“The most effective methods in decreasing burnout rates come from individual-directed approaches that are supplemented by organizational-directed interventions, as evidenced by 19 studies (sample size: 1,550 physicians in the United States and worldwide) that show that physician-directed interventions alone were associated with important-but-small decreases in burnout.

These interventions included mindfulness-based stress-reduction techniques, educational interventions targeting a clinician’s communication skills and self-confidence, exercise or a combination of all. (American Association for Physician Leaders)

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“If we are going to make substantive progress in many of the problems facing our health care delivery system and the high prevalence of professional burnout plaguing US physicians, we must recognize the cultural dimensions to these challenges. This will require an honest appraisal and new dialogue at the level of our profession, our health care organizations, and the health care delivery system. Some may say such efforts are weakening the profession. They incorrectly will suggest that we are overstating the depth and breadth of the cultural problem and will focus only on artifacts rather than the fundamental issues related to a lack of trust in physicians and economic assertions that view physicians as units of production.

They will suggest that attending to self-care, acknowledging human limitations, and cultivating self-compassion mean advocating for lower standards, less commitment, and coddling of physicians and physicians in training. This predictable learning anxiety and the path to overcoming it to make meaningful progress are described in the systematic approach outlined above. It is time for an honest look in the mirror and beginning the important work to heal the culture of medicine for the benefit of our patients, our colleagues, and our profession.” (Mayo Clinic)

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“The leadership qualities of physician supervisors appear to impact the well-being and satisfaction of individual physicians working in health care organizations. These findings have important implications for the selection and training of physician leaders and provide new insights into organizational factors that affect physician well-being.” (Mayo Clinic)

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“I know, and I tell my students, mistakes are how we grow. We owe it to the patients we have seen in the past, to be better doctors tomorrow. What students and doctors learn from error determines the physicians they become. Fear and guilt are the marks of excellent doctors. How they handle those powerful emotions determine their ability to give the finest care.” (KevinMD)

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