scope and severity of bullying's effects on the workplace, why aren't
we further along in solving this problem? Some cite a fear of retalia-
tion for reporting, perceived stigma for reporting, or a worry that the
problem will worsen or be ignored — that a "powerful revenue-gener-
ating physician will be let off the hook." Some thought it was easier to
ask to be reassigned to another OR or shift, reassigned with another
surgeon or to continue to suffer in silence.
But we have seen some progress. In 2009, TJC issued standards for
all accreditation programs, encouraging surgical facility leaders to
create a safe work environment and to address inappropriate or intim-
idating behavior. These standards, which recognize that intimidating
behaviors can undermine a culture of safety and harm patient care,
promote teamwork and respect for others.
What do we go from here?
Early detection of bullying is essential, not only for the bullied but
also for the individual who is doing the bullying. Intervention, possibly
through an esteemed mentor, can help bullies receive the redirec-
tion/assistance they need to be a valued team member again. As TJC
has said, "organizations that fail to address unprofessional behavior
through formal systems are indirectly promoting it." Taking bold steps
to eliminate bullying from the workplace shows your staff that, in
your quest to deliver the best patient care possible, you won't com-
promise their well-being in the process.
OSM
Here's the revised contact info at the end: Ms. Burnette
(angie.burnette@alston.com) is counsel and Ms. Kennedy
(rebecca.kennedy@alston.com) is an associate with Alston & Bird LLP in
Atlanta, Ga. Genta Iwasaki (iwasakigenta@gmail.com), a former summer
associate who will be joining the firm in fall 2017, assisted in the research
and preparation of materials for this article.
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