Unsupported Browser
The American College of Surgeons website is not compatible with Internet Explorer 11, IE 11. For the best experience please update your browser.
Menu
Become a member and receive career-enhancing benefits

Our top priority is providing value to members. Your Member Services team is here to ensure you maximize your ACS member benefits, participate in College activities, and engage with your ACS colleagues. It's all here.

Become a Member
Become a member and receive career-enhancing benefits

Our top priority is providing value to members. Your Member Services team is here to ensure you maximize your ACS member benefits, participate in College activities, and engage with your ACS colleagues. It's all here.

Membership Benefits
ACS
Bulletin

Making quality stick: Optimal Resources for Surgical Quality and Safety: The effects of disruptive behavior, mentoring, and coaching on quality improvement

This excerpt from Optimal Resources for Surgical Quality and Safety examines two behaviors exhibited by surgeons and their effect on quality of care.

ACS

June 1, 2018

Editor’s note: In July 2017, the American College of Surgeons (ACS) released Optimal Resources for Surgical Quality and Safety—a new manual that is intended to serve as a trusted resource for surgical leaders seeking to improve patient care in their institutions and make quality stick. Each month, the Bulletin highlights some of the salient points made throughout the “red book.”


Optimal Resources for Surgical Quality and Safety

As surgical care becomes more coordinated and team-based, it is increasingly important that surgeons model professional behavior. However, in their passionate pursuit of perfection, some surgeons have been known to have angry outbursts or use intimidating or disrespectful language when they are feeling particularly stressed, a case is not going as planned, they feel other team members are unable to meet their exacting standards, and so on. Studies have shown that such disruptive behavior has adverse effects on quality of care and negatively affects team performance. The red book offers recommendations on how surgeon leaders can identify and address disruptive surgeon behavior.

At the opposite end of the spectrum from the disruptive surgeon are mentors and coaches. Mentors form lasting relationships with their mentees, sharing knowledge and helping mentees develop professionally. Mentors typically are based at the same institution as their mentees and have significantly more experience. Coaches are more likely to be called upon to help surgeons improve in a specific area, such as developing leadership abilities or a new technical skill. These relationships are short-term and have well-defined goals, and coaches frequently are recruited from outside the institution. Mentoring and coaching are important facets of establishing a value-based department of surgery.

Be sure to read next month’s “Making quality stick” article for an overview of key points in the red book. Optimal Resources for Surgical Quality and Safety is available for $44.95 per copy for orders of nine copies or fewer and $39.95 for orders of 10 or more copies through the ACS website.