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Connecting Passion With Purpose In The Clinical And Learning Environments

This systematic review and meta-analysis explores controlled interventions to reduce physician burnout, highlighting the need for organizational-driven solutions. Discover the impact of burnout on healthcare, its consequences, and the key initiatives and targets for healthcare organizations.

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Connecting Passion With Purpose In The Clinical And Learning Environments

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  1. Connecting Passion With Purpose In The Clinical And Learning Environments Why Do We Care Mukta Panda MD MACP

  2. WHATARE WEREALLY TALKINGABOUT? 4 4

  3. 9

  4. February2017 ControlledInterventionstoReduceBurnoutin Physicians A SystematicReviewand Meta-analysis Maria Panagioti,PhD1;EfharisPanagopoulou, PhD2; PeterBower, PhD1; et al George Lewith,MD3;EvangelosKontopantelis, PhD1,4; Carolyn Chew-Graham, MD5; Shoba Dawson,PhD6;Harm van Marwijk,MD6; Keith Geraghty, PhD7; Aneez Esmail,MD6 Author Affiliations JAMA InternMed. 2017;177(2):195-205.doi:10.1001/ “This finding provides support for the viewthat burnoutis a problemofthewholehealth careorganization,ratherthan individuals” J GenInternMed.2014Jan;29(1):18–20. Publishedonline2013Sep4.doi: 10.1007/s11606-013-2597-8 PMCID:10 BoldStepstoPrevent BurnoutinGeneral InternalMedicine Mark Linzer, MD, RachelLevine,MD,MPH,DavidMeltzer,MD, PhD,SaraPoplau,BA,CaroleWard MedscapeFamilyMedicine PhysicianBurnout:ItJustKeepsGettingWorse CarolPeckham Disclosures January26,2015

  5. “Burnout-Heading In the Wrong Direction” Shanafelt et al, 2015 MayoClinic Proceedings Highestratesinfront- line specialties: FamilyMedicine, General IMand EmergencyMedicine 12

  6. HOWDIDWEGETHERE? TOP10: • 13 • ElectronicMedical Record • Workplace demands • Cultureof Medicine has changed • Inefficient chaotic work environments • Limited or no controlover workloador schedule • Lessresourcesavailabletocompletethe work • Lessability to shape careertofocus on interests • Work loadis commonlypart of the home environment • Insufficient timetodocument adequately • Medical decision-making completed moreby outside guidelines of whichwemay not agree • Misalignmentof our values

  7. EHR / EMR: TimeSinks 14

  8. WHY CARE? 15 • WHY ARE SMARTACADEMIC CENTERS, HEALTH SYSTEMS AND MEDICAL ORGANIZATIONS LOOKING ATTHIS VERY CAREFULLY? Medical Organizations (i.e.ACP,Amer Coll of Surgeons,AMA AAMC, SGIM) Academic HealthCare Centers,(ie Mayo,Cleveland Clinic,NYU, Univof Mass Gen,VCU) Large Health Care Organizations(ie Kaiser, Accensia, Banner)

  9. OrganizationalClimate,Stressand Error in Primary care:TheMemoStudy Advances in Patient Safety • 16 • 30% morelikelytoleavejobin 2 years Every1 pointincrease inburnoutonMiniZ=30-40% increase inlikelihooda physicianwill be reducing theirworkeffortinnext24 months

  10. IMPACTONHEALTHCARE: 17 1.Less committed and less productive physicians Statisticsshow us poorqualityofcare with higherburnout scores Lessdesire for patientand team engagement $$$$ ValueBased Pay $$$ Lossofstaffand poor patientoutcomes$$$

  11. Impact onHealth Care: 18 Statisticsshow an increased rateof patientsafetyerrors with higherburnout scores Lowerpatient satisfactionscores with higherphysician burnoutscores Decreased professionaleffort Atrisk:Reputation, medical malpractice costs,healthsystem orpracticereportingto regulatoryagencies $$$ Lossofpatients $$$$$$ $$$$$

  12. Health System'sand Organization's Key Initiatives/Targets • 19 • Clinical Performance • Re-admissions,andLengthofStay • Patientsafetyerrors, • Recruitment andRetention • Access to Care

  13. Don’tavoidtheburned-out physician, 20 Avoid the organization/practicewho burnedthemout PHYSICIANBURN OUT SCORES: Thequalityindicator now availableonall websites! 20

  14. Solutions needto beorganizationallydriven 21 • Organizationalanalysis • Weill Cornell-Physicians averaged15.1hr/week processingqualitymetrics- • 785.2hours per physician peryear • (MedRec,Documentingfor the rightcode,Nocopypaste,yet note from daybeforeis 2/3thesame, noclinical benefitinthework they aredoing,documentationstuck in thefeefor service era) • Organizationalthink tank Solutions • Team based documentationandorder proposals • Decrease data entry for highest paidprofessionals asmuchaspossible • ClinicalInformaticsand Pharmacytechs oneachteam

  15. Solutions needto beorganizationallydriven 22 • Organization analysis: • MayoClinic-“Solutions are notthe responsibility ofanindividual physician”. • Designed a 9 step approachfor organizationstopromote physician Well-Being Sample solutions Promoting lessthanfull timework- toimprove recruitmentand retention Useofdaily huddles UseofScribes Decreasedemailfatigue Increaseduse of alliedhealth professionalsontheteams Focusedonefficientwork environmentand

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