It is important to remember that MDs do not always wear the correct medical clothing. One study revealed that WC ranked higher if the physician did not wear a gown. The results also found that MDs’ WC was higher when they did not follow protocol. WC also ranked higher if the MD did not wear any formal medical clothing. In addition, a higher rank was observed only when the MD wore scrubs.

WC Ranked Higher When MDs Broke Protocol and Did Not Wear

The study found no difference between patients rated physicians wearing white coats combined with scrubs. In fact, WC was ranked higher when physicians wore white coats and formal attire. Patients also had greater trust in physicians who wore white coats. The study’s conclusions suggest that a respectable dress protocol increases patient confidence. Physicians who wear white coats, whether in casual or formal attire, are more likable to patients than physicians wearing less sexy attire.

Reflect Professional Boundaries in Medical Authority

In large general practices, it is common to find a distinct boundary between improvement teams and clinical staff. The reason for this is that much clinical staff are members of other subgroups, such as those focused on specific clinical interests. This division between clinical staff and improvement teams may have contributed to problems in knowledge sharing, implementation, and sustainability.

Most of the knowledge sharing took place within improvement teams and multi-professional CoPs, though some information spread through more traditional uniprofessional routes. There is a power imbalance between health care professionals and clients. The professional carer has greater authority, knowledge, access to privileged information, and influence than the client group. This imbalance of power necessitates that health professionals maintain clear and appropriate boundaries.

Some warning signs of boundary violations can occur well before physical abuse takes place. For example, a healthcare worker might not charge for therapy or share personal details with a patient. They might also offer therapy during dinner rather than charge for it or schedule the client in their office alone. Any of these factors could indicate a problem. This may be a sign of a problem, so members should be vigilant about warning signs.

Professional and organizational boundaries may also contribute to the effectiveness of knowledge sharing. The professional boundaries between practice nurses and general practitioners are a good example of such an organizational boundary. In multi-professional CoPs, knowledge sharing was easy, but boundaries between general practices and other groups were often the greatest obstacle to knowledge sharing.

Furthermore, historical factors have contributed to the unequal development of inter-organizational knowledge sharing. This article aims to explore some of the possible implications of a CoP in healthcare organizations.

The NMC defines boundaries as “spaces of power and vulnerability.” A nurse’s relationship with a patient is based on trust, respect, and appropriate use of power. A patient may tell a doctor story about their life in an attempt to influence their decision or find comfort in them.

Nonregistered support staff often spend more time with patients than their registered counterparts. Hence, the importance of understanding and reflecting on these boundaries is essential in fostering a safe therapeutic relationship. The trust supports the education and training of its staff. In addition to these benefits, a CRNNS report notes that the relationship between registered nurses and their clients is improved through reflection and education.