainties and pressures. Self regulation o Self-control: able to manage disruptive emotions and impulses. They are able to manage impulsive feelings and distressing emotions well. They stay composed, positive, think clearly, and stay focused despite of being under pressure. Dr. Smith has no self-control over himself, that is why he is often angry at the OR and send the rest of the team outside and cancel the surgery which will give disadvantages to the patients. o Trustworthiness: able to manage standards of honesty and integrity. They act ethically and are above reproach, they build trust through reliability and brave enough to admit their own mistakes. With disruptive behavior Dr. Smith is showing, he shows how he has not been acting ethically. Furthermore, he cancels his surgery when he is angry with his team. This way, he is not building any trustworthiness with his patients, instead he makes his patients left. o Conscientiousness: able to take responsibility for personal performance. They meet commitments and keep promises, organized and careful at work. Knowing that he has disruptive behavior that gives disadvantages to many people in the hospital, he was put into a therapy at which he promised to change his behavior. However, he still does not change his behavior that may ruin his whole career as a physician. o Adaptability: ability to be flexible in handling change. They could smoothly handle multiple demands, rapid change, adapt their responses and tactics to fit the circumstances, and are flexible in how they see events.

o Innovativeness: being comfortable with new ideas and information. They seek ideas from variety of sources, generate new ideas, and take fresh perspectives and risks in their thinking. Self motivation o Achievement drive: striving to improve or meet a standard of excellence. They are result oriented, set challenging goals and drive to meet their objectives and standards. They learn how to improve their performance. They find information to reduce uncertainty and find ways to do better. As a doctor, he should have had the motivation to be the best, to improve to be a better person, and to meet the standard of excellent by improving their performance. Dr. Smith could have been a great doctor if only he realizes what he has and he could improve his performance. However, the fact that he doesnt change his attitude shows that he has no achievement drive. o Commitment: aligning with the goals of the group. They seek opportunities to fulfill the mission and find a purpose in the mission. o Initiative: readiness to act on opportunities. They are ready to seize opportunities, pursue goals beyond whats required or expected of them. o Optimism: persistence in pursuing goals despite obstacles. They operate from hope of success rather than fear of failure. Social awareness o Empathy: being able to sense others feelings and perspective, and taking their interest in their concerns. They are very attentive to emotional cues and listen well. They show sensitivity and understanding of peoples needs and feelings. He shows no empathy toward his patients and that is why he could cancel a surgery only because he is not in a very good mood due to the team. This shows how unprofessional Dr. Smith was. o Service orientation: they seek ways to increase patients satisfaction. o Leveraging diversity: people who are able to respect and relate well to people from varied backgrounds. By calling his nurses incompetent people, he shows how he has no respect toward people from different background than him. Social skills o Influence: make their point effectively and are skilled at persuasion. o Communication: sending clear and convincing messages. o Leadership o Building bonds o Conflict management: handle difficult people and tense situation with diplomacy and tact. If he could handle difficult people and tense situation, he would not be sending his people out due to their incompetency. He could not figure out a way out quick enough but being angry has shows how he has no conflict management skill.

3. Name the systems involved in Emotional Intelligence and map Dr. Smiths Amygdala Hijack (trigger, strong emotion, and reactive behavior, feelings of regret). System involved in EI: Neurocortex The thinking and studying brain Basal ganglia stores life wisdom of any topic Tells us our gut feeling, Primitive and Zero connection to verbal cortex Able to turn into feeling but no verbalization Ethics, values, integrity. Limbic system Emotional brain, facilitates love and spirituality Amygdala (Primary Pathway) stores emotions, low dirt road, bar fights, road rage, scared of spiders Prefrontal Cortex (Secondary Pathway) conscious (RT PFC, LT PFC) left is the inhibitory circuit. Decisions, motivation, attention cools the amygdala HPA hormones Brainstem Survival brain Dr. Smiths Amygdala Hijack:

4. Develop a short management plan for Dr. Smith. Visiting a therapist several times a week Read a book on how to control emotions Work constructively with Dr. Smith Take 3-5 days day-offs from the hospital to go for some personal time (refreshing, family trip) Relaxation with books, musics, etc The physician must be provided with the opportunity to ask questions and to provide a response to the complaint. Pick a mentor who will follow the physicians progress through the process Measure satisfactory progress (behavioural benchmarks) Set a timeframe within which progress must be demonstrable Consequences if no progress is observed or if non-compliance with the methods and terms of remediation is noted, including impact on academic standing, or privileges, where applicable An indication of the institutional policy regarding the sharing of the record with licensing and credentialing bodies. Documentation of all elements of the agreement must be kept in the physicians file. If Dr. Smith fails to achieve the end goal: Restriction/modification of practice within the organization Direct supervision of the physicians practice Suspension of privileges on a time-limited basis