Key Issues with HCO Professionals

This paper discusses the possible solution in case of interpeciality disputes, Emergency referral and Impaired staff through the clinical staff relation theories and practical implications.

Running head: KEY ISSUES WITH HCO PROFESSIONALS
Key Issues with HCO Professionals
Name of the Student
Name of the University
Author note

1KEY ISSUES WITH HCO PROFESSIONALS
Table of Content
Introduction................................................................................................................................3
Interspecialty disputes................................................................................................................3
Emergency referrals...................................................................................................................4
Impaired or obstructive clinical staff members..........................................................................5
Conclusion..................................................................................................................................6
References..................................................................................................................................7

2KEY ISSUES WITH HCO PROFESSIONALS
Introduction
According to White and Griffith (2010), every healthcare organisation needs
integrated and organised staffing, where the doctors, nurses and caregivers can execute their
activities with effective coordination and cooperation. It also helps to maximize the
performance level of any HCO or Healthcare Organisation, through providing best healthcare
services to their patients. The purpose of this paper is to discuss the possible solution in case
of interpeciality disputes, Emergency referral and Impaired staff through the clinical staff
relation theories and practical implications.
Interspecialty disputes
Interspeciality disputes require an effective conflict management plat that could make
the situation of effective win-win negotiation through face to face communication. The
activity of mediator in this situation is significant, where the mediator could collect feedback
regarding the objections and oppositions. The mediator should also have the problem solving
ability through which he or she can resolve the problems or conflicts without changing the
core functionality of different departments or individual healthcare professionals (Carlsson,
Nilsson Ranta & Traeen 2014). An inspection audit would be also very helpful where the
feedback collection process could be used as a field based inspection or evidence collection
process. After collecting the evidence from all the opposition parties in HCO, a report have to
be made from very neutral and unbiased perspective. The more unbiased the report is, the
more ethical the conflict negotiation process will be.
Having an effective commutation plan is also very important for conflict negotiation.
The cooperative communication and collaborative approach can help to coordinate all the
parties to a win-win negotiation situation. In this regards it has to be mentioned that, it is the
responsibility of the management of the HCO to convey the produces and the policies of the

3KEY ISSUES WITH HCO PROFESSIONALS
organisation to the third party mediator while stating the contractual procedures and
compliances (White & Griffith, 2010). Both beneficiaries and risk sharing contract will be
essential for this negotiation work within clinical staff members. Through negotiation a
structured formal communication framework should be developed and be taken under the
code of conduct policies of the HCO. It will help to minimise the risk of further internal
conflicts.
Emergency referrals
Emergency referral handling should be one of the most prioritised issues for any
HCO. The emergency referral should be undergone by the regulation of Australian Charter of
Health Care Rights. According, to the regulation all healthcare workers including doctors,
nurses, caregivers and others of a HCO must give the consumers under emergency condition
a medical screening exam regardless of patient’s ability to pay. They are then required to
admit the patient and stabilize the patient condition regardless of his or her ability to pay.
Hence, as considering the compliances the HCO has all the arrangement of adequate staffing
and equipments to handle an emergency case to the standard medical practice. The facility
also ensure that the workforce and the equipments are adequate to continue to treat the patient
until the patient get better enough that it is no longer classified as a life threatening condition
(Chan et al., 2014).
In the secondary phase, the HCO can bill its patients and event offer a medical
insurance plan. To solve the life threat effectively the health professionals should have
enough competency and knowledge about the pathophysiological history of the patient. The
HCO can develop a special emergency non financial operational team to assess the
emergency conditions that are excluded from the casual insurance based billing process.
Consultation with healthcare business related legal advisor will be more helpful in this case

4KEY ISSUES WITH HCO PROFESSIONALS
(White & Griffith, 2010). The healthcare professionals careful about the assessment plan. If a
patient demands a emergency rights of getting medical benefit while not having any life
threatening issue the care plan should transformed to a elective care and the patient will be
charged as per the treatment and assessment provided to him or her.
Impaired or obstructive clinical staff members
One of the most enduring responsibilities of a HCO is to act for the good of the
patients according to the ability and judgment. In case of impaired and obstructive behaviour
of clinical staff members it will be considered under the longstanding ethical and professional
responsibility to protect patients from unsafe employees. Under the new law, registered
health practitioners must inform the Australian Health Practitioner Regulation Agency
(AHPRA) if another health practitioner has engaged in certain forms of ‘notifiable conduct’
involving intoxication, sexual misconduct, departure from professional standards or
impairment (Bismark, Morris & Clarke, 2014). This paper focuses on the last of these
grounds: the requirement to notify AHPRA if a practitioner has ‘placed the public at risk of
substantial harm in the practitioner's practice of the profession because the practitioner has an
impairment’.
Any kind of behavioural impairment of obstructive attitude of healthcare workforce
should be considered as a subject of legal action depending on the severity of the issue. The
management of any HCO can conduct a direct inspection to identify any of these kinds of
misconducts. Along with the legal action, the management of any healthcare organisation
should make some changes in their code of conducts to ensure that any type of impaired and
obstructive behaviour will not take place in the healthcare premises (Cogin, Ng & Lee, 2016).
Apart from that communicating with the healthcare staffs will be very beneficial for

5KEY ISSUES WITH HCO PROFESSIONALS
enhancing their sense of obligations and awareness. Additionally, long term monitoring and
auditing system should be implemented to get permanent result.
Conclusion
From the above discussion it can be said that Interspeciality disputes require an
effective conflict management plat that could make the situation of effective win-win
negotiation through face to face communication. In case of emergency referral for a patient
without having any health insurance and financing facility the emergency referral should be
undergone by the regulation of Australian Charter of Health Care Rights. From the above
analytical evaluation it has been found that Any kind of behavioural impairment of
obstructive attitude of healthcare workforce should be considered as a subject of legal action
depending on the severity of the issue.

6KEY ISSUES WITH HCO PROFESSIONALS
References
Bismark, M. M., Morris, J. M., & Clarke, C. (2014). Mandatory reporting of impaired
medical practitioners: protecting patients, supporting practitioners. Internal medicine
journal, 44(12a), 1165-1169.
Carlsson, C., Nilsson Ranta, D., & Traeen, B. (2014). Equine assisted social work as a mean
for authentic relations between clients and staff. Human-animal interaction
bulletin, 2(1), 19-38.
Chan, T., Bakewell, F., Orlich, D., & Sherbino, J. (2014). Conflict prevention, conflict
mitigation, and manifestations of conflict during emergency department
consultations. Academic Emergency Medicine, 21(3), 308-313.
Cogin, J. A., Ng, J. L., & Lee, I. (2016). Controlling healthcare professionals: how human
resource management influences job attitudes and operational efficiency. Human
resources for health, 14(1), 55.
White, K., & Griffith, J. (2010). The well-managed healthcare organization, seventh
edition (pp. 60-140). Chicago, Ill.: Health Administration Press.