- To evaluate the prevalence of burnout and satisfaction with work-life integration (WLI) among physicians and US workers in 2020 relative to 2011, 2014, and 2017.
- To estimate the excess health care expenditures due to US primary care physician (PCP) turnover, both overall and specific to burnout.
- Individual clinicians are typically able to step up for a temporary crisis, but when crisis becomes steady-state, the stress can be unsustainable. As a nation, the levels of concern about clinician burnout resulting from the stresses of the coronavirus disease 2019 (COVID-19) pandemic are rising. There is an increased focus on supporting clinicians during the pandemic recovery phase and beyond. This requires health care leaders to authentically and effectively develop strategies to address these stressors and support their clinicians.
- Although awareness of the importance of physician well-being has increased in recent years, the research that defined this issue, identified the contributing factors, and provided evidence on effective individual and system-level solutions has been maturing for several decades. During this interval, the field has evolved through several phases, each influenced not only by an expanding research base but also by changes in the demographic characteristics of the physician workforce and the evolution of the health care delivery system.
- To evaluate the relationships between immediate supervisors’ leadership qualities and the subsequent levels and changes in burnout and satisfaction of supervised physicians 2 years later.
- To evaluate how variation in the way patient satisfaction feedback is delivered relates to physician well-being and perceptions of its impact on patient care, job satisfaction, and clinical decision making.
- To evaluate physician small groups to promote physician well-being in a scenario with provided discussion topics but without trained facilitators, and for which protected time was not provided but meal expenses were compensated.
- Physician burnout is common across specialties and largely driven by demands of the current health care industry. However, the obvious need for systems change does not address the unavoidable impact of providing care to those who suffer. An intentional, developmental, longitudinal approach to resiliency training would not distract from fixing a broken system or blame physicians for their distress. Existing models and approaches to resilience training are promising but limited in duration, scope, and depth.