solved respond to the following as a peer. During my time

respond to the following as a peer. 
During my time in the medical field, I have had the opportunity to work alongside surgeons in the OR as well as with interventional radiologists; most of which have all been positive experiences. There have, however, been a few that have not been pleasant to deal with. I have personally witnessed many instances from a small number of surgeons who have resorted to screaming, cursing, making derogatory comments to staff, and even throwing instruments across the OR suite. I agree with Hodge that a large part of the cause may be that physicians perceive their actions permissible towards those of a ‘lower status’ (Hodge Jr., 2020, p. 6), however, I would argue that the root of almost all disruptive behavior stems from stress. While no excuse for some of the poor behavior, I can sympathize with physicians and the amount of stress they may be under during complicated cases such as neuro, CV, or interventional cases. For the benefit of patient care, during times when a physician lashes out at team members, it is important to try and remain calm, professional, and deescalate the situation if possible. I also think that if a team member can recognize their own value and importance in their job role, it helps to keep one calm during a stressful situation.
During the continuing stress of the COVID pandemic, stress is at an all-time high, not only for physicians, but for nursing and ancillary staff as well; many facilities are still operating with limited staff, limited access to basic needs and equipment, are experiencing crisis fatigue, anxiety over a possible second surge, and safety issues in the workplace (Sara Berg, 2020). Some recommendations that may be beneficial to all to reduce stress include, making a mindful transition when leaving work, learning something new, getting proper exercise, eating well, and getting enough sleep (American Association for Physician Leadership, n.d.).
We are currently dealing with a disruptive physician at one of our FSEDs. We have had many verbal complaints about this physician from nursing and radiology staff in the past, but it was difficult to get anyone to put their complaints down in writing. I think often, those who are required to work alongside a disruptive physician are hesitant to make any written complaints about poor behavior out of fear of retaliation, should administrative staff not take the situation seriously. The physician became unruly, screaming obscenities and degrading our staff members in front of patients, and other staff; we even had our night radiologist witness this outburst over the phone. This physician has had a history of this type of behavior, and often views others, even other physicians, as being of a ‘lower status’. Questioning his orders, or suggesting alternatives, such as a CT exam that would provide more beneficial information with lower radiation exposure to the patient, often resulted in an outburst. Most of our staff, while bringing verbal complaints, chose to silently suffer the abuse out of fear of retaliation. A written complaint and full account of the previously stated outburst was finally submitted by a staff member, stating the physician was creating a hostile work environment, unsafe for staff and patients, and ultimately stating that the staff member did not feel safe and would refuse to work with the physician. The written statement was submitted to our director and a variance (ERS) report was made and reviewed by the administration team and head physician of the group. Our CEO personally stated that this type of behavior would not be tolerated and that the physician would no longer be allowed to work at that location. The CEO stated that if and staff members had spoken to or acted in the same manner, they would have been immediately terminated. and while he had no power to fire this physician, he recommended to the head physician that he dismiss him from the group. Shortly after this conversation, the disruptive physician decided to resign from the group.
The typical process would entail bringing the physician in question in front of a committee to review his/her actions and might result in a warning or temporary suspension of privileges. However, since there had been a written complaint of creating a hostile work environment and support from the FSED director and manager and radiology director and manager, this situation was elevated quickly to the administration team’s actions.
Resources:
American Association for Physician Leadership. (n.d.). Stress Management for Physicians | AAPL. Retrieved August 5, 2021, from https://www.physicianleaders.org/resources/wellnes…
Hodge Jr., S. D. (2020). What Can Be Done About A Disruptive Physician? A Legal Analysis. Pace Law Review, 40(1), 126–153.
Sara Berg. (2020, October 29). 5 factors contributing to physician stress during the pandemic. American Medical Association. https://www.ama-assn.org/practice-management/physi…