How Mayo Clinic, Cleveland Clinic + 7 other hospitals are fighting burnout

Alyssa Rege - Print  | 

About 50 percent of physicians report at least one symptom of burnout — roughly twice the rate of other American employees, according to data compiled by the American Medical Association.

The organization notes as the trend persists, more hospitals and health systems are searching for solutions to improve physician well-being.

The AMA highlighted nine institutions that worked to create a healthier environment for physicians:

1. Mayo Clinic (Rochester, Minn.). The health system started holding small-group meetings for physicians to gather in restaurants and coffee shops to discuss concerns and increase job satisfaction.

2. Stanford (Calif.) Medicine. Stanford Medicine has tested out time-banking for physicians as part of a two-year study to help physicians reduce their workload and minimize burnout-induced departures. The method was introduced into the institution's emergency department and has reportedly changed the culture by increasing physician recognition and improving morale.

3. Bellin Health (Green Bay, Wis.). The system deployed a team-care based model in 2014 and has reportedly seen high levels of professional satisfaction and reduced burnout across all staff. Today, roughly 95 primary care teams are using the model.

4. Carilion Clinic (Roanoke, Va.). After discovering almost 3 in 5 physicians at the institution reported burnout, Carilion Clinic pursued seven initiatives to address the trend, including creating a central well-being committee.

5. Yale School of Medicine (New Haven, Conn.). The Yale School of Medicine searched for ways physicians could minimize their time on EHRs — specifically how they could reduce clicks and increase face-to-face time with patients.

6. Henry Ford Hospital (Detroit). While the hospital's physicians reported slightly lower levels of burnout than the national average, stress levels across the board were still too high. Henry Ford implemented several burnout-reducing techniques that aimed to establish a culture of caring and create meaning in work, including "monthly wellness rounds" and educational sessions about physician well-being.

7. University of Utah Health (Salt Lake City). Health system executives created a multifaceted assessment to help guide their efforts in addressing burnout at the institution. As part of the assessment, University of Utah Health's chief wellness officer and faculty co-director of the UUH Resiliency Center met individually with leadership from each medical school department to identify trends and areas for improvement.

8. Cleveland Clinic. While a team-based model proved to be effective at the Cleveland Clinic, the system had to overcome numerous obstacles to implement the model, including patient reluctance and physician apprehension.

9. Johns Hopkins School of Medicine (Baltimore). After executives discovered roughly half of trainees exhibited signs of burnout, the institution began implementing monthly wellness events and weekly emails through which residents and clinical fellows can improve their well-being.

To access the full report, click here.

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