By Kathryn E. Naumann, MS, operations manager, Department of Radiology, Mayo Clinic; Ronald Menaker EdD, MBA, CPA, FACMPE, MGMA member, operations administrator, Mayo Clinic; Jeffrey R. Leland, MA, manager – radiology value creation and project management, Mayo Clinic; and Laura C. Tibor, MBA, operations manager, Mayo Clinic
The American healthcare system faces many challenges such as the uninsured, staff shortages, technology changes, information security, regulatory burdens, quality concerns, legislative uncertainty and lower reimbursement levels. Pressures to control costs are also escalating as the aging population places more strains on organizations providing and coordinating financing for healthcare and healthcare providers.1
These forces are contributing to high levels of burnout for physicians expressed as depersonalization, emotional exhaustion and low sense of personal accomplishment.2,3 Individuals can address burnout by participating in activities that can help them cope with stressors impacting their work such as exercise, nutrition, sleep, stress management, spiritual practices, etc. Leaders can play a vital role by assessing workloads, efficiency, flexibility and autonomy for providers within the work unit and organization.4 These same interventions increase focus on achieving enhanced operational effectiveness and in helping to make physicians and leaders stewards of resources to optimize the patient experience and the financial performance that advances the organization’s mission.