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Reflection on the Management of a Hospital Complaint.docx

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Dr Gabriel Tang Pei Yung
Dr Gabriel Tang Pei Yung

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Addressing a Hospital Complaint As the administrator of Hospital A, I was informed of a complaint regarding Dr. S, an emergency department physician, who allegedly exhibited professional misconduct towards a patient. The complaint was serious, involving accusations of negligence and a lack of empathy. Recognizing the potential impact on patient care and staff morale, I prioritized addressing the issue swiftly and effectively. Step 1: Interviewing the complainant to explore the history of the event, the anticipation and the motivation of the complainant: Upon receiving the complaint, I immediately arranged a physical meet-up with the complainant to investigate the details of the situation. Upon individualised consideration, I decided not to make any comment or explanation to address her accusation because it may make me seen as over-defensive which may destroy the trust between us. my primary goal was to understand how the complainant perceived the whole situation, the goal and motivation of the complaint and to ascertain the direction of investigation that I should proceed. I showed my empathy and active listening skills during the process. I also allowed the complainant to vent her emotions appropriately during the event. This is because rationality often comes after the appropriate vent of emotion. At last, I thanked her for her cooperation and stated that I would alert them once the internal investigation for this incident was completed. contingency plans for crisis conditions. Step 2: Engaging with Dr. S and other involved parties. After the interview, I immediately scheduled a private meeting with Dr. S. Applying transformative leadership skills, I aimed to create a supportive environment where Dr. Smith could openly share her perspective. I practised active listening, acknowledging her experience and the challenging conditions in the emergency department. Step 3: Investigation and Collaboration Next, I initiated a thorough investigation, gathering facts and testimonies from all involved parties, including the patient, nursing staff, and other witnesses. After investigation, I found that the issue is mainly due to miscommunication between Dr S and the complainant. During the event, Dr S removed the endotracheal tube and other medical supportive equipment right after the patients death was confirmed. The complainant witnessed the event and condemned Dr S as a murderer because the complainant perceived that Dr Ss action was the triggering factor of the patients death. However, according to Dr S's perspective, he was not wrong to do that because the patient already passed away. He often practised this in the past, and no one has questioned his integrity and capability as an emergency physician. On further questioning and via intellectual stimulation, Dr S also pointed up that there was no ethical guideline or any standard of protocol regarding the management of terminally ill patients leading to a non- uniform approach to similar events among the emergency physicians.
Subsequently, I engaged with the head of the emergency department and provided some supportive ideas on what we could do for a better outcome. I also emphasize the need for a collaborative approach to address the issue and prevent future occurrences. Step 4: Implementing Change Based on the findings, it was clear that miscommunication between the doctor and the complainant contributed to the incident. I suggested to the team an earlier engagement at the administrative level while anticipating potential complaints and setting up a practical guideline in dealing with terminally ill patients or streamlining the current standard of the protocol as preventive measures. Additionally, on the administrator side, I will provide a course to provide training for staff on empathy and communication will also be conducted. Subsequently, the head of the emergency department and I explained the investigation findings and remedial actions to the complainant. We showed our gratitude for the complainant's loss and apologised for the miscommunication that had triggered the whole event. Moreover, we also thanked the complaint for her complaint which is crucial to enlighten us about our weaknesses and how it triggered us to improve more to provide a better service in the future. Step 5: Transformation and Growth The situation was a catalyst for positive change. By addressing the root causes and implementing new strategies, we not only resolved the immediate complaint but also transformed the department into a more efficient and compassionate environment. Dr. S and her colleagues were empowered to take ownership of their roles and contribute to the continuous improvement of patient care. Step 6: Follow-Up and Support To ensure lasting change, I established regular follow-up meetings with Dr. S and her team to discuss progress and challenges. I provided ongoing support and recognition for their efforts to maintain high standards of care and professionalism. This scenario demonstrates the application of the relation type of contingency model by adapting leadership strategies to the specific context and needs of the situation. It also showcases transformative leadership skills by inspiring and motivating staff to achieve a higher level of practice and moral standards

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Reflection on the Management of a Hospital Complaint.docx

  • 1. Addressing a Hospital Complaint As the administrator of Hospital A, I was informed of a complaint regarding Dr. S, an emergency department physician, who allegedly exhibited professional misconduct towards a patient. The complaint was serious, involving accusations of negligence and a lack of empathy. Recognizing the potential impact on patient care and staff morale, I prioritized addressing the issue swiftly and effectively. Step 1: Interviewing the complainant to explore the history of the event, the anticipation and the motivation of the complainant: Upon receiving the complaint, I immediately arranged a physical meet-up with the complainant to investigate the details of the situation. Upon individualised consideration, I decided not to make any comment or explanation to address her accusation because it may make me seen as over-defensive which may destroy the trust between us. my primary goal was to understand how the complainant perceived the whole situation, the goal and motivation of the complaint and to ascertain the direction of investigation that I should proceed. I showed my empathy and active listening skills during the process. I also allowed the complainant to vent her emotions appropriately during the event. This is because rationality often comes after the appropriate vent of emotion. At last, I thanked her for her cooperation and stated that I would alert them once the internal investigation for this incident was completed. contingency plans for crisis conditions. Step 2: Engaging with Dr. S and other involved parties. After the interview, I immediately scheduled a private meeting with Dr. S. Applying transformative leadership skills, I aimed to create a supportive environment where Dr. Smith could openly share her perspective. I practised active listening, acknowledging her experience and the challenging conditions in the emergency department. Step 3: Investigation and Collaboration Next, I initiated a thorough investigation, gathering facts and testimonies from all involved parties, including the patient, nursing staff, and other witnesses. After investigation, I found that the issue is mainly due to miscommunication between Dr S and the complainant. During the event, Dr S removed the endotracheal tube and other medical supportive equipment right after the patients death was confirmed. The complainant witnessed the event and condemned Dr S as a murderer because the complainant perceived that Dr Ss action was the triggering factor of the patients death. However, according to Dr S's perspective, he was not wrong to do that because the patient already passed away. He often practised this in the past, and no one has questioned his integrity and capability as an emergency physician. On further questioning and via intellectual stimulation, Dr S also pointed up that there was no ethical guideline or any standard of protocol regarding the management of terminally ill patients leading to a non- uniform approach to similar events among the emergency physicians.
  • 2. Subsequently, I engaged with the head of the emergency department and provided some supportive ideas on what we could do for a better outcome. I also emphasize the need for a collaborative approach to address the issue and prevent future occurrences. Step 4: Implementing Change Based on the findings, it was clear that miscommunication between the doctor and the complainant contributed to the incident. I suggested to the team an earlier engagement at the administrative level while anticipating potential complaints and setting up a practical guideline in dealing with terminally ill patients or streamlining the current standard of the protocol as preventive measures. Additionally, on the administrator side, I will provide a course to provide training for staff on empathy and communication will also be conducted. Subsequently, the head of the emergency department and I explained the investigation findings and remedial actions to the complainant. We showed our gratitude for the complainant's loss and apologised for the miscommunication that had triggered the whole event. Moreover, we also thanked the complaint for her complaint which is crucial to enlighten us about our weaknesses and how it triggered us to improve more to provide a better service in the future. Step 5: Transformation and Growth The situation was a catalyst for positive change. By addressing the root causes and implementing new strategies, we not only resolved the immediate complaint but also transformed the department into a more efficient and compassionate environment. Dr. S and her colleagues were empowered to take ownership of their roles and contribute to the continuous improvement of patient care. Step 6: Follow-Up and Support To ensure lasting change, I established regular follow-up meetings with Dr. S and her team to discuss progress and challenges. I provided ongoing support and recognition for their efforts to maintain high standards of care and professionalism. This scenario demonstrates the application of the relation type of contingency model by adapting leadership strategies to the specific context and needs of the situation. It also showcases transformative leadership skills by inspiring and motivating staff to achieve a higher level of practice and moral standards