Anesthesiologist's Career Journey and ASA's Role in it

2. Lifecycle & Ecosystem Research The anesthesiologist’s life and ASA’s role in it asahq.org Paul Pomerantz, FACHE, FASAE CEO, American Society of Anesthesiologists

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4. Lifecycle & Ecosystem Research Goal • Document the journey and ecosystem of an anesthesiologist’s career. • Align products and services to the phases and transitions. • Consider what a competitor to ASA might offer.

5. The Effort So Far • Staff workgroup to outline cohorts, July, 2018 • Interviewed 24 anesthesiologists: • Anesthesiology residents (6 participants); • Physician anesthesiologists in first year of private practice (5 participants); • Physician anesthesiologists, 10-20 years in private practice, members (6 participants); • Physician anesthesiologists, 10-20 years in private practice, non-members (5 participants) • Fellows (2) • Interviews at Annual Meeting (21 participants) • Workgroup for decision framework, February, 2019

6. The Interviews Leveraging the perceived objectivity of third-party researchers to build trust, interviews focused on: • Influences surrounding career • Career transitions (past and future) • Work environment/business model • Motivations • Resources available and desired • Rating communication types and preferences

7. Finding – Expand Segmentation • Variations in business models deeply influence an anesthesiologist’s workinglife.  • The ASA’s current segmentation of anesthesiologists needs to include criteria related to the member’s employment context in order to better inform business decisions.

8. Finding – Use Their Language • “Production pressures” were cited by a majority of participants. Accelerationin acquisitions and mergers in health care result in profit motives pushingpractitioners to the limit.  • The ASA needs to address this term and concept head on in order to be truly perceived as an advocate.

9. Finding – Help with All Transitions • Most anesthesiologists interviewed reported feeling unprepared for careertransitions, regardless of career stage.  • Providing one-step-ahead mentorship opportunities, connecting peer groups, and educating physicians regarding strategies for change management is a key opportunity for the ASA as an organization.

10. Finding – Prepare Them for Business • Anesthesiologists were taught that the patient is the center of everything;their reality is a world where the patient is not the center of the businessmodel. Regardless of career stage, they are disheartened by a workenvironment dictated more by business concerns than by the medicalimperatives they learned in training.  • The ASA has an opportunity to humanize the workplace for constituents who daily face business-driven pressures.

11. Finding – Support the Soft Skills • There are emotional irritants — including the tyranny of the surgeon, gender discrepancies, loss of control, and feeling stuck in a system where they are devalued — with no clear solution. • The ASA should acknowledge these factors and keep them in mind when developing soft skills and lifestyle resources for physicians.

12. Decision Framework Workgroup • ASA managers from throughout the association spent two days breaking down the research and developing a new decision framework for evaluating ASA products and services.

13. Next Steps • Complete Decision Framework/Rubric • Test it, refine it, use it • Define success criteria and KPIs for all products and services • Run Usability Study • Validate the ASAHQ website helps members find what they need. • Interview Additional Cohorts • Continue to learn from our members

14. Thank You