Burnout Prevention & Intervention


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Time in the bank: A Stanford plan to save doctors from burnout External Link

"This pilot program at Stanford allows physicians to “bank” hours they spend mentoring others or serving on committees. Those hours can then be used as credits for child care, dry cleaning pickup, ready-made meals, housekeeping and handyman services. Preliminary results are promising, and suggest that the program has increased job satisfaction, improved work-life balance and reduced turnover."

The Business Case for Investing in Physician Well-Being PDF

Understanding the business case to reduce burnout and promote engagement as well as overcoming the misperception that nothing meaningful can be done are key steps for organizations to begin to take action. Evidence suggests that improvement is possible, investment is justified, and return on investment measurable. Addressing this issue is not only the organization’s ethical responsibility, it is also the fiscally responsible one.

Increasing Resident Wellness Through a Novel Retreat Cirriculum PDF

Of the 25 residents who participated in the retreat, 21 (84%) returned the post-retreat survey (one participant returned a survey leaving the ranking questions incomplete). This low-cost event received high satisfaction ratings in regard to team-building, resident bonding, and faculty-resident bonding. This novel retreat proved to be a low-cost and easily implemented activity with which the residents expressed high levels of satisfaction.

Interventions to Prevent & Reduce Physician Burnout: A Systematic Review & Meta-Analysis PDF

Published in the Lancet. Interpretation: The literature indicates that both individual-focused and structural or organizational strategies can result in clinically meaningful reductions in burnout among physicians.

A Roadmap for Restoring Joy & Purpose to Medicine PDF

This is the written documentation of the outcomes from the November 2015 retreat designed to explore, discuss, and refine ideas for solutions for stemming the tide of healthcare provider burnout and its impact on caregivers and their patients.

Preventing Physician Distress & Suicide PDF

This AMA module teaches the four steps for identifying at-risk physicians and facilitating access to appropriate care, answers common questions about physician distress and suicidal behavior, and offers tools to help your organization prevent physician distress and reduce the risk of suicide.

Improving Professional Satisfaction and Practice Sustainability Through Office Transformation PDF

This resource covers the current changes in the practice environment and payment reform as a context for practice transformation and explores some of the causes for physician burnout and its consequences.

Put Your Own Mask on First: A Resilience Review for Physicians PDF

This module aims to help physicians help themselves and others regarding burnout knowing what it looks and feels like and what it costs.

Breathe Out: A Randomized Controlled Trial of a Structured Intervention to Improve Clinician Satisfaction with “Difficult” Visits PDF

The study results and conclusions: The BREATHE OUT intervention improved the PSS score (P .02) in the intervention group compared with the usual care group. Female practitioners reported worse PSS scores compared with their male counterparts despite whether they used BREATHE OUT (P .009). Application of the BREATHE OUT questionnaire before and after visits improved clinician satisfaction with difficult patient encounters.

From Triple to Quadruple Aim: Care of the Patient Requires Care of the Provider PDF

Abstract: The Triple Aim - enhancing patient experience, improving population health, and reducing costs - is widely accepted as a compass to optimize health system performance. Yet physicians and other members of the health care workforce report widespread burnout and dissatisfaction. Burnout is associated with lower patient satisfaction, reduced health outcomes, and it may increase costs. Burnout thus imperils the Triple Aim. This article recommends that the Triple Aim be expanded to a Quadruple Aim, adding the goal of improving the work life of health care providers, including clinicians and staff.