You're struggling to guide physicians professionally. How can you offer effective feedback for their growth?

The main thing - after establishing trust and showing your ability and willingness to listen - is to help the person in self-reflection with asking open questions. The focus of the questions should be learning, what they have learnt, what they would do differently (the next time), what they would do the same, what they would keep. Help them identify and understand what did go well, and where the problems arose. A bit in the same way as motivational interviews are meant to run, between professionals (MDs) and patients. The positive lookout is important - MDs easily lash out with all the did-not-go-well or I-was-terrible against themselves. What really did go well?

Be respectful and professional: Maintain a respectful tone throughout the conversation. Be mindful of confidentiality: Maintain patient privacy and confidentiality when discussing specific cases. Be mindful of the physician's workload: Schedule feedback sessions at convenient times and avoid adding unnecessary stress

It's true that it can be challenging to guide physicians, but offering effective feedback is crucial for their growth. Be specific by pointing out particular instances and behaviors that need improvement, and frame your feedback constructively by offering suggestions for improvement. Use a positive tone by highlighting strengths before addressing areas for improvement, and encourage self-reflection by asking questions that prompt them to think about their performance. Finally, make it clear that you're there to support their growth, offering resources as needed. This approach fosters a supportive environment that promotes continuous improvement.

This area, like any medical area, requires constant dialogue and discussion of cases. After all, each patient is unique. Two patients may or may not respond to treatment for a disease even if it is very common in clinical routine. I like the idea of training and sincere feedback, whether in any work environment: clinic, pet shop, hospital, diagnostic center, laboratories. Even those who work on their own are part of a support group of professional colleagues. We don't work alone. It is through difficulty and mutual support that we learn valuable lessons and see from another point of view to properly diagnose and treat our patients and thus evolve.

One thing i always find helpful is getting their trust first, and then making them aware of where they are and where they can be. Once you have got their trust, you’ll be able to buy their enthusiasm to move forward. . .

Sometimes different perspectives can help encourage physicians. I know several physicians and medical professionals who have stories of patients who changed their train of thought. I have seen my physicians go from extremely reluctant to diagnosing rarely diagnosed disorders properly after suffering for years. As a patient, I try to thank them thoroughly and provide brief feedback on how their care has improved my HRQOL. Experiencing rare or unique patients can impact motivation and spark enthusiasm. I believe it is an important part of initial/ongoing training. As healthcare grows, so does patient understanding of their rights and ailments, and most are not looking for a problem but rather an answer.

As a student researcher, I cannot count the times I have had to say "I swear I'm not Dr. Google, I require a DOI." The information we use for our healthcare needs to be up-to-date and peer-reviewed. Some. physicians have databases with up-to-date research and can bring it up in the room with you. They are only human-they cannot know everything, but will they learn with you? That's the golden question. I found physicians are happy to learn from trusted sources (science to support your concerns). I have offered expert's emails as well as printing publications making notes/highlighting to go into my chart. If a physician sees how much work we are willing to do as patients, it's easier to feel their efforts are more likely to be successful.

Use personal examples of where these steps have worked for you. Share stories that demonstrate how these have helped your own growth.

Most doctors have not heard of or do not know much about my diseases. I let them know I need a physician to learn with me. I verbalize my respect for their dedication of time earning specialized degrees and training while respectfully reminding them that no one knows my body better than myself. My goal here is to create a sense of teamwork with my physicians. I also ask them if their caseload allows for a complicated patient such as myself. This gives them a second to reflect. Doctors are allowed to say they are not equipped or feel another provider can give you better care. This does NOT make them a bad doctor. It makes them a realistic doctor, and that is more respectable than allowing a patient to suffer longer due to lack of resources.

Working with overworked doctors who always strive for the best but need help is a delicate task. They're exhausted but committed. How do you tell them to improve without discouraging them? Creating a safe environment where they feel supported is paramount. Be precise and objective, using specific examples. Encourage open dialogue and actively listen to their perspective. Highlight their strengths to boost morale. Set clear, realistic goals together and provide resources for improvement. Regular check-ins reinforce progress. Utilise PDAs (Professional Development Agreements) as a mechanism to structure and facilitate these engaging conversations, ensuring a collaborative and constructive approach to professional growth.