Journal of Healthcare Management - September/October 2014 - (Page 358)

J o u r n al of H ealt H care M anage Ment 59:5 S epte Mber /o ctober 2014 initially was used as part of an intervention to improve physician disruptive behaviors, it is increasingly employed to prevent problematic behaviors, reinforce positive behaviors, and develop all participating physicians' EI (the "good to great"). In addition to a particular physician completing the questionnaire, members of the healthcare team (including nurses, therapists, pharmacists, and other physicians) are invited by the physician and his or her supervisor to serve as reviewers and anonymously answer the same questionnaire regarding this particular physician's behaviors. The physician and his or her service chief both receive a summarized feedback report that compares self-perceptions with those of the healthcare team to identify opportunities for customized coaching. The few studies done with physicians have revealed best practices to bolster the effectiveness of these programs: 1. Offer a clear and concise explanation of the purpose of the 360-degree evaluation (Sargeant, Mann, & Ferrier, 2005). 2. Ensure that the reviewer selection process is credible and transparent to the physicians (Sargeant et al., 2005). 3. Use the process for professional development purposes (Sargent et al., 2003). 4. Follow up the feedback with coaching, goal setting, training, and so forth. When these prerequisites are met, physicians have shown excellent results in response to 360-degree feedback, including improvements in interpersonal and communication skills, professionalism, self-awareness, leadership, and teamwork (Harmon & Lapenta, 2008). Success with the 360-degree survey feedback for improving physician disruptive behaviors has prompted some forward-thinking healthcare organizations to start using these tools in a more proactive fashion. A number of community hospitals and major academic medical centers (e.g., Brigham and Women's Hospital, Massachusetts General Hospital, University of Michigan Health System) have been using automated software to efficiently administer a 360-degree survey for various departments in order to provide their physicians with feedback before significant complaints have occurred or worsened (Harmon & Lapenta, 2008). This validated survey tool has been used by more than 5,000 healthcare professionals, including more than 3,000 physicians, and has yielded more than 100,000 completed surveys. The survey measures interpersonally motivating and discouraging behaviors and determines how those behaviors affect others in the healthcare workplace (compared with a national normative database of about 1,000 physicians). The University of Miami Miller School of Medicine, for example, has been using a 360-degree survey for all its medical students for more than 5 years with effective results (Mechaber et al., 2011). In addition, the surgery departments at several of the hospitals affiliated with Harvard Medical School have been using an expanded 360-degree survey to assess all six 358

Table of Contents for the Digital Edition of Journal of Healthcare Management - September/October 2014

Journal of Healthcare Management - September/October 2014
Interview With Delvecchio S. Finley, FACHE, CEO of Harbor-UCLA Medical Center
Hospital Consolidation: “Safety in Numbers” Strategy Prevails in Preparation for a Value- Based Marketplace
Leveraging Women’s Leadership Talent in Healthcare
Pressure and Performance: Buffering Capacity and the Cyclical Impact of Accreditation Inspections on Risk-Adjusted Mortality
Development and Field Testing of a Self- Assessment Guide for Computer-Based Provider Order Entry
Good to Great: Using 360-Degree Feedback to Improve Physician Emotional Intelligence
Career Inflection Points of Women Who Successfully Achieved the Hospital CEO Position

Journal of Healthcare Management - September/October 2014