向病人道歉的心理学见解。

IF 2.3 4区 医学 Q1 MEDICINE, GENERAL & INTERNAL
Donald A. Redelmeier MD, FRCPC, MS(HSR), FACP, Jada Roach BKin
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引用次数: 0

摘要

临床医生在行医生涯中会犯很多错误。有些错误会造成病人的伤害、资源的浪费或感情的伤害。错误的不良后果也会延伸到临床医生身上,如果不加以缓解,最终会增加倦怠的风险一种保护策略是将错误的频率减少到零,但这种乌托邦式的理想是不现实的另一个策略是学习如何在犯错后有效地道歉;然而,大多数关于如何道歉的建议都来自大众媒体、法律建议、伦理分析、宗教神学、社会规范或社区标准,而不是来自科学证据。心理学是一门研究人们如何感知、思考和对待他人的科学。这门科学认识到人际犯罪可以发生在犯罪者(也称为不法者,伤害者,罪犯)和受害者(也称为受害者,伤亡,目标,被冒犯)之间。例子包括伤人的评论、背叛信任或人际关系不公平。道歉可以减轻对人际关系的破坏性影响,它被定义为表达悔恨、承认责任,并可能提供赔偿的声明。尽管道歉在冲突管理中有很大的作用,但专业人士通常不会道歉,或者道歉得不好。传统的培训和共识指南鼓励临床医生解决困难的对话,包括披露令人不安的信息这些基本原则很少提到如何有效地道歉。这篇文章的目的是回顾心理科学中关于如何有效道歉的三个不为人知的发现(表1)。我们认为,有效的道歉是一项必要的临床技能,它不一定要从多年的临床实践中具体化,但可能会受到科学见解的影响道歉很难,但意识到这些见解可能会增加临床医生的动机,提高患者的满意度,最终提高治疗效果。9-11提出心理科学证据的目的不是通过强调基本的陷阱来劝阻临床医生道歉;相反,其目的恰恰相反此外,通常不道歉的原因是犯罪者没有意识到自己的过错,或者从道德上脱离了错误的行为临床医生的模式包括否认责任,将事件定性为合理的,尽量减少损失,或将事件归咎于无法控制当然,培养做出更有效道歉的技能是困难的,因为有才华的临床医生可能很少有机会道歉,而且一些地区对提供无效道歉的临床医生没有法律保障(表2)。更有效的道歉在医学上有几个理论上的优势。当错误是潜在的系统因素与共同的个人失误相结合时,有效的道歉与现代安全系统是一致的。有效的道歉符合机构风险管理,优先考虑医院安全、操作合规和伤害预防。一个有效的道歉也可能减少医学上的法律损害,即使这样的陈述可以作为证据接受一个有效的道歉也可以是一个有教育意义的话题,对有动力的受训者进行教导,学习,提高,并树立榜样。相反,医学中普遍存在的道歉频率低是病人护理中同理心的潜在常见和可纠正的失败。Donald A. Redelmeier:概念化;数据管理;正式的分析;正式的分析;资金收购;方法;项目管理;资源;监督;验证;可视化;初稿;修订。Jada Roach:数据管理;正式的分析;方法;资源;验证;可视化;和修正。作者声明无利益冲突。
本文章由计算机程序翻译,如有差异,请以英文原文为准。

Psychology insights on apologizing to patients

Psychology insights on apologizing to patients

Psychology insights on apologizing to patients

Psychology insights on apologizing to patients

A clinician will make many mistakes during a career practicing medicine. Some mistakes will result in patient harm, wasted resources, or hurt feelings. The adverse consequences of a mistake will also extend back to the clinician and ultimately increase the risk of burnout if not mitigated.1 One protective strategy is to reduce the frequency of mistakes to zero, but such utopian ideals are not realistic.2 Another strategy is to learn how to apologize effectively after a mistake; however, most advice on how to apologize stems from popular press, legal recommendations, ethics analyzes, religious theology, social norms, or community standards and not from scientific evidence.3

Psychology is the science that explores how people perceive, think about, and act toward other people. This science recognizes that interpersonal offenses can occur between a transgressor (also called wrongdoer, harmdoer, offender) and victim (also called sufferer, casualty, target, offended). Examples can include a hurtful comment, betrayal of trust, or interpersonal unfairness. The damaging effects on relationships can be mitigated by an apology, defined as a statement expressing remorse, acknowledging responsibility, and potentially offering restitution. Despite the power of an apology in conflict management, professionals often do not apologize or do not apologize well.4

Traditional training and consensus guidelines encourage clinicians to tackle difficult conversations, including the disclosure of upsetting information.5 These fundamentals rarely mention how to apologize effectively.6, 7 The purpose of this article is to review three unfamiliar findings from psychological science on how to apologize effectively (Table 1). An effective apology, we propose, is an essential clinical skill that does not necessarily materialize from years of clinical practice but might be informed by scientific insights.8 Apologies are hard, yet an awareness of these insights might lead to increased clinician motivation, greater patient satisfaction, and ultimately more healing.9-11

The purpose of presenting evidence from psychological science is not to dissuade clinicians from apologizing by highlighting basic pitfalls; instead, the purpose is exactly the opposite.32 Moreover, a general failure to apologize often occurs because a transgressor does not recognize the offense or morally disengages from the wrongful action.33 The patterns in clinicians include denying responsibility, characterizing the incident as justifiable, minimizing the loss, or blaming events as outside control.34 Of course, developing skills toward making more effective apologies is difficult since talented clinicians may have few opportunities to apologize and some regions provide no legal safeguards for clinicians who provide an ineffective apology (Table 2).

More effective apologies have several theoretical advantages relevant in medicine. An effective apology is congruent with modern safety systems when errors are a blend of latent systems factors combined with shared individual lapses. An effective apology agrees with institutional risk management that prioritizes hospital safety, operational compliance, and harm prevention. An effective apology might also reduce medico-legal damages even where such statements are admissible as evidence.35 An effective apology can also be an educational topic for motivated trainees that is taught, learned, improved, and role-modeled. Conversely, the prevailing infrequency of apologies in medicine is a potential common and correctable failure of empathy in patient care.

Donald A. Redelmeier: Conceptualization; data curation; formal analysis; formal analysis; funding acquisition; methodology; project administration; resources; supervision; validation; visualization; original draft; revisions. Jada Roach: Data curation; formal analysis; methodology; resources; validation; visualization; and revisions.

The authors declare no conflicts of interest.

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来源期刊
Journal of hospital medicine
Journal of hospital medicine 医学-医学:内科
CiteScore
4.40
自引率
11.50%
发文量
233
审稿时长
4-8 weeks
期刊介绍: JHM is a peer-reviewed publication of the Society of Hospital Medicine and is published 12 times per year. JHM publishes manuscripts that address the care of hospitalized adults or children. Broad areas of interest include (1) Treatments for common inpatient conditions; (2) Approaches to improving perioperative care; (3) Improving care for hospitalized patients with geriatric or pediatric vulnerabilities (such as mobility problems, or those with complex longitudinal care); (4) Evaluation of innovative healthcare delivery or educational models; (5) Approaches to improving the quality, safety, and value of healthcare across the acute- and postacute-continuum of care; and (6) Evaluation of policy and payment changes that affect hospital and postacute care.
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