CASE STUDY
A 67-year-old male with severe COPD presents to the emergency department. He tests positive for COVID-19 and needs admission with low oxygen saturation and respiratory distress. He asks the attending physician about Ivermectin for treatment of his illness. The physician has read the medical literature and believes that Ivermectin* is not indicated, and she also knows it will not be given if he is admitted due to hospital policies. The patient becomes furious at the physician, threatens to leave (against medical advice), and states he will file a lawsuit for denying Ivermectin.
*We understand that the Ivermectin controversy is no longer as prevalent as it was in the height of the pandemic, but we use it here as a recognizable illustration of the typical issues involved in difficult patient interactions.
The issue of difficult patient interactions has been an all-too-common scenario during the last two years. Past studies suggest that between 10–20% of patient visits are described as “difficult” by physicians, and with the pandemic, the incidence seems to have increased. Examining how to navigate these types of situations is important for a variety of reasons:
Even those of us with the best bedside manner experience difficult interactions from time to time. What is a physician to do when confronted with these situations?
FOCUS ON DETERMINING THE CAUSE OF CONFLICT
Clear communication is essential when there is conflict or misunderstanding. In the case study, the patient has a chief complaint of dyspnea and a chief concern of getting Ivermectin. These two issues—a chief complaint and a chief concern—need to be differentiated early and then a provider should attempt to explore the patient’s knowledge and understanding of the issue. If the interview becomes argumentative, one needs to have a clear understanding of why the patient is angry, upset, or concerned. And it is important to maintain self-awareness as these types of discussions can trigger our own issues (e.g., narcotics abuse, professional boundaries, multiple somatic complaints) and contribute to the frustration.
Although a difficult interaction may be inevitable, deescalating it early is vital. Don’t wait for the interview to blow up before saying “time out, what is going on here?” Often the patient starts a difficult encounter with a high emotion, such as anger or sadness. Physicians need to recognize this and not let their own emotional response escalate the situation. In the case study, the patient has a pre-conceived goal of getting a certain drug while the physician is opposed to giving this to him based on the medical research available—the genesis of the conflict. Care should be taken to not take conflict as personal. The case study also illustrates that the physician is not the true cause of the conflict although the patient perceives her to be. The challenge is to remain calm, objective, and focused on how best to respond to these situations.
Identifying and acknowledging a patient’s concerns and letting them discuss what their beliefs are may help calm him or her down. We need to understand the behavior of the patient in the context of their conditions. If one can understand where the anger is coming from (e.g., fears, past experiences, misinformation), one may find the path to deescalating the situation so they can work toward a mutual understanding and common ground.
USEFUL TECHNIQUES AND CONSIDERATIONS
MANAGING SITUATIONS THAT AREN'T RESOLVED
There are indeed behaviors that should not be tolerated. Office/hospital policies should be clear around offensive language, threats, and potential violence. Boundaries should be established about what you will tolerate and how to manage situations that go outside these thresholds. You should never put yourself or your staff in danger, and if you feel threatened, established protocols should be followed immediately. You should document conflict and inappropriate behavior in the medical record in a clear and non-judgmental fashion.
Despite best efforts, a physician-patient relationship may not be salvageable. Terminating a patient or having them leave against medical advice (AMA) should be a last resort, but if behavior is intolerable or continues, that may be the only option. For noncompliance or difficult interactions in which the relationship can be salvaged, but there remain differences, the use of an informed refusal form can be helpful.
COPIC RESOURCES
Visit the Resource Center on our website for the following items: