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Practical Strategies for Improving the Frequency and Quality of Direct Observation of Learners Jennifer R. Kogan, MD Professor of Medicine Assistant Dean, Faculty Development Director Undergraduate Education, Department of Medicine


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Jennifer R. Kogan, MD Professor of Medicine Assistant Dean, Faculty Development Director Undergraduate Education, Department of Medicine

Practical Strategies for Improving the Frequency and Quality of Direct Observation of Learners

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Disclosure I have no relevant commercial interests to disclose.

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Workplace Based Assessment

  • Assessment of day-to-day practice in the

authentic clinical environment

  • Assessment of what doctors actually do in

practice

Swanwick T. Br J Hosp Med.2009;70:290-3

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Miller’s Assessment Pyramid

KNOWS KNOWS HOW SHOWS HOW DOES

Multiple choice exam Problem based learning

Standardized patients Direct Observation/ WBA

Miller GE. Acad Med.1990; 65:S63-7

Expertise Authenticity

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Goal

To improve the frequency and quality of WBA in your training program

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Roadmap

  • Review the rationale for direct observation
  • Identify barriers to frequent, high quality

WBA

  • Describe strategies to improve WBA

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Video Exercise

Watch the following encounter between a patient and a PGY-2 resident

  • List areas performed well
  • List errors/deficiencies
  • How would you supervise this resident the next time?
  • Circle a mini-CEX rating for counseling
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Roadmap

  • Review the rationale for direct observation
  • Identify barriers to frequent, high quality

WBA

  • Describe strategies to improve WBA

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Rationale for WBA

  • 1. Clinical skills matter but are variable
  • 2. Central in CMBE
  • 3. Essential for deliberate practice
  • 4. Necessary for effective supervision
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1: Clinical Skills Matter

  • History leads to diagnosis > 80% of time
  • Even in era of technology
  • Required to avoid unnecessary testing
  • Faulty data gathering
  • Source of diagnostic errors
  • Common cause of death

Hampton JR et al. BMJ 1975; 2(5969):486-9 Peterson MC et al. West J Med. 1992; 156(2):163-5 Graber, M et al. Acad Med. 2002;77(10):981-92 National Academy of Medicine. Improving Diagnosis in Medicine, 2015 Makary MA et al. BMJ. 2016; 353:i2139 doi: 10.1136/bmj.i2139

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Patient Centered Care Matters

  • Improves communication
  • Promotes patient involvement in care
  • Increases patient knowledge/self-efficacy
  • Creates positive relationships with provider
  • Improves adherence
  • Improves well-being
  • Improves outcomes
  • Decreases costs Levinson W et al. 2010; Health Aff 29: 1310-18

Williams S et al. Fam Prac.1998;15:480-92 DiMatteo M. Patient Educ Counsel. 2004;55:339-44 Stewart M . CMAJ. 1995; 152:1423-33 Vermeir P et al. Int J Clin Pract. 2015;69:1257-1267.

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Variable Clinical Skills

  • Graduating students/starting interns
  • Practicing physicians
  • Stillman. Ann Intern Med.1990; Sachdeva. Arch Surg.1995; Lypson.Acad Med.2004; Wilson. Acad

Med 2002; Fox. Med Educ 2002; Mangione. JAMA1997; Braddock.1999

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LEARNING ASSESSMENT

Direct Observation to Assess Core Skills

Legitimizes the skills Ensures assessment of essential skills

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Structure Outcome Process (Competence) Time Entrustment 2: Essential in CBME

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3: How People Become Experts

  • Deliberate Practice
  • Working on well defined tasks
  • Informative feedback
  • Repetition
  • Self-reflection
  • Motivation
  • Endurance
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Coaching Requires Direct Observation

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4: Supervision

“. . . closer supervision leads to fewer errors, lower patient mortality, and improved quality

  • f care. . ..”
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Assessing Does

THE PATIENT

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Observation and Safe Patient Care

Safe, effective patient-centered care Trainee performance*

* a function of level of competence in context

Appropriate level of supervision**

**a function of attending competence in context

Kogan JR et al. Acad Med; 2014;89:721-7

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Roadmap

  • Review rationale for direct observation
  • Identify barriers to frequent, high quality

WBA

  • Describe strategies to improve WBA

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Lack of Direct Observation: Faculty

  • Lack of time
  • Lack of buy-in
  • Fear of undermining learner-patient relationship
  • Low self-efficacy
  • Content/skills assessed
  • Standards
  • Feedback approach
  • Diagnosing learner/offering action plan
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Lack of Observation: Learners

  • Lack of faculty time
  • Lack of trust, longitudinal relationships
  • Anxiety provoking
  • Artificial, “check-box” activity
  • Threatens autonomy and efficiency
  • Tension feedback vs high stakes assessment

Berendonk C et al. Adv Health Sci Educ. 2013;18:559-71 Kogan JR et al. Med Educ. 2011;45:1048-60 Kogan JR et al. Med Educ. 2012;46:201-15 Govaerts MJB et al. Adv Health Sci Educ Theory Pract. 2011;16:151-65 Hatala R et al. Med Teach. 2008;30:414-19 Bing You RG et al. JAMA. 2009;302:1330-1 Watling C et al. Med Educ. 2012;46:593-60

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Low Quality Assessments

  • Poor accuracy
  • Variability
  • Focus of clinical performance
  • Expectations about what is acceptable
  • Rating errors
  • Halo/“Horn” effect
  • Leniency/stringency effect
  • Cognitive bias
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Review Ratings of Video

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Poor Inter-rater Reliability

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Frames of Reference

1 2 3 4 5 6 7 8 9

Unsatisfactory Satisfactory Superior Below Expectation At Expectation Exceeds Expectation

ORDINAL NORMATIVE GESTALT

Kogan JR et al. Med Educ. 2011;45:1048-60

???? ???? ????

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1 2 3 4 5 6 7 8 9

Missing evidence based elements Most evidence based elements All evidence based elements

BEST PRACTICE SELF

Kogan JR et al. Med Educ. 2011;45:1048-60

Not What I Do Close to What I Do What I Do (or better)

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Assessors’ Own Clinical Skills

Variable, sometimes deficient

  • History taking
  • Physical exam
  • Counseling/shared decision

making

  • Patient centered communication

Ramsey PG et al. JAMA 1993;269:1655-60 Paauw DS et al. JAMA 1995;274:1380-2 Vukanovick-Criley JM et al. Arch Intern Med. 2006;166:610-16 Braddock CH 3rd et al. J Gen Intern Med. 1997;12(6):339-45 Kogan JR. et al. Acad Med. 2010;85(S10):S25-8 Levinson W. BMJ Qual Saf 2011;20:823-5 Frankel RM et al. Acad Med 2011;86:445-52

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Faculty Skills and Ratings of Learners

  • Faculty with higher history and patient

satisfaction performance scores provide more stringent ratings.

Kogan JR. et al. Acad Med. 2010;85(10 Suppl):S25-8

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High Level Inference

  • Inferences are not

recognized

  • Inferences are rarely

validated for accuracy

  • Inferences can be

wrong

Govaerts MJB et al. Adv Health Sci Educ Theory Pract. 2011;16:151-65 Kogan JR et al. Med Educ. 2011;45:1048-60

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Contextual Factors

  • Encounter complexity
  • Resident characteristics
  • Institutional culture

Kogan JR et al. Med Educ. 2011;45:1048-60 Kogan JR et al. Med Educ. 2012;46:201-15

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Roadmap

  • Review rationale for direct observation
  • Identify barriers to frequent, high quality

WBA

  • Describe strategies to improve WBA
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Strategies

  • Getting faculty buy-in
  • Finding time
  • Minimizing interference
  • Improving observation quality
  • Agreeing on the standard
  • Activating learners
  • Maximizing the system

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Strategies

  • Getting faculty buy-in
  • Finding time
  • Minimizing interference
  • Improving observation quality
  • Agreeing on the standard
  • Activating learners
  • Maximizing the system
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Who Watched You?

Being Observed

  • How did it feel?
  • Was it useful?

Being the Observer

  • How did it feel?
  • Was it useful?

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Highlighting Benefits of Observation

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Four Arguments for WBA

  • Clinical skills matter but are variable
  • Central in CMBE
  • Essential for deliberate practice
  • Necessary for effective supervision

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Strategies

  • Getting buy-in
  • Finding time
  • Minimizing interference
  • Improving observation quality
  • Agreeing on the standard
  • Activating learners
  • Maximizing the system
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Solution: Observation Snapshots

What direct observation snapshots can you identify?

*** GOAL: HELP THE LEARNER AND THE PATIENT ***

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Observation Two and Three for Ones

  • 2-for-1 (saves time)?
  • 3-for-1 (saves time + helps patient)?
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Example Snapshots

INTERVIEW PHYSICAL EXAM COUNSELING

  • Agenda

setting

  • Part of history
  • Pre-rounds
  • Part of exam
  • Pre-rounds
  • Post-rounds
  • Discharge instructions
  • Starting medication
  • Behavioral change
  • Family meeting
  • Code status
  • Pre-rounds

PROCEDURES

  • Consent
  • Procedure
  • Post-check

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CD/PD Helps Prioritize Skills

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Divide and Conquer

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Strategies

  • Getting buy-in
  • Finding time
  • Minimizing interference
  • Improving observation quality
  • Agreeing on the standard
  • Activating learners
  • Maximizing the system
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Minimize Interference Triangulation

  • Be a “fly on the wall”
  • Avoid eye contact with

patient

  • Redirect eye contact

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Strategies

  • Getting buy-in
  • Finding time
  • Minimizing interference
  • Improving observation quality
  • Agreeing on the standard
  • Activating learners
  • Maximizing the system
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Improving Assessment Quality

  • Form not the magic bullet
  • Assessment requires faculty training
  • Similar basis for assessment
  • Agreed upon levels of competence
  • Move to criterion referenced assessment

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Performance Dimension Training

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Performance Dimension Training

Identify specific dimensions of a competency in behavioral terms Discuss the criteria and qualifications required for each dimension of that competency Develop an evidence based SHARED MENTAL MODEL

Holmboe ES ABIM 2010

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Small Group Exercise

  • Identify important components of counseling

including starting a medication

  • What should be discussed or done?
  • How should it be discussed or done?

*** Make certain components described behaviorally

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Compare to Frameworks

What additions do you want to make?

Makoul GT. 1993/1999 Lane JL et al. Pediatrics. 2000;105:973-7. Braddock CH et al. JAMA 1999; 282:2313-2320

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Apply Your Framework to Scenario

  • What did the resident do well?
  • What are the errors/deficiencies?
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Benefits of Performance Dimension Training

  • Direct observation
  •  Standardized, broad, systematic approach
  •  Attentiveness to interpersonal/communication skills
  • Feedback
  •  Breadth of skills discussed using more granular vocab
  •  Self-efficacy giving specific, constructive feedback
  •  Ability to deconstruct holistic assessments
  • Faculty clinical skills
  • Acquisition of new knowledge

Kogan JR et al. Med Educ; 2015; 49(7):692-708.

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Can’t I Just Give Faculty the Framework?

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Strategies

  • Getting buy-in
  • Finding time
  • Minimizing interference
  • Improving observation quality
  • Agreeing on the standard
  • Activating learners
  • Maximizing the system

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Frame of Reference Training

  • Goal: Improve the quality and accuracy of the

educational “judgment” using a compare and contrast process

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Decide on Standard Compared to Frame of reference What I do Self What resident at similar PGY level does Normative Readiness for independent practice Criterion referenced

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What is Needed by the Patient

Dreyfus SE and Dreyfus HL. A 1980 Carraccio CL et al. Acad Med 2008;83:761-7

Time, Practice, Experience Novice Advanced Beginner Competent Proficient Expert/ Master

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Examples of Entrustment Scales

1 2 3 4 5 6 7 8 9

Required supervisor for safe practice Generally autonomous, some guidance required Autonomous practice

Weller JM et al. Br J Anaesth. 2014;112(6):1083-91 Gofton WT et al. Acad Med. 2012;87:1401-7

1 2 3 4 5

I had to do I had to talk them through I had to prompt them from time to time I needed to be in the room just in case I did not need to be there

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Entrustment as Assessment Construct

  • Cognitively aligned scale resonates with raters’

experience

  • Increases discrimination
  • Reduces disagreement
  • Reduces # assessments for good reliability

(generalizability coefficient 0.7)

  • Decreases assessor workload 50%

Weller JM et al. B Jrn Anaesthesia 2014.112(6):1083-91 Crossley J et al. Med Educ 2011;45:560-9 Grofton WT er al. Acad Med 2012;87:1401-7 Reckman J et al. Acad Med 2015; 91:186-90.

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Criterion Referenced Assessment Circle elements on your framework that you believe should be weighted more to ensure patient centered, safe, effective care.

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Strategies

  • Getting buy-in
  • Finding time
  • Minimizing interference
  • Improving observation quality
  • Agreeing on the standard
  • Activating learners
  • Maximizing the system

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Create Culture of Self-regulated Learning

  • Explain purpose of direct
  • bservation and feedback

for mastery

  • Encourage learners to

identify goals/drive

  • bservation
  • Provide examples of skills
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Solution: Learner Centered Observations

  • Who is your most challenging patient?
  • What are you working on?
  • What do you want feedback about?

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Strategies

  • Getting buy-in
  • Finding time
  • Minimizing interference
  • Improving observation quality
  • Agreeing on the standard
  • Activating learners
  • Maximizing the system
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Timing of Observation

Detect Outliers Feedback/development

TIME/TASK

Early Late

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Creating an Assessment Program

  • Multiple observers in multiple contexts at

multiple points in time

  • Tracking system for WBA
  • Value/reward WBA
  • Ongoing FD
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Additional Resource

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Summary of Solutions

  • Increase direct observation frequency
  • Rationale of WBA
  • Observation snapshots
  • Observation techniques
  • Improve assessment quality
  • Shared mental model
  • Shared standard for assessment
  • Culture and system for assessment
  • Engage faculty
  • Engage learners
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Questions