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Physicians' Perceptions of Psychological Safety and Peer Performance Feedback
Renée A Scheepers1, Myra van den Goor, Onyebuchi A Arah
1Dr. Scheepers: Assistant Professor, Research Group Socio-Medical Sciences, Erasmus School of Health Policy and Management, Erasmus University of Rotterdam, Rotterdam, the Netherlands. Van den Goor, PhD Candidate, Professional Performance Research Group, Department of Medical Psychology, Amsterdam University Medical Center, University of Amsterdam, Amsterdam, the Netherlands Dr. Arah: Professor, Professional Performance Research Group, Department of Medical Psychology, Amsterdam University Medical Center, University of Amsterdam, Amsterdam, the Netherlands, and Dr. Arah: Professor, Department of Epidemiology, Fielding School of Public Health, University of California, Los Angeles (UCLA), Los Angeles, CA, and Dr. Arah: Professor, UCLA Center for Health Policy Research, Los Angeles, CA. Dr. Heineman: Professor, Professional Performance Research Group, Department of Medical Psychology, Amsterdam University Medical Center, University of Amsterdam, Amsterdam, the Netherlands. Dr. Lombarts: Professor, Professional Performance Research Group, Department of Medical Psychology, Amsterdam University Medical Center, University of Amsterdam, Amsterdam, the Netherlands.
Physician teams with higher psychological safety reported receiving more peer performance feedback. Investing in psychological safety can enhance continuous professional development and patient care quality.
Area of Science:
- Medical Education
- Organizational Psychology
- Healthcare Management
Background:
- Continuous professional development for physicians necessitates regular peer performance feedback.
- Psychological safety is linked to proactive learning and knowledge sharing among peers.
- The relationship between psychological safety and peer performance feedback in physicians remains understudied.
Purpose of the Study:
- To investigate the association between physicians' perceptions of psychological safety and the performance feedback they receive from peers.
Main Methods:
- 105 physicians from various departments of an academic medical center participated.
- Psychological safety was measured using Edmondson's validated seven-item scale.
- Peer performance feedback was assessed using an adapted four-item scale from the System for Evaluation of Teaching Qualities, covering positive, corrective feedback, explanations, and suggestions.
- Multilevel linear regression analyses were employed, adjusting for physician sex, years since certification, and months in the clinic.
Main Results:
- A positive association was found between psychological safety and physicians' perceptions of peer performance feedback (B = 0.54, P < .001).
- Higher psychological safety correlated with increased receipt of corrective and positive feedback, explanations, and suggestions for improvement from peers.
Conclusions:
- Physicians in psychologically safe environments are more likely to receive comprehensive performance feedback from peers.
- Medical teams should prioritize fostering psychological safety to promote peer feedback.
- Enhancing psychological safety can support physicians' continuous professional development and improve the quality of patient care.