Professional Ethics Making Value-Based Decisions in the Conflicted World of Medical - PowerPoint Presentation

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Professional Ethics

Making Value-Based Decisions in the Conflicted World of Medical Services Professionals

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Learning Objectives

Examine and discuss beliefs about personal and professional ethics

Identify how your beliefs and values affect your daily decisions

Discuss NAMSS Ethics Policies and the NAMSS Code of Conduct

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Historical Basis

“Thou shalt not steal.”

“It is hardly too strong to say that the (American) Constitution was made to guard the people against the dangers of good intentions.”

Daniel Webster

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Doctrine

Preserving the Core Principles

Educating the People

Guarding Virtue & Freedom

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Rotten to the Core

Expansion of professional ethics in the workplace over the past forty years.

Enron, Ponzi, Politics

“When an organization grows beyond its ability to fill its key seats with the right people, it has set itself up for a fall.” Jim Collins

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Solid to the Core

Vision, Mission, Core Values

Morals, Ethics, Professionalism

Integrity, Honesty, Respect, Beliefs

Authenticity, Accountability

Transparency, Trust

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A Code of Ethics…

Unethical, unprofessional and/or illegal ???A Code has to be understandable…it can’t be written in code.

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Human Factors

GeographyReligionLife ExperiencesAge/Generation

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Organizational Values

“Do no harm”

American Marketers Association

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Organizational Values

“Offer unparalleled strategic leadership,

expertise and advocacy to promote the

success of our members…

we are proactive, respect each other,

and encourage creativity.”

International Dairy Foods Association

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Personal Values

100 attributes that, when asked,

people will use to describe themselves,

usually with a great deal of pride in their voice.

Do you really know yourself?

Do these values play out

in your actions every day?

 .

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Are you conflicted?

Twenty-two attributes that, when asked, CEOs will use to describe their organizations, usually with a great deal of pride in their voices.

Are you working for an organization

that supports your values?

Or, do their business values

conflict with your personal values?

Can you see any of these values

being played out each day in your organization?

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Mis-aligned Incentives

Confidentiality v. regulatory disclosure rules

Big admitter v. splitter

Medical Staff President v. CMO

Budget v. employee satisfaction

Budget v. good work product

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What would you do?

Examples of everyday life situations for the MSP. What would you do? Why would you do that?

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You are a leader in your state association and are manning the registration table for your Spring conference. Breakfast is over and the speaker has begun her presentation. At the mid-morning break, you notice that Debbie has arrived and is looking for her name badge, so you go over to welcome her. Debbie then asks you if she can get the NAMSS CE credit certificate now because she will have to leave early today due to family event. She goes on to state that she really needs all the hours from today to get re-certified. What would you do? You would say…

Sure, let me just get that for you.

Oh, I’m sorry I don’t know where those are, you will have to talk to the President.

Sure, here it is, but oh, I see that the certificate already has the hours printed on it, let’s figure out together how much you have already missed and how long you will be able to stay for.

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You are a newly-hired Credentials Coordinator who is excited about your new job. About four months into the position, your Director says to you, “now don’t tell anyone, but our Credentials Committee has been working really hard, so I used some money from their Dues account and got them these $15 gift cards. If some of the Committee members don’t make the meeting then you and I can split the leftover cards!” You remember from your organization’s orientation program and the corporate integrity statement which you signed, that all gifts to physicians must be registered due to limits provided for under Starke laws and gifts to employees must be logged in HR for tax purposes. What do you do?

a. Ask if the Medical Staff President knows about the gifts.

Say nothing to her about reporting the gifts, but tell her you don’t drink coffee so she can keep all the extra cards.

Respectfully ask your Director how you should go about logging these gifts for reporting purposes, as you remembered from orientation that there is already a system place.

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You have just completed a two-year term with one of your favorite Medical Staff Presidents ever! Together, you two accomplished great improvements and closely dodged a fair hearing. Mutual respect is high and you now consider him a good friend. He arrives in your office one day, closes the door and presents you with a gift…a new IPad, as well as movie tickets for your staff. What would you do?

Explain to him that the hospital has a strict policy limiting the value of gifts to $50, so you won’t be able to accept his generosity.

Take the IPad, but report the gift to your CMO in hopes he will not make you give it back and hurt the President’s feelings.

Take the IPad and say nothing except “thank you!”

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You are the peer of a newly-hired Medical Staff Coordinator. While completing your own re-certification application, the new MSC confides in you that he failed to complete his own re-certification last year. Yet, you notice that he included those credentials on his new ID badge and his business cards. What could you do?

Express your concern to the peer and insist that he notify your mutual supervisor before you have to do so yourself.

Say nothing to the peer, but later you report the information to your supervisor because you know that they considered the new employee’s certification as a key qualification for the position.

Make an anonymous call to your organization’s corporate integrity hotline.

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You are the treasurer of your state association. At the registration table for your Fall conference, Mary writes a check for the registration fee and complains that her employer won’t support her educational efforts but she really needs these CE credits this year. A few days later, the Association’s bank notifies you that Mary’s account had insufficient funds. You have tried numerous ways for several weeks to contact Mary. What would you do?

File away the notice and not mention the issue to anyone, as Mary is a ten-year member of the Association.

Present the information to the Association Board and recommend banning her from future educational session until this cost is paid.

Notify the NAMSS Certification Commission of this issue; and, if in fact she used the CE for her recertification, file an ethics complaint with the CCN.

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Your Medical Executive Committee took significant adverse action against a new member of your Medical Staff at their meeting the night before. Coming into work the next day, you overhear your Chief Medical Officer/supervisor telling the new member’s partner all the details regarding the MEC’s discussions. What do you do?

Stop in your tracks and insert yourself into the conversation in order to re-direct the topic, but never raise the again with your CMO.

Ask your CMO if you may speak to him immediately down the hall, then inquire about his purpose for sharing the confidential information.

Keep walking but report the situation to your Medical Staff President.

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Your Medical Staff President comes by your office late one day and asks you to do her a favor. You say sure! Then, she asks you to “misplace” a referral of a case into your peer review process. You are surprised and ask why. She responds that the referral is just a petty complaint against one of her partners by a competing physician. What would you do?

You carefully express that while you understand her concern, you can not misplace the referral and she should trust the system.

You respond that you will meet her request, but the next day you meet with her again and state that her request is inappropriate and will not be fulfilled.

You tell the President that you will misplace the referral, but then immediately notify your CMO.

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Your CEO sends you an email asking you to send an Obstetrician the form to request case-specific temporary privileges. He goes on in the email to state that his niece is having her second child delivered by this Obstetrician, but he wants her to have this baby at his hospital. What do you do?

You respond to the CEO by stating that you aren’t sure if he is aware, but that the MEC has made it quite clear to you that temporary privileges are not for patient or physician convenience. So, you are concerned that this request will not be approved, or if it is, the story will tarnish his relationship with the MEC.

You send the form, and when it is returned you fully explain the request as told to you by your CEO to your Department Chairman.

You send the form to the physician and hope the Department Chairman doesn’t ask any questions.

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NAMSS Ethics Policy

Preserving the Principles

Creation of a more comprehensive Code of Professional Conduct

Educating the People

Providing Education and Consultation

Guarding Virtue & Freedom

Formation of an NAMSS Ethics Committee

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Role of Ethics Committee

 

Education

 

Consultation

 

Evaluation of Professional Conduct

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Purpose of Code

 The NAMSS Code of Professional Conduct shall apply to all persons holding membership in NAMSS, including the leadership/officers. The Code sets forth principles that connect the values and ideals of the profession to the work performed by Medical Services Professionals.

The Code of Professional Conduct

shall serve as the standard by which the NAMSS Ethics Committee will evaluate professional conduct and shall serve as the standards of minimally acceptable professional conduct for all members of NAMSS.

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Violations

Plagiarism

Failure to protect confidential data

Failure to share credit on a report

Fabrication or holding back of data

Criticize the integrity of colleague for personal gain

Misuse of influence, manipulation of information

Deliberately not reporting an incident

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Are you better equipped to …make value-based decisions in the conflicted world of Medical Services Professionals? Self-assessment

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Road to Self-Discovery

Acknowledge areas of strength = Core Values

Identify areas of less commitment

and determine the cause

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Professional Ethics Self-Assessment

Leadership

Relationships - Colleagues and Staff

Relationships - Clinicians

Relationships - External Business Partners

NAMSS Code of Conduct

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Thank you!

Questions?

Rachelle Silva, BS, CPMSM, CPCS

r

achelle.silva@multiplan.com