How communication is tested on Step 1

Choose the response that is honest, empathic, and invites the patient to take part.

SequenceS · SettingPrivate room, sit down, minimize interruptionsP · PerceptionAsk what the patient already knowsI · InvitationAsk how much they want to knowK · KnowledgeWarning shot, then plain language in small piecesE · EmotionsPause, name the emotion, respond with empathyS · StrategyAgree on next steps and summarize
SPIKES. Give a warning shot before the news, avoid jargon, and allow silence.
  • Interpreters: use trained medical interpreters; avoid family members, especially children. Look at and speak to the patient.
  • Open-ended questions early in the interview; summarize and use teach-back to confirm understanding.
  • Angry or upset patients: acknowledge the emotion and apologize for their experience before problem solving.
  • Requests for unnecessary tests or drugs: explore the reason behind the request rather than refusing outright.

Behavior change

Meet patients where they are.

ProgressPrecontemplationNot considering change: raise awarenessContemplationAmbivalent: explore pros and consPreparationPlanning soon: set a date, make a planActionChanging behavior: support and reinforceMaintenanceSustaining change: prevent relapse
Stages of change. Motivational interviewing uses open questions, affirmations, reflective listening, and summaries to resolve ambivalence.

Medical errors and disclosure

Honesty is required whether or not harm occurred.

TermMeaning
Near missAn error caught before it reached the patient
Adverse eventHarm caused by medical care (may or may not be preventable)
Sentinel eventUnexpected event causing death or serious harm; triggers root cause analysis
Never eventSerious, preventable event that should never occur (e.g., wrong-site surgery)
Active errorError by the person at the point of care
Latent errorHidden system flaw (design, staffing, policy)

Disclosure includes what happened, an apology, what is being done for the patient, and how recurrence will be prevented.

Systems safety and quality improvement

Most errors come from systems, not individuals.

Root cause analysisAfter a sentinel eventLooks backwardFinds system causesNot about blameProduces an action planPDSA cyclePlan a changeDo it on a small scaleStudy the resultsAct: adopt, adapt, or abandonRepeats continuouslyvs
Safety tools. Checklists, surgical time-outs, standardized handoffs (such as I-PASS), and forcing functions reduce error.
  • Swiss cheese model: each layer of defense has holes; harm reaches the patient when the holes line up.
  • Quality measures (Donabedian): structure (resources), process (what is done), and outcome (results).
  • Cognitive bias in diagnosis: anchoring, availability, and premature closure contribute to diagnostic error.

Worked example

Disclose, even when no one would know.

functions Worked example — the extra dose

A resident realizes a patient received a double dose of a medication overnight. The patient had no harm and is unaware. A colleague suggests saying nothing. What should the resident do?

  1. Medication errors that reach the patient should be disclosed, even without harm.
  2. Tell the patient honestly what happened, apologize, and explain monitoring.
  3. Report the event through the hospital's safety reporting system.
  4. The institution reviews system causes (such as order entry or handoff problems) to prevent recurrence.

Answer. Disclose the error to the patient, apologize, monitor, and file a safety report.