Physicians demand immediate responses to non-urgent issues. How do you navigate their sense of urgency?

First focus on vital parameters,stabilize hemodynamic status,breathing and then dealing with causes.That is what urgent care requires.No time searching for diagnosis.When patient is stabile then is different approach

Leadership is to consider every situation as a very important situation and urgent as it is coming from physicians. When a physician consider a situation and demand an urgent attention I think it’s reasonable to consider a committee forming to discuss the situation and further implement the outcome and decisions. Physicians are the task force for any healthcare facility and therefore their demands should be considered urgent for any needs particularly non-urgent issues. There are priority for taking an urgent versus non-urgent issues, but considering physicians who have been trusted in your facility and being their manager or their department head, you should get these demands an immediate attention other wires, the work will be jeopardized

Navigating physicians' urgency for non-urgent issues involves leveraging my nursing informatics skills: 1. **Prioritization and Triage**: Use informatics tools to categorize and prioritize requests. 2. **Efficient Communication**: Utilize secure messaging integrated with EHRs for quick updates. 3. **Data-Driven Insights**: Provide evidence-based data to highlight non-urgent requests. 4. **Streamlined Workflows**: Optimize EHR functionalities to reduce non-urgent issues. 5. **Education and Training**: Train physicians on informatics tools for independent access. 6. **Feedback Loop**: Continuously improve systems based on physician feedback. 7. **Patient Safety Focus**: Emphasize prioritizing urgent issues to enhance patient care.

Physicians often find themselves faced with non-urgent issues that require immediate attention. In these situations, it is crucial for healthcare providers to navigate the delicate balance between addressing these concerns promptly while also prioritizing urgent matters that require immediate intervention. One effective strategy is to establish clear communication channels within the healthcare team to ensure that non-urgent issues are appropriately triaged and addressed in a timely manner. Additionally, utilizing electronic health records and other technology can streamline communication and facilitate quick responses to non-emergent inquiries.

In an industry where there is often a sense of urgency, many physicians are conditioned to operate from this space. When there is an immediate demand for something that doesn't seem urgent, the first step is to ask what specifically feels urgent about this need. Often times posing this question will either reveal the urgency or help the physician to reconsider their position on how immediate the answer is needed. Together you can assess the need and priority and then collaborate on resolving the issue in workable time frame for both parties.

Als Chef?rztin & Chefarzt kennen Sie dies sicherlich: Sie erhalten eine Anfrage mit der Bitte um ?ASAP“-Erledigung (as soon as possible), bzw. ?dringend“. Fremdbestimmter Druck. Wie gehen Sie damit um, wenn dies nicht in Ihren eigenen Zeitplan passt? - Reden Sie miteinander: Kl?ren Sie, wie dringend es ist. Hat die Antwort bis zum Abend oder n?chsten Tag Zeit? - Sollte es dennoch dringend für den anderen sein, finden Sie gemeinsam eine L?sung. Vielleicht ist eine kurze Information erst einmal ausreichend. - Delegieren Sie: Kann es ein anderer erledigen? - Erfordert die Antwort nur kurze Zeit? Vielleicht erledigen Sie sie gleich. Manchmal ben?tigt der andere nur ein ?Ja / Nein“ oder eine kurze Information, um weiter arbeiten zu k?nnen.

Communication on the FRONT-end of this is as important, if not more so, than communication after their frustration with no immediate results. Physicians demand "immediate" results when they perceive an issue to be important (or ignored), so talk to the physician and assess what's at the root of their concern and request. You may uncover some issues that are impacting many more things than just the doc in this particular situation.

A physician feels their time is very hectic and top priority at all times so ensuring we are listening and communicating is the key. If the item or need will take time even days just giving updates and ensuring they are felt in the loop of all information will help them feel that their task or urgent need is being handled appropriately and adequately

Here, i think technology can play a key role. Especially with technologies like LLMs, physicians can train the LLMs to respond in a particular way to non-urgent issues resulting in immediate response to patients queries.

I think the entire premise of this question is part of the problem. It implicitly subjugates the physicians’ concerns to those of whoever is presenting this discussion for commentary. Doctors have to become masters of time management, which is precisely why things that may not seem to be your priority, can be highly disruptive to them. Too often, doctors are torn, and pulled in multiple directions by multiple differing demands on not merely their time, but their emotional energy. For example, the system demands high patient satisfaction for raises or bonuses, but does not factor that in to executive priorities and what may seem unreasonable.

Obviously, this is entirely dependent upon the situation. And your delegating of responsibility to others (who are often turning over rapidly) who may not be up to the task. I apologize, but that’s a situation executives create constantly. The attitude of any institution and cultural priorities and norms are set by and from the CEO on down. Again, it’s a different problem if someone is bleeding post-op and needs to go back in a different room vs. the inconvenience of getting “bumped”.

The first step is to respectfully let the physician know that you hear and understand their request. Explain that you are not going to ignore their request, but you will need to handle it after the current task. Be clear that you will meet their needs, but it may not be on their urgent timeline. No one can fault you for putting patients first. That's why we all do what we do. You may be surprised to find that setting boundaries makes communicating smoother in the future.

Sometimes the situation is NOT urgent, and even after opening the conversation, the person may continue to apply pressure to get an immediate response or action. This may be a good time to set a boundary. "I understand this is a need, however, I need to focus on more immediate needs right now. Let me assess the priority and I will let you know the soonest I can get this done" is some language that may be useful. The important thing here is to let them know you will handle the issue, but in its rightful priority.

Many times it's possible to find a collaborative solution that gets the need met without infringing upon your priorities. One way to approach this is to say "I'm unable to meet this demand right now. What are some ways we can get your need met another way?" A quick brainstorm will reveal other ways to solve the problem or get the answer and will model setting boundaries and collaborative problem solving in the process.

Even though I always try to answer promptly, I agree that speaking with the physician and scheduling consistent check ins to address questions or concerns may lessen the interruptions only if it’s causing an issue.

I agree that responding relatively promptly is part of good communication with physicians. They have a full workload of patients whose needs are often complex. Help them understand when you'll be able to complete the non-urgent task. Let them know of high-priority tasks you must finish first or problems in getting their task done. Try to keep respect - from both parties - in mind during communication.

One of the things I’ve found helpful in working with physicians of all specialties is to be as prompt to reply as possible. Even if it’s “I got your message and I am working on getting you an answer as I type this.” If you are able to though, respond immediately, physicians have a huge workload and need to be available to their patients at a moments notice. I have immense respect for physicians so I always try to either answer the question or let them know when I will get back to them. In conclusion it’s important to let them know their needs are very important to you and you’re working on it.