Featured Product
This Week in Quality Digest Live
Health Care Features
Gleb Tsipursky
To survive and thrive, organizations must shift strategically to the best practices of working from home
Jon Speer
How to do it in real time
Wade Schroeder
A proactive approach to product development
Ariane Ollier-Malaterre
Under the right conditions (i.e., not during a pandemic), telework can be great for both employers and employees
David L. Chandler
MIT researchers have developed a publicly available model based on physics and data from past spreading events

More Features

Health Care News
Free education source for global medical device community
Extended validation of Thermo Scientific Salmonella Precis Method simplifies workflows and encompasses challenging food matrices
‘Completely new diagnostic platform’ could prove to be a valuable clinical tool for detecting exposure to multiple viruses
Provides improved thermal stability for stored materials, risk mitigation advantages, and processes that are documented and repeatable
Patient safety is a key focus in update of ISO 14155, the industry reference for good practice in clinical trials.
Despite being far from campus because of the pandemic, some students are engineering a creative way to stay connected
Good quality is adding an average of 11 percent to organizations’ revenue growth
Further enhances change management capabilities
Stereotactic robot helps identify target and deliver electrodes to target with submillimetric accuracy

More News

Sharona Hoffman

Health Care

Physician Burnout: Why Legal and Regulatory Systems May Need to Step In

Record keeping, regulations, and cost-cutting have taken their toll on a prestigious occupation

Published: Wednesday, September 11, 2019 - 12:01

A career as a physician has traditionally been considered to be among the best vocations that talented students can pursue. That may no longer be the case. All too many doctors report that they are unhappy, frustrated, and even prepared to leave the profession.

That should worry all of us. The physician burnout crisis is likely to affect our quality of care and our access to healthcare providers.

According to a recent study, 44 percent of U.S. doctors suffered at least one symptom of burnout, and some studies have identified even higher burnout rates. By contrast, researchers have found only a 28-percent burnout rate in the general working population.

In a forthcoming article, I argue that physician burnout is as much a legal problem as it is a medical one. Many laws and regulations protect the health and welfare of U.S. workers. This is particularly true when public safety depends on those jobs. Regulations limit the work hours of air traffic controllers, pilots, flight attendants, and other transportation workers so they are well rested on the job.

Likewise, physicians have safety-critical jobs because patients routinely put their lives in doctors’ hands. That’s why I believe policymakers must turn their attention to the needs of doctors.

Understanding physician burnout

Burnout, characterized by emotional exhaustion, loss of identity, and dissatisfaction with work accomplishments, is commonly measured by a tool called the Maslach Burnout Inventory.

Physician burnout can be ruinous for both doctors and their patients. Burnout can lead to depression, insomnia, addiction, and even thoughts of suicide. Profoundly unhappy and unwell physicians, in turn, may have difficulty concentrating at work and providing high-quality medical care. In addition, they may opt to leave clinical practice or reduce work hours in order to alleviate stress. Because our population is aging, and the United States is already experiencing physician shortages, and a shrinking physician workforce would be of grave concern.

What is causing physician burnout? Electronic health record systems are partly to blame. In the paper era, doctors could jot down notes at their discretion or dictate notes that assistants would type. But now they must work directly with computers and meet extensive record-keeping demands. Documentation takes as much as 50 percent of physicians’ time, including “pajama time”—hours spent during evenings and weekends.

For example, according to one study, emergency room physicians went through 4,000 mouse clicks in a 10-hour shift. Some doctors feel that they have evolved into “unhappy data-entry clerks.” Some also feel that they provide more treatment to the computer than to the patient in the examination room.

In addition, physicians face many regulatory and administrative burdens. Electronic health record systems are accompanied by “meaningful use” regulations with which physicians must comply. These regulations require clinicians to show that they are using certified electronic health record technology in particular, measurable ways.

Doctors also spend time on many insurance-related matters for which they do not receive compensation. These include eligibility verification, billing, prior authorization, appeals of coverage denials, and more. Furthermore, physicians must report a multitude of quality and performance measures to regulators and insurers.

In addition, physicians are under pressure to generate revenues. Today, fewer than 50 percent of physicians work independently. More typically, doctors are employed by healthcare organizations such as hospitals or hospital-owned practices. Employers often induce physicians to see more patients and meet financial targets, even tying their salaries to productivity.

All of these obligations result in physicians being unable to spend adequate time face to face with patients. The average primary care visit is only 15 to 20 minutes. That often is not enough time for a doctor to listen to, examine, diagnose, and provide thorough explanations to patients.

As the population ages and more people develop multiple and complex health problems, physicians need more time to assess patients and coordinate their care. Doctors who feel that they are short-changing patients are likely to be frustrated and unhappy. The rushed patient visit is thus another significant contributor to physician burnout.

Addressing physician burnout

What can be done to combat physician burnout? Several legal steps can be taken.

First, regulators should streamline the regulations that apply to physicians. For example, required quality measures can be pared down to focus on those related to treatment outcomes. Physicians should not be asked to collect data if they cannot clearly be put to practical use.

Second, regulators should revisit the process for certifying electronic health record systems. The certification process should include extensive usability testing, which is currently lacking. Electronic health record systems must be as user-friendly and easy to operate as possible. They must help physicians work more efficiently and avoid mistakes rather than being a burden that contributes to burnout.

Third, regulations should require healthcare employers to assess physician wellness periodically. This can be done using the Maslach Burnout Inventory or a similar tool.

Employers who learn of high burnout rates in their workforces will presumably be motivated to address the problem. They might offer physicians more flexible schedules to enhance work-life balance. They might also hire additional staff to assist physicians with administrative tasks. Professionals known as “scribes” can be particularly helpful. Scribes shadow physicians and do much of the data entry work for them. Medicare could create incentives for healthcare employers to implement interventions by awarding bonus points for reduced burnout rates. Bonus points can translate into higher payment amounts for healthcare providers.

A physician burnout rate of 44 percent or higher is a public health crisis. It is dangerous for both physicians and their patients. Burnout is a problem that demands urgent attention and that policymakers cannot afford to ignore.

This article is republished from The Conversation under a Creative Commons license. Read the original article.


About The Author

Sharona Hoffman’s picture

Sharona Hoffman

Sharona Hoffman is a professor of health law and bioethics at Case Western Reserve University.