Sharing documentation performance data with physicians can help them identify strategies for meaningful improvement. However, while some physicians accept performance data, others may react with resistance or even denial, according to The Advisory Board.
Most physicians' reactions to discussions about performance fall into one of the following four categories. Consider the following pieces of advice from The Advisory Board to help keep performance conversations constructive and ensure physicians buy in to performance improvement goals.
1. Denial. It is many peoples' first instinct to deny information that may not reflect ideally on them. According to The Advisory Board, it is natural for physicians' initial reactions to be skeptical or even resistant — it is not uncommon for a physician to respond with, "That can't be my data."
To show physicians they can trust the data, share information from specific cases to help them understand where the numbers come from, The Advisory Board suggests.
2. Feeling threatened. Some physicians' initial response to performance data is feeling defensive or threatened.
According to The Advisory Board, clearly communicating the data is a tool to educate the physicians and is not used to judge them is key. The conversations will yield the most benefits if physicians perceive them as an opportunity to do better, rather than an investigation into their work.
3. Displacing blame. It is common for physicians to attempt to rationalize undesirable performance data and place blame elsewhere. According to The Advisory Board, physicians often give objections such as, "Sure, my length of stay is long, but it's necessary for high quality."
To ensure the conversation stays on track and constructive, reassure the physician that the care they provide is deeply valued, but specific areas of performance can be targeted for improvement, according to The Advisory Board.
4. Acceptance. There are physicians who are willing to listen and eager to improve. According to The Advisory Board, it is important not to overlook this group, because educating them will have the most immediate impact on performance.
Being as specific as possible about what these physicians need to do to improve and checking in periodically on their progress will yield the most success. According to The Advisory Board, individuals who fall into this category make great spokesmen and women to promote documentation improvement among their peers.