Here's how I will handle the situation.. 1- Empathy; use emotional intelligence skills to understand the physician's point of view and his candid reasons. 2- communication; I will effectively communicate with him with good listening skills and make it a dialogue rather than a monologue. 3- intelligent reasoning; help him understand why established protocols are necessary for all healthcare professionals.

Depends on the situation and MD. Usually you figure out the why. Then give your perspective. And if it’s unsafe you get the manager or attending involved. If this Md is the attending then you get his department head involved. HR/Legal is also an option.

Handling a physician ignoring project protocols requires a balanced approach: - Start with a private conversation: Understand their perspective without confrontation. - Clarify the impact: Explain how deviating from protocols affects patient care and project outcomes. - Reinforce collaboration: Emphasize that protocols ensure consistency and safety for everyone involved. - Offer solutions: Suggest adjustments or address any gaps they’ve noticed. - Document professionally: Keep records of the discussion for accountability. Respect and communication build alignment, not authority alone.

1. **Address the behavior directly** "Hey Dr. [Name], noticed the project protocol isn't being followed lately—can we chat about how we can align on this?" Make sure to listen and offer solutions, focusing on collaboration. 2. **Invite open discussion** "Noticed some deviations from protocol—let's sync up to see if there's a better way to make things flow." Suggest a meeting to clarify any misunderstandings. 3. **Reflect my own values** "Protocols are key, but if there's a better way, I’m all ears—let’s make sure we’re both on the same page." Revisit team goals and core values for alignment.

I address it directly but respectfully. I start with a one-on-one conversation to understand their perspective and explain the “why” behind the protocols—how they support patient care, team efficiency, and overall project success. I’m clear about expectations, but I also make space for collaboration. Physicians value autonomy, but accountability still matters. It’s not about calling someone out—it’s about bringing them back into alignment with the bigger picture. Leadership means having the hard conversations early—before small issues become bigger problems.

If you can, tie it to the bottom line and explain the protocols are in place to protect Reimbursement (AKA their pocketbook).

Assume positive intent and get curious. Instead of pushing compliance, ask: “What’s your perspective on the protocols?” or “What’s getting in the way of following them?” Resistance often signals deeper concerns—lack of buy-in, overwhelm, or past experiences. Meet them where they are, not where you think they should be. Collaboration, not correction, builds alignment.

Address the issue privately and professionally. Discuss the importance of the protocols and their impact on patient safety and project success. Listen to their concerns—there may be valid reasons behind their approach. Collaborate on a solution that aligns with both protocol compliance and their expertise. If necessary, escalate the matter tactfully.