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Reliability and Validity of the Disruptive Behavior Instrument for Physicians with Disruptive Behavior. Philip Hemphill, Ph.D. Professional Enhancement Program (PEP) Pine Grove Behavioral Health and Addictive Services email@example.com. FSPHP Presenter Disclosure Slide.
Philip Hemphill, Ph.D.
Professional Enhancement Program (PEP)
Pine Grove Behavioral Health and Addictive Services
“Reliability and Validity of the Disruptive Behavior Instrument for Physicians with Disruptive Behavior”
Philip Hemphill, PhD
is a paid consultant of
Pine Grove Behavioral Health and Addiction Services
Annual Conference and Meeting
Fort Worth, Texas
April 23-26, 2012
“…methods such as multisource feedback (360) evaluations may be
a necessary next step, particularly when interpersonal, communication
skills, or professionalism needs to be evaluated (p. 1101).”
Source: Davis et al. (2006). Accuracy of physician self-assessment compared with observed
Measures of competence.JAMA, 296 (9), 1094-1102.
Is it consistent with self-perception?
Reflection and internal processing of
emotion and content.
Decision to accept and act, or not
Action for learning, change
Source: Sargeant et al. (2009)
Advances in Health Sc Ed.
Developing insight into strengths and weaknesses, for the individual (Farh & Dobbins, 1989; Hazucha et al., 1993; Martocchio & Judge, 1997; Fletcher, 1999; Keeping et al., 1999; London et al., 1999; McCarthy & Garavan, 1999) and the organization (London & Beatty, 1993; Lepsinger & Lucia, 1998; Steensma et al., 1998; Tornow & London,1998) to act upon.
Enhancing culture change (Cardy & Dobbins, 1994; O’Reilly, 1994; Crossley & Taylor, 1995; Church & Bracken, 1997; Bracken et al., 1998; DeSimone, 1998).
Summative assessment of performance (Newble et al., 1999).
Evaluating the potential of individuals, for instance to use in career advice or selection (Tornow, 1993; Lindsey et al.,1997; Facteau et al., 1998).
Enhancing team effectiveness (by allowing opportunity to comment) (Garavan et al., 1997; Towers-Perrin, 1998).
Identifying training needs for the system (as opposed to the individual) (Towers-Perrin, 1998).
Rosenstein A, O’Daniel M. (2008). Managing disruptive physician behavior: Impact on staff relationships. Neurology, 70, 1564-1570.
Inappropriately blames others
Places other interests above the safety and welfare of community members
Suspects, without sufficient basis, that others are exploiting, harming, deceiving, or out to “get” him
Seems to have a preoccupation with unjustified doubts about the loyalty or trustworthiness of others
Reads hidden, demeaning, or threatening meanings into benign remarks or events
Perceives attacks on his character/reputation not apparent to others and is quick to react angrily/counterattack
Shows rigidity and stubbornness
Displays an unpredictable mood
Responds to constructive criticism in an immature/irresponsible fashion
Takes too long to requests from others
Fails to complete paperwork in a timely manner
Responds to requests in an avoidant, unreliable, and/or uncooperative manner
Displays a sense of entitlement
Shows perfectionism that interferes with task completion Behaves in a sexually inappropriate manner (verbally or physically)
Lacks empathy Intimidates others or attempts to intimidate others
Exhibits physically aggressive or assaultive behaviors
Exhibits arrogant behaviors and/or has an arrogant attitude
Demonstrates an inflated sense of self-importance
Takes advantage of others in order to get what he wants
Is reluctant to delegate tasks or to work with others unless they submit to exactly his way of doing things
Expresses anger/hostility inappropriately
Exhibits passive-aggressive behavior
Uses abusive, belittling, condescending, demeaning, and/or threatening languageDisruptive Behavior Items
Client signs release allowing for electronic correspondence, and client given monitoring instructions and materials with due date.
Client identifies MC, gives MC instructions and rating materials, and with MC identifies approx. 15 raters..
Client completes treatment
Client participates in interventions
while continuing rating process
Rating process is repeated at predetermined intervals until four uneventful reports
Ratee email addresses
Client attends treatment and rating process is temporarily suspended
PHP/LAP recommends interventions
No significant impairment is present
Collection of surveys online.
Significant impairment is present and PHP/LAP intervenes
Client, MC, and other relevant stakeholders review the feedback report
Report produced and emailed to persons indicated on release.
Exploitation of Others
Expression of Anger
Openness to Others
Respect for Others
Response to Criticism
Responsibility for Actions
Satisfaction with Ratee
Stability of Mood
Working with OthersSurvey Dimensions
Ncases 498; Nvars 27; ; Ndatsets 1000; Percent 95
Root Raw Data Means Percentile
1.000000 10.462501 1.456515 1.528056
2.000000 1.836325 1.386788 1.437043
3.000000 1.408055 1.335702 1.380089
4.000000 1.231678 1.291131 1.331221
5.000000 1.178393 1.253103 1.287905
6.000000 .966591 1.216903 1.247532
7.000000 .890236 1.183359 1.212107
8.000000 .805858 1.152611 1.180525
9.000000 .786433 1.121760 1.146968
10.000000 .707731 1.092700 1.117568
11.000000 .671235 1.064358 1.087904
12.000000 .647008 1.037406 1.061681
13.000000 .567647 1.010437 1.033661
14.000000 .518775 .984026 1.007120
15.000000 .514043 .958262 .981678
16.000000 .454498 .932558 .955167
17.000000 .414122 .907291 .929837
18.000000 .395714 .882943 .906811
19.000000 .363423 .857912 .882594
20.000000 .337990 .832012 .855692
21.000000 .312618 .806413 .831047
22.000000 .294869 .780470 .806496
23.000000 .281812 .753717 .780180
24.000000 .268155 .725304 .753368
25.000000 .258453 .695053 .724017
26.000000 .230247 .661538 .694250
27.000000 .195588 .619728 .658277
* Excluded Item 26
Total Variance Explained
Component Correlation Matrix
Reliability for Three Factors
inappropriate/sexually suggestive manner.”
or tells jokes that makes others uncomfortable.”
substances, giving out samples, or storing samples of