Monday, July 19, 2010
Saturday, May 15, 2010
CONFLICT RESOLUTION AT HOSPITAL
- CONFLICT RESOLUTION AT HOSPITAL
CONFLICT INEVITABLY occurs in all work settings because people have different needs, preferences, and values. With the rapid changes in health care delivery and market systems, the opportunity for conflict is increasisng day by day.
In the recent there is undesirable trend of people’s intolerance with hospital managements and doctors. Even small time local leaders and municipal councillors throw their weight around exhibiting their political clout and influence.. Smashing hospitals or holding dharnas has become the norm today .Doctors should understand that we are living in troubled times
The need of the hour is the diffusion of tension and hurt feelings.
But somehow, a poor communicative tendency of the medical profession has been its bane. Not only doctors, but all medical and para medical staff down the line have operated on the premise that what they say is to be obeyed and final. They find it unnecessary to offer explanations.
In changing times, this is patently uncorrect, however right they may be.
This problem is so significant that it is reported that hospital administrator has to spend 20 percent of his official time to deal with this.
Types of conflict:
Ø Intra individual
Ø Interpersonal
Ø Inter group
Ø Organizational
Ø Client Hospital
Outcome of Conflict
FUNCTIONAL
v Improves quality of decision
v Stimulates creativity and innovation
DYSFUNCTIONAL
v Increased absenteeism
v Decreased job satisfaction
v Sabotage
v Strike
v Physical aggression
Conflict Stages
It has become common to describe conflicts as passing through a series of phases
LATENT CONFLICT
EMERGENCE
ESCALATION
STALEMATE
DE-ESCALATION
RESOLUTION
PEACEBUILDING AND RECONCILIATION
"LATENT" CONFLICT STAGE. -The potential for conflict exists whenever people have different needs, values, or interests.
EMERGENCE- The conflict may not become apparent until a "triggering event" leads to the of the obvious conflict.
RESOLUTION- Emergence may be followed quickly by or it may be followed by
ESCALATION- Emergence may be followed quickly by which can become very destructive.
Actual conflicts usually do not follow a linear path. Rather, they evolve in fits and starts, alternatively experiencing progress and setbacks toward resolution.. Escalation may resume after temporary stalemate or negotiation. Escalation and de-escalation may alternate. Negotiations may take place in the absence of a stalemate. However, these models are still useful
Delineating different stages is also useful in efforts to resolve conflict. By recognizing the different dynamics occurring at each stage of a conflict, one can appreciate that the strategies and tactics for participants and interveners differ depending on the phase of the conflict.
, because most conflicts pass through similar stages at least once in their history.
Conflict Resolution –It should be resolved as soon as the optimum level is crossed and before the dysfunctional consequences start occurring.
Different approaches-
Thomas`contingency approach-
Avoidance-lose and lose
Competing-win and lose
Collaboration-win and win
Accommodation-Lose and Win
Compromising-
Guidelines for management
Listen, empathize, and avoid communication triangles
Pay attention to how you respond to complaints.
People in conflict tend to complain to a third party, rather than dealing directly with each other.
Resist the pull to participate in conflict-escalating communication triangles.
Stay calm while the complainant expresses his or her concern, and listen actively. Pay no attention to profanity, tone of voice, or insults.
Fighting creates drama, which in this sense is unwelcome in the workplace
Don't fight. While it is important to stand up for yourself, avoid being combative
Reflect what you hear, and show empathy for the speaker
Express regret that this conflict has happened, but don't use inflammatory words, and don't assume a collusive posture.
Use the "firm adult" component of your personality, Speak in a monotone. Quote facts and figures
Confront offenders with data, authority, and compassion
Try to maintain the stance of someone who will facilitate resolution of the conflict, not that of a rescuer or persecutor of any party.
Ask what the person would like you to do to resolve the problem. Stay focused on the specific problem at hand and state your intention to do all that you can to facilitate resolving it. Only commit to doing what is doable.
Steps to Resolution
Disengage
Tense confrontations typically polarize positions and prevent reasoned analysis and discussion. The crucial first step is therefore to disengage management and customers from the immediate conflict. Defusing the emotion tension of a direct confrontation enables all interested parties to regain their intellectual bearings.
Untangle.
Once management and thecustomers have been disengaged, they each must identify and discuss the sources of their dissatisfaction. What previously appeared to be a tangle of intractable grievances will yield, with discussion, a number of discrete, well-defined problems.
Clarify.
After the central problems have been identified, management and the customer must clarify their own goals and establish priorities.
* Providing high-quality health care.
* Maintaining a financially stable institution.
Constrain.
The hopes and expectations of management and customer must be constrained by what is feasible in the real world. The hospital's professional culture and financial circumstances are especially important factors to consider at this stage.. Each must come to understand the various tradeoffs and compromises involved in the choice of one alternative over another.
Engage.
After management and customer have adjusted their expectations to reality, they are ready to engage in discussions covering the full range of issues relating to the crisis
Accommodate.
Any stable agreement will require accommodate each other's needs. Agreement must be reached through a consensus founded on mutual respect, understanding, and recognition of the legitimate values and goals of all interested parties..
Implement.
The process of implementing the agreement between management and the professional staff will vary from one hospital to another. At one extreme, implementation may involve extensive reorganization of services, departments, facilities, and so on. At the other extreme, implementation may require reltaively minor adjustments; periodic checks with management and the professional staff will suffice to determine whether implementation is progressing smoothly and as expected
CONCLUSION
Spending an extra minute explaining facts and employing tact can save the day. And if necessary, a deceitful diplomatic ego pampering to diffuse the situation.
Many potentially hostile situations can be avoided or defused early with copious communication The biggest problem in any large organization is the lack of adequate communication...up, down, and horizontally
Tuesday, April 6, 2010
CHALLENGES FACING HEALTH INDUSTRY
CONSUMER AWARENESS
Improved socio- economic status due to a rise in the standard of living, improvements in education , increased awareness of public and easier access to medical care has led to high expectations and demands from the consumer of hospital services.
This revolutionary change in people's mindsets has made consumers aware of their needs and demands, which have led to the evolution of a consumer-oriented market resulting in the need for evaluation of customer satisfaction.. Medical services at public and private hospitals have been under increasing strain to meet the expectations particularly because the medical care has come to the ambit of "service" under the "Consumer Protection Act." This has necessitated regular monitoring of the quality of servic
SUGGESTIONS
Develop Customer Relationship Management (CRM)
CRM is a business strategy to select and manage customers to optimize long-term value. It requires a customer-centric business philosophy and culture to support effective marketing, sales and service processeses in the hospital by the management .
According to experts, One rupee spent on advertising yields Rs. 250 in revenues.
One rupee spent on customer services yields Rs. 2500 in revenues.
HIGH STAFF TURNOVER
Health is also very labour-intensive – the proportion of the total spent on staff is much higher in health than in most manufacturing industries and in many service industries.
There is a proven link between having talented employees and overall business performance.
Attrition levels, even in the Indian context, currently range at 18- 25 per cent per annum. This makes the situation worse as hospital normally run with 60 to 75 per cent staff keeping in mind the fluctuations in occupancy.
Hospitals with high employee turnover (21 percent or more) had a 36 percent higher cost per discharge than hospitals with turnover of 12 percent or less.
Solution:
RISING COST
The cost of medical care has risen dramatically in the last decade.
This hospital is really costly is the commonest complaint voiced by a patient when he avails the services of a hospital. The average prices being charged by tertiary hospitals grew by 15 per cent annually from 2001-02 to 2005-06. This has been taken quite seriously by payor /insurance company, it is being monitored by them.
The insurance companies will apply serious pricing pressures on the providers. Therefore, only the lowest cost provider will manage to For a hospital to increase the output, it is very important that it provides Quality healthcare at a very affordable price and that is
possible, only if the cost containment mechanism is in place and the strict compliance with the cost containment protocols is practiced.
Solution:
Implement Cost containment measures:
ØHuman resource interventions
ØEnergy saving interventions
ØMaterial management interventions
USE OF MORE TECHNOLOGY
The importance of technology in today's healthcare delivery cannot be overstated, the ancient science of diagnosing most illnesses by the pulse of the human being has been replaced by advanced radiological and pathological diagnosis. In fact, technology is going to be the key differentiator between hospitals. Medical equipments constitutes 60% of total hospital budget. But required care is not given before installation and after installation.
Solution:
A WELL-PLANNED HOSPITAL POLICY ON ACQUISITION,
UTILIZATION AND MAINTENANCE OF MEDICAL
EQUIPMENT NEEDS TO BE ESTABLISHED.
NEED OF MARKETING
Healthcare services have changed tremendously. Gone are the days when doctors were very few and patients were treating them like gods. With increase in competition, the role of healthcare marketing has increased.
It is becoming difficult for hospitals these days to depend on mere word of mouth promotion to attract patients. Hospital managements are putting extra effort in carving a brand image of the hospital and improving hospital’s visibility.
Solution:
Plan your strategy on following Basic mix of Marketing
•Product/ Service
•Price
•Place
• Person
•Promotion
•Persons delivering the services
LACK OF TRAINED MAN POWER
The hospital utilizes widely divergent groups of professionals, semi-professionals and nonprofessionals. It represents high interdependence among services.
A hospital’s success is largely dependent on the quality of work of its employees. The HR role is the most crucial in a hospital as it is more people oriented and intensive rather than equipment oriented. There is a shortage of quality and quantity of human resource in our hospitals.
There is a huge shortage of trained healthcare professionals, estimated to be a deficiency of 4,50,000 doctors and 1.2 million nurses by 2012 (Source: FICCI-Ernst & Young Report 2007).
Solution
To Deliver consistent and quality healthcare services to ensure customer satisfaction in the fast-expanding and highly- competitive healthcare industry train and update the existing
staff at various levels of patient care:
Soft Skills
Leadership
Internal Team-building
Technical training
COMPETITION
Today, the healthcare industry is moving from monopolistic position to a competitive position.
Compared to a few private institutions primarily in the form of charitable trusts and small nursing homes, recently a number of large sized Indian companies have ventured into healthcare delivery.
Solution:
Turnaround strategies are relevant, and important tool for Meeting the competition
Turnaround strategies can be categorized into three different, but inter-related approaches.
These are:
Market-based strategies
Internal strategies
Quality-centric strategies.
Consumer Awareness
Rising Cost
Use of more Technology
Competition
Need of Marketing
Lack of trained manpower
High staff turnover (Attrition)
CONSUMER AWARENESS
Improved socio- economic status due to a rise in the standard of living, improvements in education , increased awareness of public and easier access to medical care has led to high expectations and demands from the consumer of hospital services.
This revolutionary change in people's mindsets has made consumers aware of their needs and demands, which have led to the evolution of a consumer-oriented market resulting in the need for evaluation of customer satisfaction.. Medical services at public and private hospitals have been under increasing strain to meet the expectations particularly because the medical care has come to the ambit of "service" under the "Consumer Protection Act." This has necessitated regular monitoring of the quality of servic
SUGGESTIONS
Develop Customer Relationship Management (CRM)
CRM is a business strategy to select and manage customers to optimize long-term value. It requires a customer-centric business philosophy and culture to support effective marketing, sales and service processeses in the hospital by the management .
According to experts, One rupee spent on advertising yields Rs. 250 in revenues.
One rupee spent on customer services yields Rs. 2500 in revenues.
HIGH STAFF TURNOVER
Health is also very labour-intensive – the proportion of the total spent on staff is much higher in health than in most manufacturing industries and in many service industries.
There is a proven link between having talented employees and overall business performance.
Attrition levels, even in the Indian context, currently range at 18- 25 per cent per annum. This makes the situation worse as hospital normally run with 60 to 75 per cent staff keeping in mind the fluctuations in occupancy.
Hospitals with high employee turnover (21 percent or more) had a 36 percent higher cost per discharge than hospitals with turnover of 12 percent or less.
Solution:
RISING COST
The cost of medical care has risen dramatically in the last decade.
This hospital is really costly is the commonest complaint voiced by a patient when he avails the services of a hospital. The average prices being charged by tertiary hospitals grew by 15 per cent annually from 2001-02 to 2005-06. This has been taken quite seriously by payor /insurance company, it is being monitored by them.
The insurance companies will apply serious pricing pressures on the providers. Therefore, only the lowest cost provider will manage to For a hospital to increase the output, it is very important that it provides Quality healthcare at a very affordable price and that is
possible, only if the cost containment mechanism is in place and the strict compliance with the cost containment protocols is practiced.
Solution:
Implement Cost containment measures:
ØHuman resource interventions
ØEnergy saving interventions
ØMaterial management interventions
USE OF MORE TECHNOLOGY
The importance of technology in today's healthcare delivery cannot be overstated, the ancient science of diagnosing most illnesses by the pulse of the human being has been replaced by advanced radiological and pathological diagnosis. In fact, technology is going to be the key differentiator between hospitals. Medical equipments constitutes 60% of total hospital budget. But required care is not given before installation and after installation.
Solution:
A WELL-PLANNED HOSPITAL POLICY ON ACQUISITION,
UTILIZATION AND MAINTENANCE OF MEDICAL
EQUIPMENT NEEDS TO BE ESTABLISHED.
NEED OF MARKETING
Healthcare services have changed tremendously. Gone are the days when doctors were very few and patients were treating them like gods. With increase in competition, the role of healthcare marketing has increased.
It is becoming difficult for hospitals these days to depend on mere word of mouth promotion to attract patients. Hospital managements are putting extra effort in carving a brand image of the hospital and improving hospital’s visibility.
Solution:
Plan your strategy on following Basic mix of Marketing
•Product/ Service
•Price
•Place
• Person
•Promotion
•Persons delivering the services
LACK OF TRAINED MAN POWER
The hospital utilizes widely divergent groups of professionals, semi-professionals and nonprofessionals. It represents high interdependence among services.
A hospital’s success is largely dependent on the quality of work of its employees. The HR role is the most crucial in a hospital as it is more people oriented and intensive rather than equipment oriented. There is a shortage of quality and quantity of human resource in our hospitals.
There is a huge shortage of trained healthcare professionals, estimated to be a deficiency of 4,50,000 doctors and 1.2 million nurses by 2012 (Source: FICCI-Ernst & Young Report 2007).
Solution
To Deliver consistent and quality healthcare services to ensure customer satisfaction in the fast-expanding and highly- competitive healthcare industry train and update the existing
staff at various levels of patient care:
Soft Skills
Leadership
Internal Team-building
Technical training
COMPETITION
Today, the healthcare industry is moving from monopolistic position to a competitive position.
Compared to a few private institutions primarily in the form of charitable trusts and small nursing homes, recently a number of large sized Indian companies have ventured into healthcare delivery.
Solution:
Turnaround strategies are relevant, and important tool for Meeting the competition
Turnaround strategies can be categorized into three different, but inter-related approaches.
These are:
Market-based strategies
Internal strategies
Quality-centric strategies.
Wednesday, March 31, 2010
Crisis Management In Hospital
Healthcare institutions of today are complex matrix organizations.
Crisis is bound to occur in any complex human endeavour, and healthcare is no exception.
We often encounter crisis while delivering health care. Crisis is more common in area of emergency, critical care and operation theater. Crises are ubiquitous and the costs (human and financial) are substantial.
A "crisis" has been defined as "a turning point" and, in the context of health care, "the point in the course of a disease at which a decisive change occurs, leading either to recovery or to death“
The problem facing the clinician is to detect that a crisis is at hand, to diagnose its underlying cause, and to take the necessary steps to divert the course of the patient’s condition from impending disaster towards recovery. This problem is not always managed adequately, and the consequences of this inadequacy are sometimes tragic.
Why crisis is common in Hospital? :
ØUncertain, dynamic environments.
ØMultiple sources of concurrent information.
ØShifting, ill-defined, or competing goals.
ØIll-structured problems.
ØActions having immediate and multiple consequences.
ØMoments of intense time stress interleaved with long periods of routine activity.
ØSophisticated technologies with many redundancies.
ØComplex and sometimes confusing human-machine interfaces.
ØHigh stakes.
ØMultiple players with differing priorities.
ØA working environment highly influenced by group norms and organisational culture.
ROOT CAUSE ANALYSIS:
MAN RELATED:
Examples-
Air embolisation during withdrawal of central line.
Oesophageal intubation followed by paralysis.
MACHINE RELATED:
Examples-
Massive haematemasis ,aspiration due to non functioning suction machine.
Malfunctioning laryngoscope during intubation.
MATERIAL RELATED:
Example-
Empty oxygen cylinder
Drugs causing life threatening complication
METHODS RELATED:
Example-
Mismatched blood transfusion.
Inadequate management of hypotension/hypoxia.
Crisis is bound to occur in any complex human endeavour, and healthcare is no exception.
We often encounter crisis while delivering health care. Crisis is more common in area of emergency, critical care and operation theater. Crises are ubiquitous and the costs (human and financial) are substantial.
A "crisis" has been defined as "a turning point" and, in the context of health care, "the point in the course of a disease at which a decisive change occurs, leading either to recovery or to death“
The problem facing the clinician is to detect that a crisis is at hand, to diagnose its underlying cause, and to take the necessary steps to divert the course of the patient’s condition from impending disaster towards recovery. This problem is not always managed adequately, and the consequences of this inadequacy are sometimes tragic.
Why crisis is common in Hospital? :
ØUncertain, dynamic environments.
ØMultiple sources of concurrent information.
ØShifting, ill-defined, or competing goals.
ØIll-structured problems.
ØActions having immediate and multiple consequences.
ØMoments of intense time stress interleaved with long periods of routine activity.
ØSophisticated technologies with many redundancies.
ØComplex and sometimes confusing human-machine interfaces.
ØHigh stakes.
ØMultiple players with differing priorities.
ØA working environment highly influenced by group norms and organisational culture.
ROOT CAUSE ANALYSIS:
MAN RELATED:
Examples-
Air embolisation during withdrawal of central line.
Oesophageal intubation followed by paralysis.
MACHINE RELATED:
Examples-
Massive haematemasis ,aspiration due to non functioning suction machine.
Malfunctioning laryngoscope during intubation.
MATERIAL RELATED:
Example-
Empty oxygen cylinder
Drugs causing life threatening complication
METHODS RELATED:
Example-
Mismatched blood transfusion.
Inadequate management of hypotension/hypoxia.
Monday, March 29, 2010
- Quality Indicators are a set of measures that provide a perspective on hospital quality of care using hospital administrative data. These indicators reflect quality of care inside hospitals and include inpatient mortality for certain procedures and medical conditions; utilization of procedures for which there are questions of overuse, underuse, and misuse; and volume of procedures for which there is some evidence that a higher volume of procedures is associated with lower mortality.
Although quality assessments based on administrative data cannot be definitive, they can be used to flag potential quality problems and success stories, which can then be further investigated and studied. Hospital associations, individual hospitals, purchasers, regulators, and policymakers at the local, State, and central levels can use readily available hospital administrative data to begin the assessment of quality of care.
1. Hospital-level Patient Safety Indicators
· Complications of anesthesia
· Death in low mortality DRGs
· Decubitus ulcer
· Failure to rescue
· Foreign body left in during procedure
· Iatrogenic pneumothorax
· Selected infections due to medical care
· Postoperative hip fracture
· Postoperative hemorrhage or hematoma
· Postoperative physiologic and metabolic derangements
· Postoperative respiratory failure
· Postoperative pulmonary embolism or deep vein thrombosis
· Postoperative sepsis
· Postoperative wound dehiscence in abdominopelvic surgical patients
· Accidental puncture and laceration
· Transfusion reaction
· Birth trauma -- injury to neonate
· Obstetric trauma -- vaginal delivery with instrument
· Obstetric trauma -- vaginal delivery without instrument
· Obstetric trauma -- cesarean delivery
· Foreign body left in during procedure
2. Hospital-level Procedure Utilization Rates
· Cesarean section delivery
· Primary Cesarean delivery
· Vaginal Birth After Cesarean (VBAC), Uncomplicated
· VBAC, All
· Laparoscopic cholecystectomy
· Incidental appendectomy in the elderly
· Bi-lateral cardiac catheterization
· Coronary artery bypass graft
· Percutaneous transluminal coronary angioplasty
· Hysterectomy
· Laminectomy or spinal fusion
· Esophageal resection
· Pancreatic resection
· Abdominal aortic aneurysm repair
· Carotid endarterectomy
3.Mortality indicators
a.Mortality Rates for Medical Conditions
Acute myocardial infarction
Congestive heart failure
Stroke
Gastrointestinal hemorrhage
Hip fracture
Pneumonia
b.Mortality Rates for Surgical Procedures
Esophageal resection
Pancreatic resection
Abdominal aortic aneurysm repair
Coronary artery bypass graft
Percutaneous transluminal coronary angioplasty
Carotid endarterectomy
Craniotomy
Hip replacement
ADMINISTRATIVE INDICATORS
Patient satisfaction score
Employees satisfaction score
Employees turnover
Admission rate
Cost effectiveness of services
Utilization rate of services
Equipment Down time
Patient fall rate
Sentinel events rate
Hospital infection
Bed occupancy
Waiting Time in OPD
Importance of Quality Indicators:
These are used to help hospitals identify potential problem areas that might need further study.
Provide the opportunity to assess quality of care inside the hospital using administrative data found in the typical discharge record.
These are used to support accountability, regulation and accreditation
These are used for Benchmarking and marketing purposes
These allow the organization to see how it is performing relative to its strategic plans for improvement.
Saturday, March 27, 2010
The Doctor patient relationship in our country has undergone a sea change in the last decade and a half. The lucky doctors of the past were treated like God and people revered and respected them. Aryans embodied the rule that, Vaidyo narayano harihi (which means doctors are equivalent to Lord Vishnu). We witness today a fast pace of commercialization and globalization on all spheres of life and the medical CPA, Consumer awareness and Commercialization has changed the scenario. All these 3C has adverse effects on DOCTOR AND PATIENT RELATIONSHIP.
It's a common observation that medical practitioners, hospitals are being attacked by family members of patient for alleged medical negligenceprofession is no exception to these phenomena.
Section 304-A of IPC is a sword hanging above the doctor, working both in government hospitals and in the private sectors. Doctors are considered as soft targets by the law enforcing
agencies and being harassed by unsatisfied patients. Moreover complainants often use criminal cases to pressurize medical professionals and to extract unjust compensation
Allegations of rashness or negligence are often raised against doctors by persons without adequate medical knowledge, to extract unjust compensation.
This results in serious embarrassment and harassment to doctors who are forced to seek bail to escape arrest. If bail is not granted, they will have to suffer incarceration.
They may be exonerated of the charges at the end; but in the meantime they would have suffered a loss of reputation .
Public awareness of medical negligence in India is growing. Hospital managements are increasingly facing complaints regarding the acilities, Standards of professional competence, and
The appropriateness of their therapeutic and diagnostic methods.
Currently, approximately 10,000-15,000 medico-legal cases are pending in various courts of our country, a rise of almost 25 per cent in the last five years. Worldwide and in India, gynaecologists and obstetricians top the chart when it comes to the number of cases filed
against medicos. Anaesthesiologists and ophthalmologists follow.
The severity of the punishment depends on whether the case is civil or criminal.
Compensation range from a meagre Rs 10,000 to several lakhs. The average compensation ranges from Rs 4 lakh to Rs 5 lakh. If it's a civil case, which most are, then if proven
guilty the State Commission might debar the doctor from practice. Around 10 per cent of cases are based on very 'gross' negligence More than 20 to 30 per cent of cases fall into
mild or moderate category. Ratio of relevant cases to the number of frivolous cases is 50:50.
RECOMMENDATIONs FOR DEALING WITH COMPLAINT OF NEGLIGENCE :
A- AWARENES OF NEGLIGENCY
B-BUILD STRONG STRUCTURE, PROCESS,
C- COMMUNICATION
D-DOCUMENTATION
E-EMPHATHETIC ATTITUDE
It's a common observation that medical practitioners, hospitals are being attacked by family members of patient for alleged medical negligenceprofession is no exception to these phenomena.
Section 304-A of IPC is a sword hanging above the doctor, working both in government hospitals and in the private sectors. Doctors are considered as soft targets by the law enforcing
agencies and being harassed by unsatisfied patients. Moreover complainants often use criminal cases to pressurize medical professionals and to extract unjust compensation
Allegations of rashness or negligence are often raised against doctors by persons without adequate medical knowledge, to extract unjust compensation.
This results in serious embarrassment and harassment to doctors who are forced to seek bail to escape arrest. If bail is not granted, they will have to suffer incarceration.
They may be exonerated of the charges at the end; but in the meantime they would have suffered a loss of reputation .
Public awareness of medical negligence in India is growing. Hospital managements are increasingly facing complaints regarding the acilities, Standards of professional competence, and
The appropriateness of their therapeutic and diagnostic methods.
Currently, approximately 10,000-15,000 medico-legal cases are pending in various courts of our country, a rise of almost 25 per cent in the last five years. Worldwide and in India, gynaecologists and obstetricians top the chart when it comes to the number of cases filed
against medicos. Anaesthesiologists and ophthalmologists follow.
The severity of the punishment depends on whether the case is civil or criminal.
Compensation range from a meagre Rs 10,000 to several lakhs. The average compensation ranges from Rs 4 lakh to Rs 5 lakh. If it's a civil case, which most are, then if proven
guilty the State Commission might debar the doctor from practice. Around 10 per cent of cases are based on very 'gross' negligence More than 20 to 30 per cent of cases fall into
mild or moderate category. Ratio of relevant cases to the number of frivolous cases is 50:50.
RECOMMENDATIONs FOR DEALING WITH COMPLAINT OF NEGLIGENCE :
A- AWARENES OF NEGLIGENCY
B-BUILD STRONG STRUCTURE, PROCESS,
C- COMMUNICATION
D-DOCUMENTATION
E-EMPHATHETIC ATTITUDE
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