The clinical team did not give up on the problematic team member. The physician leader approached the doctor and asked if they could round together for a week. The leader spent at least an hour each day with the physician. "They would walk side by side through the unit, seeing patients together," Dickinson recalls.
The physician eventually gained a stronger sense of what the multidisciplinary team was about. Once the concept clicked, he found the multidisciplinary team approach appealing. Now, the physician "looks at issues and comes up with lists, saying, 'Let's see what this patient needs. Let's talk through this.' And it has completely changed the way in which we think about this doc."
"This physician needed a model, a mentor who could help them see another approach. And the goal was achieved."
The extra effort of Dickinson's team paid off, demonstrating a high level of commitment to both the physician and the team itself, and improving patient care.