By: Rma Lara Polce, Biology & Society ‘2026
Five hours of sleep, thirteen-hour shifts, and copious caffeine consumption are hallmarks of many healthcare workers. From a lack of resources to inefficient utility management, many of our physicians are facing the highest levels of burnout in the last century, with as many as 68% reporting symptoms of burnout in 2021 [1]. Yet, the problem applies to providers at all levels of clinical teams. For example, in 2023, one study found as many as 91.1% of nurses reported feeling a high level of burnout [2]. These strenuous conditions translate into worsened patient care, too, as the vacancy and turnover rates grow, with RN vacancy rates around 15% in 60% of hospitals nationally [3]. With all these negative projections for the healthcare field, the real question we need to address is: what can be done?
The solution on paper seems very clear: increase mental health resources for medical staff and regulate shift lengths. The problem with these simple solutions is that they are not enough. In 2021, one out of every ten physicians reported they had considered or attempted suicide, and 24% of doctors reported having clinical depression [4]. So what can we do to help those who have dedicated their lives to aiding others?
Sixteen minutes and fourteen seconds – the average time a physician spends using an electronic health record system for each patient [5]. As the patient load increases, the time doctors and healthcare professionals spend on non-clinical tasks continues to rise, leading to lower engagement levels for doctors with their work, which in turn results in burnout [8]. The easiest way to combat this is to delegate these tasks to other healthcare team members, such as scribes. This solution proves sufficient, as one study found that increased use of scribes in plastic surgery practices decreased physician workload and costs while improving efficiency [6]. However, this solution comes with complications, as only 55% of scribes are trained by the practices they work for [7]. The lack of investment in these clinical team members is counterproductive; healthcare professionals at all levels must realize that in order to reap the benefits of delegation, proper training is needed. To combat healthcare burnout, the medical team has to commit to growth and improved efficiency together.
There are many ways to foster positive work environments that increase the dialogue between clinical team members. For example, multiple studies have found that solid mentorship and leadership improve the opinions healthcare workers hold about their workplaces, which in turn increases job satisfaction [6, 9-10]. This increase in positive associations with the workplace can act as a preventative measure of physician burnout [8]. Additionally, introducing social events such as celebrations and team-building exercises can increase the sense of community within the healthcare workforce and has been shown to decrease burnout in physicians [6]. For example, exercises like frequent conversations between resident physicians and senior surgeons to discuss case studies and interpersonal skills have been demonstrated to help protect against burnout in plastic surgery residents [11].
These simple workplace improvements of increased training and intra-office dialogue go a long way to foster a more cohesive and engaging environment, protecting our healthcare workers from burnout.
Despite potential preventative measures, it is still essential to address what can be done to resolve those already experiencing burnout. The first possible solution is to encourage the extensive use of clinical team resources. For example, at the University of California San Francisco Medical Center, managers who oversee phone calls and online communications are provided with “triage playbooks,” which include basic information about various medical specialties [12]. These documents enable the nonphysician members of the clinical team to effectively and efficiently handle common questions and concerns [12]. This allowance will provide physicians and nurses with more time to allocate to treating patients and dealing with the patient volume on hand instead of answering basic inquiries.
Another solution is to promote widespread mindfulness and education programs for nurses and other clinical members. When struggling with mental health and burnout, it is common for providers to feel alone; the inclusion of widespread support systems allows staff to seek support without feeling singled out. Also, professionals, like nurse educators, are trained to provide nurses with stress-coping strategies that can help alleviate the negative work-related emotions they feel [13]. Furthermore, primary care physicians subjected to mindfulness training demonstrated improvements in well-being and patient-centered care in the short and long term[14], underscoring the importance of teaching these practices to healthcare workers.
Stopping burnout in healthcare workers means starting at the source. Without proper training, communication, and resource management, it’s easy for burnout to set in; however, there are preventative and retroactive measures healthcare workplaces can take to ameliorate the conditions of providers across the country. Coming off of a global pandemic, continued research in this field is extremely important to protect those who protect us.
References
[1]Measuring and addressing physician burnout. (2023, May 3). American Medical Association. https://www.ama-assn.org/practice-management/physician-health/measuring-and-addressing-physician-burnout
[2]Galanis, P., Moisoglou, I., Katsiroumpa, A., Vraka, I., Siskou, O., Konstantakopoulou, O., Meimeti, E., & Kaitelidou, D. (2023). Increased Job Burnout and Reduced Job Satisfaction for Nurses Compared to Other Healthcare Workers after the COVID-19 Pandemic. Nursing reports (Pavia, Italy), 13(3), 1090–1100. https://doi.org/10.3390/nursrep13030095
[3]Hooper V. (2023). Nursing Post Pandemic: The Path Forward. Journal of perianesthesia nursing : official journal of the American Society of PeriAnesthesia Nurses, 38(1), 1–2. https://doi.org/10.1016/j.jopan.2022.12.001
[4]2022 physician suicide report: A bleak reality. (n.d.). MDLinx. Retrieved February 1, 2024, from https://www.mdlinx.com/article/2022-physician-suicide-report-a-bleak-reality/6dfsXJCfBxBteoxA44mDMG
[5]Physicians spend about 16 minutes on ehrs per patient visit. (2021). https://ashpublications.org/ashclinicalnews/news/4924/Physicians-Spend-About-16-Minutes-on-EHRs-Per
[6] Carrau, D., & Janis, J. E. (2021). Physician Burnout: Solutions for Individuals and Organizations. Plastic and reconstructive surgery. Global open, 9(2), e3418. https://doi.org/10.1097/GOX.0000000000003418
[7]Hagland, M. (2017, October). Drilling down into important issues around the use of medical scribes. Healthcare Innovation. https://www.hcinnovationgroup.com/population-health-management/article/13029305/drilling-down-into-important-issues-around-the-use-of-medical-scribes
[8]Kumar, S. (2016). Burnout and doctors: Prevalence, prevention and intervention. Healthcare, 4(3), 37. https://doi.org/10.3390/healthcare4030037
[9] Menaker, R., & Bahn, R. S. (2008). How perceived physician leadership behavior affects physician satisfaction. Mayo Clinic Proceedings, 83(9), 983–988. https://doi.org/10.4065/83.9.983
[10] Shanafelt, T. D., Gorringe, G., Menaker, R., Storz, K. A., Reeves, D., Buskirk, S. J., Sloan, J. A., & Swensen, S. J. (2015). Impact of organizational leadership on physician burnout and satisfaction. Mayo Clinic proceedings, 90(4), 432–440. https://doi.org/10.1016/j.mayocp.2015.01.012
[11] Chaput, B., Bertheuil, N., Jacques, J., Smilevitch, D., Bekara, F., Soler, P., Garrido, I., Herlin, C., & Grolleau, J. L. (2015). Professional Burnout Among Plastic Surgery Residents: Can it be Prevented? Outcomes of a National Survey. Annals of plastic surgery, 75(1), 2–8. https://doi.org/10.1097/SAP.0000000000000530
[12]Berry, L. L., Awdish, R. L. A., & Swensen, S. J. (2022, February 11). 5 ways to restore depleted health care workers. Harvard Business Review. https://hbr.org/2022/02/5-ways-to-restore-depleted-health-care-workers
[13] How to deal with nurse burnout: Coping strategies and tips. (n.d.). Duquesne University School of Nursing. Retrieved March 4, 2024, from https://onlinenursing.duq.edu/post-master-certificates/coping-with-nurse-burnout/
[14]Krasner, M. S., Epstein, R. M., Beckman, H., Suchman, A. L., Chapman, B., Mooney, C. J., & Quill, T. E. (2009). Association of an educational program in mindful communication with burnout, empathy, and attitudes among primary care physicians. JAMA, 302(12), 1284–1293. https://doi.org/10.1001/jama.2009.1384
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