When I joined Red Health Independent Medical Assessments over a decade ago, I never anticipated the profound journey I would undertake. My background in healthcare and personal injury law provided a solid foundation, yet it was the intertwining of these fields that truly ignited my passion.
Over the past 11 years, I’ve seen first hand the transformation of medical specialists into exceptional medical experts and spent many hours guiding them through a process that is as much about personal growth and feedback as it is about medical knowledge.
The journey from specialist to medical expert
Medical specialists enter the medico-legal arena equipped with extensive clinical knowledge but often lack the specific skills required to excel as expert witnesses. The reality is that medico-legal expertise isn’t taught in medical school. Instead, it is developed through experience and a willingness to understand the unique demands of this field. This transition requires not just medical acumen but also an understanding of legal processes and effective communication.
The role of feedback in building excellence
One story that vividly illustrates the importance of feedback in this journey involves a long-time medical expert who had been providing independent medical examinations for many years. Despite their extensive experience, they had limited exposure to feedback from clients. Their practice thrived on the consistency and predictability of their reports, but over time, the lack of critical feedback began to show.
Legal professionals started to seek alternatives after the expert made a problematic statement in court, revealing informal training methods. Additionally, feedback about their reports highlighted issues such as outdated terminology and inadequate rationale for impairment ratings. When I approached them with this feedback, they were surprised – no one had ever shared these insights before. In my opinion, this lack of feedback stunted their growth as an expert.
Implementing change through constructive feedback
We decided to bring this expert on board at Red Health, with a strategy to enhance their skills and update their practices. It was a challenging process that required patience and persistence. Over 12 months, we worked closely with them to modernise their approach, incorporate current methodologies, and refine their reporting style. The transformation was remarkable. Clients noticed the improvements, and the feedback was overwhelmingly positive and over time the medical expert’s referrals recovered from the past misgivings.
The theoretical framework: High-performance work systems (HPWS)
This journey aligns with the principles of High-Performance Work Systems (HPWS), which emphasise the development of skills, motivation, and opportunities for employees (Becker & Huselid, 1998; Delery & Doty, 1996). In the context of medico-legal services, this translates to providing medical experts with continuous learning opportunities, constructive feedback, and support to refine their expertise. By fostering an environment where feedback is actively sought and valued, we can cultivate high-performing medical experts who excel in their roles. Red Health drives continuous improvement and excellence, fostering the performance model to ensure our experts are at the forefront of the field (Appelbaum, Bailey, Berg, & Kalleberg, 2000).
The power of positive reinforcement
Feedback isn’t just about identifying areas for improvement; it’s also about celebrating successes. Sharing where a medical expert’s opinion has led to a successful outcome or acknowledging their contributions to a case can be incredibly rewarding. This form of positive reinforcement encourages medical experts to continue their work and provides them with a sense of meaning and purpose. At Red Health, we believe that recognising and celebrating these achievements is crucial in maintaining high levels of motivation and performance among our experts, and our employees.
A shared responsibility
It’s essential to recognise that developing great medical experts is a shared responsibility. Clients play a crucial role in this process. While it’s common for clients to be dissatisfied with a single ‘bad’ report and strike an expert off their list, this approach overlooks the potential for growth through feedback. Constructive feedback helps experts understand their shortcomings and make necessary improvements. Without it, they remain unaware of how they can enhance their performance.
The power of feedback
Reflecting on my journey and the transformations I’ve witnessed, it’s clear that feedback is the cornerstone of growth and excellence in the medico-legal field. Medical specialists have the potential to become outstanding medical experts, but this potential can only be realised through a commitment to continuous improvement and a willingness to embrace feedback. By fostering a culture of open communication and support, we can ensure that medico-legal services are not only effective but also humanised, ultimately benefiting all stakeholders involved.
Let’s not shy away from providing and seeking feedback. It’s through these honest conversations that we can drive progress and build a community of medical experts who are well-equipped to navigate the complexities of the medico-legal landscape.
I invite you to share your feedback about Red Health experts directly with me. Your insights are invaluable in helping us maintain and enhance our service quality. Please feel free to contact me, Vanessa Herrmann, on 3532 5911 or email vanessa@redhealth.com.au.
References
Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. L. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press.
Becker, B. E., & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, 16, 53-101.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.
Guest, D. E. (1997). Human resource management and performance: A review and research agenda. The International Journal of Human Resource Management, 8(3), 263-276.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
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