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Welcome to Preventing Clinician Burnout: personal and Professional issues and Plans Presented by: Mark Linzer, MD, FACP

Welcome to Preventing Clinician Burnout: personal and Professional issues and Plans Presented by: Mark Linzer, MD, FACP. The presentation will begin shortly This webinar will be recorded and used for future presentations.

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Welcome to Preventing Clinician Burnout: personal and Professional issues and Plans Presented by: Mark Linzer, MD, FACP

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  1. Welcome to Preventing Clinician Burnout:personal and Professional issues and PlansPresented by: Mark Linzer, MD, FACP The presentation will begin shortly This webinar will be recorded and used for future presentations. Funds for this webinar were provided by the U.S. Department of Health and Human Services (HHS), Health Resources and Services Administration (HRSA) with the American Recovery and Reinvestment Act (ARRA) funding for the Retention and Evaluation Activities (REA) Initiative. This webinar is being offered by the California Statewide AHEC program in partnership with the Office of Statewide Health Planning and Development (OSHPD), designated as the California Primary Care Office (PCO). Center for Patient and Provider Experience at

  2. WELCOME EVERYONE!Thank you for joining us today

  3. Raising your hand to ask a question

  4. Sending Notes

  5. Muting your phone

  6. Preventing Clinician Burnout: Improving the Provider and Patient Experience Mark Linzer MD General Internal Medicine Center for Patient and Provider Experience Hennepin County Medical Center Center for Patient and Provider Experience at

  7. No conflicts of interest • Research supported by Federal Agency for Healthcare Research and Quality (AHRQ) Center for Patient and Provider Experience at

  8. Objectives • Identify features of a healthy work environment and how to create one. • Discuss ideas of self-care to protect against burnout. • Process collaborative approaches to develop and maintain a healthy workplace. Center for Patient and Provider Experience at

  9. Burnout is in the news… New York Times, 6-17-08 “It will take real structural change in the work environment for physician satisfaction to improve. Fortunately, the data show physicians are willing to put up with a lot before giving up.” Mark Linzer, Madison, WI Center for Patient and Provider Experience at

  10. Research Base • Physician Worklife Study Funded by Robert Wood Johnson Foundation • 1996-98: national survey of >5000 MDs • Findings: • Satisfaction promoted by long term relationships with patients • Time pressure diminished satisfaction • Stress related to lack of work control • Burnout predicted by work-home interference Linzer. J Gen Intern Med. 2000;15(7):441-50. Center for Patient and Provider Experience at

  11. Mediating variables Variable outcomes Background variables Sex Age Children Solo practice Academic practice Work hours Work control Work-home interference Home support Stress Satisfaction Burnout model Burnout From Linzer M. Am J Med 2001; 111:170-75. Center for Patient and Provider Experience at

  12. MEMO study: aligning physician and patient outcomes • Funded by AHRQ; 2002-2006 • 119 PC clinics; 422 MDs; 1785 patients. • To determine relationships between work conditions, physician reactions (stress and burnout) and patient care (quality and errors). Linzer M, et al. Ann Intern Med 2009;151:28-36. Center for Patient and Provider Experience at

  13. MEMO Study conceptual model Physician Reactions Patient Outcomes Workplace Characteristics Structure Culture Workflow Policies, processes Patient demands Satisfaction Trust Quality of care Medical errors Satisfaction Stress Burnout Intent to leave Center for Patient and Provider Experience at

  14. Measuring Quality Assess: • Patient satisfaction • Quality of life • Disease management Patient Survey Chart review Up to 6 patients per primary care physician with diabetes and/or HTN Center for Patient and Provider Experience at

  15. Determining Errors • Confidential chart reviews for errors in processes of care (e.g., wrong medications, missed preventive activities) Center for Patient and Provider Experience at

  16. MEMO results: physician outcomes • 50% need more time for visits • 27% burning out or burned out • 30% moderately likely to leave job in 2 years • Strong relationships between work conditions (time pressure, work control, chaos, organizational culture) and physician satisfaction, stress, burnout, intent to leave • Many patient care outcomes linked to work conditions Center for Patient and Provider Experience at

  17. MEMO Results: patient care Linzer et al. Ann Intern Med 2009 Center for Patient and Provider Experience at

  18. MEMO Results: patient care Linzer et al. Ann Intern Med 2009 Center for Patient and Provider Experience at

  19. WL Office & Work Life Feedback The first column of numbers provides data specific to your clinic. The second column reports comparison data from __ primary care clinics from your site. Patients whose data are reported in this document have hypertension and/or diabetes. • Mock OWL (problematic setting).  • OWL construct discussed in Linzer M et al. Ann Intern Med. 2009;151:28-36. 

  20. WL Office & Work Life Feedback The first column of numbers provides data specific to your clinic. The second column reports comparison data from __ primary care clinics from your site. Patients whose data are reported in this document have hypertension and/or diabetes. • Mock OWL (problematic setting).  • OWL construct discussed in Linzer M et al. Ann Intern Med. 2009;151:28-36. 

  21. Current AHRQ grant: Creating Healthy Workplaces • Randomized trial of QI interventions to improve work conditions and care quality • 34 clinics in Rural WI; Chicago; NYC • Use OWL to measure work environment and patient outcomes at baseline and after 6-12 months in intervention and control sites Center for Patient and Provider Experience at

  22. The power of the data • Clinics shown their OWL data and comparison clinics data • Data spurred meaningful conversations and movement towards solutions • Activated managers may be key link to clinic transformation Center for Patient and Provider Experience at

  23. Job satisfaction: business case • Harvard Business School: stocks rose 147% when employee satisfaction rose • In 7900 businesses: productivity and income tied to employee satisfaction • Sears: when employee satisfaction rose 4%, sales increased by $200 million, with a rise in customer satisfaction (Brown & Gunderman. Acad Med 2006;81:577-82) Center for Patient and Provider Experience at

  24. Outcomes of dissatisfaction Center for Patient and Provider Experience at

  25. Burnout: long-term stress reaction • Prevalent (20-40%) in practicing physicians (Linzer. Am J Med. 2001;111:170-75), higher in medical students (Dyrbye L. Ann Intern Med 2008;149:334-41). • Associated with perceived errors by medical housestaff (West C. JAMA. 2009;296:1071-78) • 1.6 x higher in women physicians than men • Mediated by home support, work control, and work-home balance(Linzer et al. Am J Med 2001;111:170-5) • Present in 46% of US MDs (Shanafelt T. Arch Intern Med 2012) Center for Patient and Provider Experience at

  26. Demands Control Support Demand-control model of job stress • Demands balanced by control • Stress increases if demands rise or control diminishes • Support can facilitate impact of control: more support, less stress • Bottom line… support and work control prevent stress (Karasek et al. Am J Public Health 1981;71:694-705) Center for Patient and Provider Experience at

  27. Gender differences in burnout • US vs Netherlands: Less gender difference in burnout in Netherlands due to a) fewer work hours and b) better work control in women vs men MDs (Linzer et al. J Am Med Women’s Assoc 2002;57:191-3) • More burnout in US women MDs due to gendered expectations for listening • US women MDs describe faster pace, less values alignment with leadership (Horner-Ibler et al. J Gen Intern Med 2005; 20(s1):194) Center for Patient and Provider Experience at

  28. Burnout, Dissatisfaction and the EMR • MEMO study looked at relationship between EMR functionality and stress, burnout and dissatisfaction. • Two findings: • Burnout and dissatisfaction increased as EMR functions increased; then decreased as EMR became fully functional – but not to original levels. • In fully functional EMRs, shorter visits associated with more dissatisfaction, burnout, intent to leave. (Babbott. JGIM, abstract, 2011) Center for Patient and Provider Experience at

  29. One more burnout predictor Career fit: • If % time clinicians are able to do what they are most passionate about falls below 10%, burnout rises dramatically (>50%). • Thus, be sure clinicians have time (at least 10%) to devote to what they care most about (“career fit”) (Shanafelt T. Arch Intern Med. 2009;169(10):990-995.) Center for Patient and Provider Experience at

  30. How can we prevent burnout? • Flexible/part-time work (Linzer. Acad Med 2009;84:1395-1400) • Leaders model work-home balance; value well-being (Saleh. ClinOrthopRelat Res 2009;467:558-65; Dunn. J Gen Intern Med 2007;22:1544-52) • Promote work control; limit EMR time outside office; provide sufficient time to use it inside • Alter our “culture of endurance” (Viviers. Can J Ophthalmol 2008;43:535-46) Center for Patient and Provider Experience at

  31. A healthy work environment • Less time pressure, more control • Extend appt times, or offload non-clinician work • “Desk top” slots during sessions • Time to catch up (2 hrs?) after vacation/leave • More order, less chaos • Maximally utilize space • Pilot unique schedules: “7 on, 7 off” • Support for work-home balance • Support part-time practice and practice styles supportive of parents of young children Center for Patient and Provider Experience at

  32. Creating healthy work environments • Kenny C. Transforming Health Care: Virginia Mason Medical Center's Pursuit of the Perfect Patient Experience,  CRC Press; 1 edition (November 8, 2010). • Linzer M, Respecting the lifecycle: rational workforce planning in a section of general internal medicine. Am J Med.2002;113: 443-48.

  33. Wellness in work life • Time to: • Reflect together on challenging cases • Exercise 3-4 x per wk • Eat all meals • Complete work at work • See a patient, listen, provide empathy, attend to quality measures, and use the EMR • Huddle with your team (who can help with all of the above) • Meet with leaders and discuss values, direction and purpose Center for Patient and Provider Experience at

  34. Remember part-time physicians are key: • Hard workers; usually at more than their FTE • Loyal, connected, good morale • Patient satisfaction is high • Full time clinicians may wish to go part time (e.g. for children, end of career)! Mechaber H et al. J Gen Intern Med. 2008;23(3):300-3. Center for Patient and Provider Experience at

  35. Mini-OWL 1. Overall, I am satisfied with my current job: Strongly disagree Disagree Neither agree nor disagree Agree Agree strongly  2. I feel a great deal of stress because of my job Strongly disagree Disagree Neither agree nor disagree Agree Agree strongly  3. Using your own definition of “burnout”, please circle one of the answers below: 1. I enjoy my work. I have no symptoms of burnout. 2. I am under stress, and don’t always have as much energy as I did, but I don’t feel burned out.3. I am definitely burning out and have one or more symptoms of burnout, ex. emotional exhaustion. 4. The symptoms of burnout that I’m experiencing won’t go away. I think about frustrations at work a lot. 5. I feel completely burned out and often wonder if I can go on. I am at the point where I may need to seek help.   4. My control over my workload is: 1 – Poor 2 – Marginal 3 – Satisfactory 4 – Good 5 – Optimal  5. Sufficiency of time for documentation is: 1 – Poor 2 – Marginal 3 – Satisfactory 4 – Good 5 – Optimal  6. Which number best describes the atmosphere in your primary work area? Calm Busy, but reasonable Hectic, chaotic 1 2 345 7. My professional values are well aligned with those of my department leaders: Strongly disagree Disagree Neither agree nor disagree Agree Agree strongly  8. My professional values are well aligned with those of our organizational leaders: Strongly disagree Disagree Neither agree nor disagree Agree Agree strongly  *This survey was developed by Dr. Mark Linzer (Division Director, General Internal Medicine) and his team at Hennepin County Medical Center in Minneapolis MN as part of his ongoing research in Clinician Worklife and Satisfaction. Disclaimer-this is adapted from the OWL (Office and Work Life™ measure); more detailed surveys are often needed for second stage work. Center for Patient and Provider Experience at

  36. One way to get there – Create an Office of Professional Worklife and Wellness • Visible site for clinician wellness • Wellness Champions in each setting • Periodic, brief surveys of stress, burnout and remediable predictors • Focused action plans to promote wellness • Role for managers – oversee the wellness focus and transformation Center for Patient and Provider Experience at

  37. Thank you Been a privilege to share our research with you. Thank you for listening and participating! Center for Patient and Provider Experience at

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