This on demand webinar is designed to assist members manage the mental health impact of the COVID-19 pandemic.
As Victoria and New South Wales battle with increasing numbers of daily COVID-19 cases, prolonged lockdowns, vaccine rollout challenges, staff shortages and difficult patient interactions, healthcare practitioners have been called to shoulder a towering workload, often resulting in stress and burnout.
As part of MIPS’ commitment to promote practitioners’ wellbeing, this webinar aims to provide you with an opportunity to reflect on the current challenges that this second year of the COVID-19 outbreak has brought for your practice and to explore some strategies to help you care for self while caring for others, to ensure you minimise any of the of clinico-legal risks associated to the delivery of care in times of a global pandemic.
Presenter
This webinar is presented by Dr Ahmed Kazmi (MBChB MRCP MRCGP FRACGP DRCOG DFSRH DCH DGM DipClinDerm), GP and dermatology practitioner, as well as stand-up comedian and cabaret artist, who is passionate about provider wellbeing.
Learning outcomes
At the end of this session, participants will be able to:
• Identify the main challenges faced by healthcare professionals during the COVID-19 pandemic
• Discuss effective strategies to self-care while caring for others
• Implement a self-care toolkit of strategies to foster wellbeing and prevent burnout.
Q & A
Disclaimer
The materials provided are for educational purposes only. Whilst all reasonable care has been taken in preparing these materials, including the accuracy of the information supplied, MIPS does not accept any liability whatsoever arising out of the use or reliance of the information provided.
Thank you for all your questions both pre webinar and all the interaction during the event. We have not answered all questions as some relate to clinical issues (this was education about communication and professional behaviours) and some issues were beyond the remit of MIPS.
We have also provided the poll results and some fellow member chat box comments (deidentified) which you may find interesting.
If you require further clarification contact MIPS on 1800 061 113 or via info@mips.com.au
A patient questioned my qualification and competency based on my accent. I felt quite upset and bullied by his comments. So my question would be.. how do you stop this communication from a patient without not being emotional? I feel like there is more to the story for his behaviour but I was so disgusted by his attitude and manner that I have asked for him not to be booked back in with me.
Clearly an unpleasant experience for you and it would be difficult to not be effected emotionally. We would suggest you calmly outline your qualifications and the fact that you are AHPRA approved to provide healthcare in Australia. You can also advise him that patients are free to seek healthcare elsewhere if they wish. If the patient does not back down with his attitude, you should advise him that your practice does not tolerate rude or bullying behaviour from patients. It is then your right to terminate the consultation.
Why is there no process to manage hospital culture?
Each health service or healthcare practice is responsible for their own workplace. They have a legal requirement to provide an appropriate and safe workplace culture according to the jurisdictional work, health and safety laws. If an unprofessional workplace culture is brought to their attention, they are duty bound to deal with it. It is up to us, as practitioners, to hold management accountable for their duty of care.
What about the implementation in a patient/significant other escalation system for patient care?
Ideally there should be such systems in place, and they have proved to be effective tool in de- escalating family concerns and improving patient safety. They will vary in power and impact depending on the size and culture of the health service involved.
Do we have some kind of warning system Re the Henty’s of the world?
As mentioned in Question 2, the workplace environment is the responsibility of management and we practitioners need to ensure we do our job of notifying them. There are however other avenues that can be explored. AHPRA, for example, has a duty to investigate behaviour if it is in breach of Section 5. of their Good Medical Practice publication entitled: Respectful Culture. This is especially so when a patient is harmed. These are always difficult issues, and we would encourage you to contact MIPS for advice and support to determine the best way forward.
Perhaps all of the characters in this play are in need of help?
That is a very fair comment. There were many areas for improvement. The key message we tried to highlight is the need for effective and professional communication between all staff members, and between staff and patients / families. We tried to highlight the need for respect, the role of listening and the need to provide a professional non-toxic work environment to allow effective teamwork. This enables practitioners to function at their best and helps to ensure optimal patient care. This is an enormous topic which we hope members will continue to reflect upon in their own practice. Communication courses are widely available.
Shouldn't Dr. Henty be reported to the Medical Board? He seems to have unscarred in this scenario? No absolute reprimand, since he has the option of relocating to another Hospital.
As mentioned in Question 4., a notification to AHPRA is the prerogative of everyone involved, whether it be Mrs Bryant, the CEO, the medical or nursing staff. Following the Coronial Inquest, if the Coroner was sufficiently concerned about Dr Henty’s behaviour, the Coroner is also obliged to report that to AHPRA. We must remember that as healthcare practitioners we have a mandatory requirement to notify AHPRA of colleagues if we believe that their behaviour or practice may place the public at risk. As mentioned, this is a difficult decision to process, and as such, MIPS is always available to discuss your situation and help you determine whether you have reached a threshold for reporting.
Any comments on the underperforming junior staff? Also not uncommon.
As supervising practitioners, we have a clear duty to manage underperforming staff. Junior practitioners and/or those within training programs must meet minimum standards in terms of competency and development to ensure patient safety. Fair and reasonable critiques, where there is underperformance, is not bullying or harassment, but should always be carefully considered and documented. Skillful communication is, as always, at the heart of effective feedback.
