How to Avoid Physician Burnout

There are many ways to improve patient care, but like most things, the best place to start is the source. For anyone to take care of someone, they must first take care of their self, and physicians are not exempt to this golden rule. Physician burnout is professional weariness whereby an individual becomes exhausted and is no longer interested in their career. It enhances a feeling of inadequacy, and the physician losses their interest in attending to patients. Related signs include migraine, sleeping disorders, pressure, impended memory, and the sudden loss of interest in work. In many circumstances, the disorder is marked by one getting exhausted physically and morally distressed. 

The problem 

Burnout is a risk to physicians and patients because it affects the performance of an individual and how they relate to patients. Healthcare providers who experience burnout undergo difficulties in understanding their tasks (Dyrbye & Shanafelt, 2016) . They have been found to commit errors or pay less or no attention to their patients and their needs. The individual becomes less motivated or loses the passion they once had to perform their duties. Such physicians may develop memory loss and may become incapable of providing the expected tender care to their patients. Individuals seeking health care services become more exposed to medical hazards as the physicians become worn out and lose their concentration while performing tasks. Anyone can experience this burnout from nurses to techs, and even leaders in healthcare facilities. When any member of a healthcare team is not performing well, the whole team can suffer, including the patient. 

Work performance is highly affected by physician burnout disorder (Schooley et al., 2016). M edical practitioners who are unable to focus and experiencing other symptoms of burnout delegate their patient care duties and are unable to fill their role properly on any healthcare team. It enhances a feeling of withdrawal from patients, which results in poor performance and even poor quality of care. High mortality rates are related to cases of physician burnout (Wright & Katz, 2018) . Anyone who undergoes this condition shows a lack of interest at work and are reluctant to deliver high-quality medical care. A working environment that experiences poor patient care may become discouraging. 

Intervention 

High physician burnout levels result from working conditions and nurses’ appraisal of quality healthcare, among other factors. The healthcare provider’s commitment, background, aspirations, icons, stress levels, and tolerance levels are other risk factors associated with the condition. External factors such as loss of autonomy, giving more attention to data than to patients and physicians’ feeling that they are less powerless can become too overwhelming for medical practitioners. When the focus is more on the data entry and admin actions, it leads to much less time with patients. The affected healthcare providers undergo physical, spiritual, and emotional challenges. Some may be forced to drop medicine as a career which can be a risk factor that can cause more stress, those who choose to continue practicing medicine can develop bad characters such as abuse of drugs and alcohol, engage in unhealthy relationships and the attempt to commit suicide. 

Control 

One step to help resolve physician burnout is taking advantage of technology and ways it can eliminate time-consuming data/admin work (Shanafelt & Noseworthy, 2017) . This is a way of making the staff more familiar with things like EHR implementation, new healthcare technologies, changes in clinical duties, and other new implementations that physicians may not be familiar with. The hectic lessons that come along with new healthcare technologies and changes in clinical duties may take adjustments for physicians to adopt, and this may reduce productivity in the delegation of their duties without proper management. 

Healthcare providers should come up with ways of offering mutual support to each other. They should engage in stress-free training and make use of cognitive behavior therapy. Workers who have hectic data entry workload can initiate the use of scribes to minimize their work and boost the hectic workload. This will enhance nurses’ satisfaction with patients and improve the quality of services to ensure maximum satisfaction from patients. It is a team effort when it comes to patient care, and part of being on a team is taking care of each other. 

Outcome 

By incorporating medical scribes into office visits, the practice will enhance the patient-provider relationship, which can ensure satisfaction at work. Federal reporters should spend more time interacting with patients instead of using computers, which enhances the anti-social behavior. By medical scribes interacting one-on-one with patients during patient visits, physicians can develop good personal relationships with their patients. 

The administrative burden is a factor that contributes to physician burnout problem (Shanafelt, Dyrbye & West, 2017). Federal documentation should be made simpler for physicians so that they can get more time to interact with patients. Through the implementation of software that recognizes the voice, physicians will spend less time to compile clinical reports rather than the long process initiated through typing notes. Such notes, however, require thorough reviews to ensure accuracy. EHP interfaces should be specialized in order to enhance the satisfaction of healthcare providers with electronic programs and systems. Consideration is given to universal systems to reduce waiting for records or ordering the unnecessary test. This is an administrative action that could reduce the workload as well. 

In conclusion, the loss of autonomy, spending more time on inputting data instead of patients, a sense of inadequacy, and technology can lead physicians to become overwhelmed. This has forced a significant number of healthcare providers to resign and increases the stress levels of the ones who opt to remain in the profession that leads to additional issues such as the physician shortage in the United States. Higher levels of burnout out within providers impact the quality of care patients receive as well as the workplace. In order to ensure effectiveness in healthcare, physician burnout should be reduced by addressing possible problems in the work environment. 

Questions 

This paper will address the following research questions; 

What is physician burnout? 

What are the factors causing physician burnout? 

What are some of the proposed solutions to combat physician burnout? 

How can these proposed solutions be implemented? 

Literature Review 

West et al., (2018) asserts that physician burnout is a global problem that presents with a trident of factors including emotional exhaustion, reduced personal accomplishment, and depersonalization. In furthering the effects of physician burnout, the authors say, "Rates of burnout symptoms that have been associated with adverse effects on patients, the healthcare workforce, costs, and physician health exceed 50% in studies of both physicians-in-training and practicing physicians" (West et al., 2018). Wiederhold et al., (2018) provide a more comprehensive assessment of the problem by noting that burnout is a significant problem for physicians, which affects their quality of life and contributes to a deteriorating quality of care. The authors define burnout as a prolonged response to severe interpersonal and emotional stressors in one's occupation. It stems from a significantly strong asymmetrical relationship displayed between the giver and the receiver. Some of the most common signs of burnout as described by the authors include disillusionment, loss of work meaning, and a sense of hopelessness. These factors can affect performance in patient care as well as the teams and organizations these healthcare providers are a part of and their home lives as well. 

Wiederhold et al. go ahead to provide statistical evidence as part of the process of proving the extent and severity of the issue. They say, "An estimated 22% of physicians in the USA, 27% of physicians in Great Britain, 20% of physicians in Germany and between 22% and 32% of physicians in Italy, are estimated to suffer from burnout" (Wiederhold et al., 2018). The authors believe that burnout has a wide range of associated problems, including absenteeism, lowered productivity, job turnover, and most fundamentally, reduced quality of patient care. The article closes by suggesting organization-directed interventions that seek to eliminate job stressors, thus contributing to long-term results. Eliminating some of these stressors could lead to happier work environments, more job satisfaction, as well as improved wellness for the providers who care for others. Fred & Scheid (2018) further the discussion on physician burnout and the impact it has on the mental wellness of healthcare providers. The authors describe the problem as emotional exhaustion where a professional no longer draws a sense of meaningfulness in their work and view patients and colleagues as mere objects rather than human beings. Disassociation and being disconnected are signs of burnout that lead to healthcare providers views of people changing. The physicians at the highest risk of the burnout include the ones working in family medicine, emergency medicine, and general internal medicine. 

Fred & Scheid delve into the statistical implications of the issue by identifying the monetary ramifications of the burnout. The two asserts, "When physicians leave the field, the practice loses $500,000 to $1,000,000 of revenue. This loss is even greater in high-paying specialties. To recruit a replacement costs an additional $90,000" (Fred & Scheid, 2018). The authors believe that solution, as regards the problem of burnout, requires a stress-reduction training program. Based on research conducted between 2011 and 2014, Fred & Scheid (2018) assert that approximately 28% of the general physician population experience burnout problems. Several personal initiatives must be taken to prevent the severity of the physician burnout. They include improving wellness and resilience, mindfulness, self-care practices such as exercise, and an increased sense of self-awareness (Singh & Marlowe, 2019). Patel et al. (2018) continue with the comprehensive coverage of the problem. According to the authors, emotional exhaustion characterizes the problem. An individual feels that both their physical and emotional resources are depleted. Many forget to take care of their selves when taking care of others. It can be difficult for someone who helps others to acknowledge they may need help as well — making it less likely for them to seek treatment. Focusing on stress reduction program initiatives that teach mindfulness habits, self-care tips, and resilience skills provide useful tools as well as starts the conversations to normalize the idea it is okay not to be okay. 

As a result, of providers feeling depleted or emotionally drained it is easier for an individual to develop cynical, negative, and hostile attitudes that are, in turn, directed to the patients or other co-workers. The authors provide a statistical outlook of the problem when they say, "Numerous studies have shown that 25%–60% of physicians report exhaustion across various specialties" (Patel et al., 2018). A recent survey conducted in the US showed that out of the 6880 physicians aged between 35 and 40 years, 54.4% had at least one symptom of burnout (Patel et al., 2018). The article supports change interventions, including assertive training, mindfulness training, and overall creation of a healthy environment. Kumar, (2016) asserts that physicians are continuously exposed to high levels of stress in their daily endeavors, which could ultimately lead mental disorders, suicide, substance abuse, and the impairment in function. The author goes ahead to indicate that burnout can be as a result of the straining relationship between the patient and the doctor. Statistically, the author concludes that the prevalence of the physician burnout is around 46% based on studies conducted in the US. Kumar (2016) outlines several interventions that could be used to stop the problem, including modifying the organizational structure and stress reduction among doctors. 

Dewa et al. (2017) focused on the impacts of physician burnout on the patient through the lenses of safety and acceptability. Collier (2017) asserts that the physician burnout costs the US about $200 million every year. Despite this, physician burnout is one of the most reversible psychological problems that could affect the doctors in their care setting. Collier believes that the single most important attribute that physicians should have as regards dealing with the problem of burnout is self-awareness. Being able to identify signs earl and to know skills and or resources to help burnout prevention are all part of being self-aware. Drummond (2015) believes that physician burnout is an epidemic in the US that cannot be underestimated. In discussing the prevalence of the disease, Drummond, (2015) says, "Numerous global studies involving nearly every medical and surgical specialty indicate that one in every three physicians is experiencing burnout at any given time." Some of the consequences of burnout that the author identifies include lower patient satisfaction, deteriorated quality, higher medical errors, staff turnover, and physician suicide. In further delving into the epidemiology of the problem, Drummond (2015) explains that the rate of suicide among physicians is greater than in the general population. 

Drummond (2015) concludes by providing a rationale for prevention. The author suggests two fundamental factors that could limit the burnout, including lowering the stress levels and improving one's ability to recharge energy accounts. Rodrigues et al. (2018) continue with comprehensive insights into the problem. Just like the other authors, they define the burnout as "A psychological syndrome that is very common among medical residents. It consists of emotional exhaustion (EE), depersonalization (DP), and reduced personal accomplishment (PA)" (Rodrigues et al., 2018). In the research conducted by the authors, they conclude that the rates of burnout syndrome tend to be higher in the surgical and urgency residencies compared to the clinical specialties. Increase in stress and obstacles contribute to higher rates. It is also more difficult to replace specialties providers once they leave the organization. According to the article, the level of prevalence has reached epidemic levels with an estimated rate of 50%. Secondly, the authors delve into the economic toll of the healthcare industry as the associated costs of replacing a physician is about three times their annual salary (Rodrigues et al., 2018). 

Several risk factors are associated with the occurrence of the physician burnout. Other than interpersonal skills such as resilience, self-awareness, and emotional intelligence, age can also be a fundamental issue. Hoffman & Bonney (2018) have fronted research that seeks to analyze the severity of the problem among junior doctors. It is common knowledge or easy to identify that less experienced medical practitioners can experience many new of challenges, especially as regards coping in their new work environment, around new people, and utilizing or applying their skill set. The research focused on junior doctors living in Australia and the obstacles they encountered. According to the study, junior doctors experienced significant levels of stress and burnout. The causes of stress and burnout were multifactorial. Hoffman & Bonney (2018) say, "The junior doctors were aware of burnout prevention strategies but were not always effectively undertaking them." This is a common struggle in many careers that are high in stress, even when individuals are trained, it can be difficult to use that training effectively to combat personal stress. The research focuses on some of the effects of physician burnout, including absenteeism and the reckless use of alcohol. The authors devote to address some of the common causes of the burnout, including the long working hours, excessive patient overload, and difficulty in rostering. It is therefore incumbent upon the healthcare industry to look for amicable solutions to the external factors that might lead to the psychological toll that sets the center-stage for the occurrence of the burnout (Shanafelt et al., 2017). 

Theoretical Overview 

The theory that can best solve the problem of physician burnout is known as the Self-Determination Theory (SDT). Reeve (2012) noted that the theory seeks to link a host of factors, including human motivation, personality, and optimal functioning. The theory focuses on two types of motivation, including intrinsic and extrinsic motivations. The theory was developed in the 1970s and 1980s and primarily focused on motivation (Teixeira et al., 2012). Extrinsic motivation emanates from external sources, while the intrinsic motivation originates from within. External sources of motivation include incentives such as recognition, accolades, awards, and respect. 

On the other hand, intrinsic aspects include interests, core values, and a person's sense of morality. Physician burnout strains three fundamental psychological resources, including competence, autonomy, and relatedness (Babenko, 2018). The ability to identify what motivates someone and apply it can reduce burnout in healthcare providers. 

One of the pillars of the ST theory revolves around the power of autonomy and the ability to motivate oneself. The difficult situations in the care setting, such as long working hours and a shortage of staff can adversely impact extrinsic motivation. It is in this regard that a physician must have self-determination, which provides them with the much-required platform to develop intrinsic motivation that enables them to overcome the challenges. The theory supports this project as it offers the basis for all the solutions given to physician burnout. Reduction of stress will solely depend on how individuals leverage their mental resources to come up with internal stimulation or motivation to complete difficult tasks 

Proposed Solutions 

There are numerous approaches employed to prevent or treat physician burnout. The solutions I propose in this paper involve preventing physician burnout from occurring and outlining a process for treatment. In order to prevent or reduce physician burnout, many tools can be employed. One of the solutions which I propose to prevent physician burnout involves creating a culture of safety. In order to build a culture of safety, physicians ought to be educated about the factors that lead to burnout as well as the risks associated. This would help individual physicians recognize if they affected by the epidemic. Through this, the physicians would be able to treat it. Healthcare system also needs to create an environment where burnout physicians can see the help. The organizations need to teach practitioners ways of preventing and treating stress and pressure for resolving everyday stressors in the work environment. 

In order to enhance mental health, it is paramount to make the healthcare environment free from stress. Thus, I propose a healthcare organization to create a culture of mindfulness, which refers to the ability of an individual being aware of the moment-to-moment feelings. Physicians and other healthcare providers ought to learn to be nonjudgmental as well as be mindful of their stress levels as well as the stress levels of those around them. In order to create a culture of mindfulness, organizations need to design a classroom environment aimed at mindfulness training. This would enable physicians to learn the factors that may trigger stress as well as learn how to combat the stresses promptly. 

Once burnout is recognized, it is important to deal with it by treating it. It is in line with this that I propose healthcare facilities to implement coaching and treatment methods. Healthcare organization ought to collaborate with stressed-out physician and put measures in place to treat and motivate their employees. This proposed solution would help increase physician self-awareness and help make healthcare organization supportive when dealing with burnout-physicians. 

Implementation Plan 

Obtaining Approval from IRB and Support from the Management and Staff 

Institution Review Board (IRB) is a board that is responsible for assessing research studies to guarantee the human participant taking part in the study as well as the organization conducting the research or implementing the project, are completely protected. The board reviews projects and researches that involve human participants. More specifically, the board examines the risks associated with participating in the study. In order to acquire approval for this research study, the researcher and the organization conducting the study will submit a complete proposal copy to the Institution Review Board. The copy will contain all the measures used for review at IRB. 

Since the research project requires financial support, especially when implementing the proposed solutions, it is important to receive full support and backing of the organization. In addition, the physicians, who are the main target of the research, are very important given the vital role they play in the implementation of the proposed solutions. Due to this fact, it is vital for them to understand the importance of the research as it aims at creating a stress-free environment to enhance their mental health. 

Description of the Issue of Physician Burnout 

Physician burnout is considered as one of the factors affecting work performance. Burnout affects the performance of an individual as well as how they relate to those around them. Burnout physicians undergo difficulties in understanding their tasks (Dyrbye & Shanafelt, 2016). Burnout physicians often make mistakes or commit errors in the workplace environment. They also pay little attention or no attention at all to their patients as well as their needs. Burnout makes physician stressed, and they may develop memory problems. As a result, they may not be able to provide the right care to their patients. 

Detailed Explanation of the Proposed Solutions 

For an organization to be able to prevent physician burnout successfully, it is necessary to create a culture of safety and a culture of mindfulness. Creating a culture of safety involves educating the physicians about the factors that lead to burnout and the risks associated. When the physicians are educated about the epidemic, they would be able to recognize its signs and be able to seek treatment or help. Healthcare organizations also need to teach practitioners how to prevent and treat burnout. A culture of mindfulness enables an organization to maintain an environment of stress reduction within the healthcare system. To achieve this, organizations need to design a classroom environment aimed at mindfulness training. The training should be aimed at teaching the physicians the factors that trigger burnout and ways to combat it. The other proposal put forward is the implementation of coaching and treatment methods. This would enable healthcare organizations to treat physician burnout once it is recognized. All these proposed solutions are meant to assist healthcare organizations in preventing, reducing, and treating physician burnout. 

The rationale for selecting the Proposed Solution 

For a successful fight against physician burnout, it is vital for healthcare organizations to develop strategies to prevent, reduce, and treat burnout. This research project identifies creating a culture of safety and a culture of mindfulness as some of the methods that can be employed to address physician burnout. It is necessary to educate physicians on the risks and causes of burnouts. It is important to identify the signs of burnout if the affected physician wants to reduce or treat it successfully. It is also important for the healthcare organization to ensure their physicians provide quality care to their patients. It is, therefore, necessary for healthcare organizations to invest in the practical education and treatment of physicians on burnout. By equipping the physicians with knowledge on the risks and causes of burnout, healthcare organization would be able to help their physicians recognize early signs, which would enable them to seek help and treat burnout. 

Evidence from Review of Literature 

Physician burnout is prevalent internationally, and according to West et al., (201) it includes emotional exhaustion, reduced personal accomplishment, depersonalization. Physician burnout negatively affects patients, healthcare workforce, costs, and physician health. It also contributes to a deteriorating quality of care in healthcare settings, results in absenteeism, job turnover, and lowered productivity. Many studies outline the common signs of burnout as disillusionment, loss of work meaning, and a sense of hopelessness. , "An estimated 22% of physicians in the USA, 27% of physicians in Great Britain, 20% of physicians in Germany and between 22% and 32% of physicians in Italy, are estimated to suffer from burnout" (Wiederhold et al., 2018). Kumar, (2016) asserts that physicians are continuously exposed to high levels of stress in their daily endeavours, which could ultimately lead mental disorders, suicide, substance abuse, and the impairment in function. It is due to these related issues that call for the prevention, reduction, and treatment of physician burnout. 

Description of Implementation Logistics 

The implementation of the project ought to take place in six phases. The first phase of the implementation of the project involves seeking approval from the IRB and the management of the organization. According to IRB guidelines, research studies, and a project that involve human participants ought to acquire its approval first. The support of the management of the organization is also vital to give humble time to contemplate as well as decide on the viability of the implementation of the proposed solutions. 

The second phase will take place after getting approval from IRB. This phase will involve the planning and design of the proposed implementation. This phase will develop strategies to be used when implementing the proposed solution. The phase will also cover the financial aspect, budgeting, and the resources required to implement the proposed solutions. The financial aspect will cover the means for acquiring the fund to implement the project. Budgeting will provide guidance to ensure the available funds for the implementation of the proposed solutions are effectively and efficiently used. 

The third phase will be composed of conducting research and analysis on the viability of the proposed solutions. This will be done after the design of the project. The challenges that may be encountered while implementing the project will be identified and analyzed. The solution to the anticipated challenges will also be outlined. The viability of the resources available for the implementation and sustainability of the project will be analyzed. The resource required will be gathered in this phase. 

The next step will be to educate the personnel involved in the implementation of the proposed solutions. A plan on how to integrate the program with the current organizational structure will be developed. This would be facilitated by conducting seminars on the implementation of the proposed solutions. All the involved parties would be educated and ensured that they are fully versed with the implementation process. 

The fifth phase is the actual implementation of the project, which will be done a year after obtaining approval, and the healthcare organization has provided the funds and resources required for the implementation of the proposed solutions. In this phase, the management of the healthcare organization will oversee the official launch of the implementation program as well as the early stages of the program. 

The last phase, which is the sixth phase, will focus on the evaluation of the implementation project. In this phase, the management of the healthcare organization will examine the success, financial sustainability, and viability of the project. This will be conducted a year after the project has been implemented. Based on the performance of the project, a recommendation will be made on whether to continue with the project or make an adjustment to make it more suitable in the prevention, reduction, and treatment of burnouts. 

Evaluation Plan 

Process evaluation, impact assessment, and outcome evaluation will be conducted to evaluate the implementation program. The process evaluation will examine if the implementation program was carried out as planned. This would help identify the strengths and weaknesses of the program, which would, in turn, help make improvement where needed. When carrying out process evaluation, the main aspect that would be looked at is the running of the program. The main indicator that will be measured is the running of the program. If the program is running as planned, then it successful. If the program is not running as planned, then necessary changes will be made to ensure that improvements are made. 

To gauge if the program is running effectively, a sample of physicians will be randomly selected and interviewed regarding the implementation process. The physicians will be asked if the organization has created a culture of safety and mindfulness. They would also be asked if the organization has put measures in place to coach and treat burnout physicians. The results obtained will then be analyzed to see if the project is running as expected. 

The impact assessment will determine whether the implementation of the proposed solutions has brought about a change. Here the change that has been brought about by the project will be evaluated. The main indicator that will be measured in the impact assessment is the perception of the physician on the change brought in the organization. The evaluation will be composed of open-ended questions aimed at assessing the physicians’ perceptions. The physicians will be asked twice, at the start and end of the program, if the program is or was good and if it will or has brought a positive change in the organization. The physicians will be asked to rate the programme using a scale of 1 to 5. A high score will indicate that the majority of the physician perceives the programme to be good and that it will a positive change in the organization. 

Lastly, outcome evaluation will evaluate the outcome of the program. This will help to see if the program was successful. Open-ended questions questionnaires will be used to evaluate the impact of the project. The participants will be asked questions regarding the program. Two key questions which be asked are, “Did I do it?” and “Did it work?” Outcome evaluation will determine if the programme has managed to reduce physician burnout in the workplace. More specifically, the open-ended question will be aimed at evaluating whether the program has managed to prevent, reduced, and treat physician burnout. Measuring a change in outcomes is arguably the best way to determine if a programme has actually made a difference. 

Overall, the results of the evaluation to yield positive results. Positive results would indicate that the programme is successful and is helping the organization reduce physician burnout in the workplace environment. This would mean that the quality of healthcare in the organization would improve. This is because it has been proven through studies that physician burnout result absenteeism, high job turnover, and decline in individual performance. 

Dissemination Plan 

The healthcare environment is currently facing numerous challenges. Among the challenges is the reduction of quality of care caused by a wide range of factors. One of the key factors which result in poor healthcare quality is the epidemic of physician burnout. It is in line with this that this research aimed at analyzing the issue of physician burnout as well as proposing a solution to prevent, reduce, and treat burnout in the healthcare setting. The findings of this research will be very helpful to a healthcare organization. It is due to this fact that I plan to present the findings of my research at the healthcare organization I am undertaking the study as well as present it in other fields. It is vital for the healthcare organization that has helped me complete my research to know the findings and implications of the study. 

I will also present my finding to local healthcare organizations and hold ‘knowledge cafes’ to enable supportive and critical discussions of the finding and implications of my research. This will involve healthcare professionals, patients, and other mix of stakeholders who will help collaboratively explore how the findings of my research will fit with the current structure of the healthcare organization. The knowledge cafes will also help deliver the prospect to reflect if the findings of the research will lead to new intervention to improve the healthcare environment. The knowledge cafes will help generate actionable messages as well as recommendations for wider dissemination, including professional conferences and journals. After revising the finding of the research and also understanding the implications of the findings, a multi-faceted approach will be used to disseminate the findings of the research. One of the venues that I would like to present the findings of my study most is professional journals. 

My main goal is to present the findings of the study in the Journal of Internal Medicine. The journal covers a broad spectrum of issues related to healthcare. The journal has published several articles to illustrate their breadth and depth understanding of numerous fields related to medicine. Since my paper covers a critical issue in healthcare, I plan to disseminate my work to this journal. By disseminating my work to The Journal of Medicine, I expect my research to benefit healthcare organizations as well as be used by experts in their studies. By submitting the findings of my research to The Journal of Medicine , the findings can be reviewed by professional scholars and be used as reference material. 

Additional dissemination will occur at conferences, such as healthcare conferences and science education conferences. I choose to disseminate my work at these conferences because the conferences cover critical issues in healthcare settings, such as the one covered in my research. One major professional conference in which I plan to present the findings of my study is the Healthcare Systems Research Network Conference (HCSRN) . The aim of HCSRN to highlight the findings of research projects and research studies and inspire people to join forces in research efforts to improve healthcare in hospitals and other organizations. 

Conclusion 

Physician burnout is prevalent internationally. The epidemic has negative effects on individual physicians, patients, and healthcare organizations and systems. Numerous factors cause physician burnout. Some of these factors include excessive workload, healthcare organizations and systems, and physician-level factors. In order to prevent burnout, a cultural change, mindfulness training, and physician coaching and training in the healthcare system ought to be undertaken. The strategies to prevent physician burnout need to be intended to enhance the daily lives of physicians as well as those of the patients. Individual physicians and healthcare systems should view the issue of physician burnout as a shared responsibility. This would help physicians address the issue while ensuring healthcare organization provides quality healthcare for patients as well as for public health. 

References 

Babenko, O. (2018, March). Professional well-being of practicing physicians: The roles of autonomy, competence, and relatedness. In Healthcare (Vol. 6, No. 1, p. 12). Multidisciplinary Digital Publishing Institute. 

Hoffman, R. I., & Bonney, A. D. (2018). Junior doctors, burnout and wellbeing Understanding the experience of burnout in general practice registrars and hospital equivalents. 

Rodrigues, H., Cobucci, R., Oliveira, A., Cabral, J. V., Medeiros, L., Gurgel, K., ... & Gonçalves, A. K. (2018). Burnout syndrome among medical residents: A systematic review and meta-analysis. PloS one, 13(11), e0206840. 

Drummond, D. (2015). Physician burnout: its origin, symptoms, and five main causes. Family practice management, 22(5), 42-47. 

Collier, R. (2017). Physician burnout a major concern. CMAJ: Canadian Medical Association Journal, 189(39), E1236. 

Dewa, C. S., Loong, D., Bonato, S., & Trojanowski, L. (2017). The relationship between physician burnout and quality of healthcare in terms of safety and acceptability: a systematic review. BMJ Open, 7(6), e015141. 

Kumar, S. (2016). Burnout and doctors: prevalence, prevention, and intervention. In Healthcare (Vol. 4, No. 3, p. 37). Multidisciplinary Digital Publishing Institute. 

Patel, R., Bachu, R., Adikey, A., Malik, M., & Shah, M. (2018). Factors related to physician burnout and its consequences: A review. Behavioral Sciences, 8(11), 98. 

Singh, R., & Marlowe, D. (2019). Provider Burnout. In StatPearls [Internet]. Stat Pearls Publishing. 

Wiederhold, B. K., Cipresso, P., Pizzioli, D., Wiederhold, M., & Riva, G. (2018). Intervention for physician burnout: A systematic review. Open Medicine, 13(1), 253-263. 

Fred, H. L., & Scheid, M. S. (2018). Physician Burnout: Causes, Consequences, and (?) Cures. Texas Heart Institute Journal, 45(4), 198-202. 

West, C. P., Dyrbye, L. N., & Shanafelt, T. D. (2018). Physician burnout: contributors, consequences, and solutions. Journal of internal medicine, 283(6), 516-529. 

Teixeira, P. J., Carraça, E. V., Markland, D., Silva, M. N., & Ryan, R. M. (2012). Exercise, physical activity, and self-determination theory: a systematic review. International journal of behavioral nutrition and physical activity, 9(1), 78. 

Reeve, J. (2012). A self-determination theory perspective on student engagement. In Handbook of research on student engagement (pp. 149-172). Springer, Boston, MA. 

Shanafelt, T. D., Dyrbye, L. N., & West, C. P. (2017). Addressing physician burnout: the way forward. Jama, 317(9), 901-902. 

Dyrbye, L., & Shanafelt, T. (2016). A narrative review on burnout experienced by medical students and residents. Medical education , 50 (1), 132-149. 

Schooley, B., Hikmet, N., Tarcan, M., & Yorgancioglu, G. (2016). Comparing burnout across emergency physicians, nurses, technicians, and health information technicians working for the same organization. Medicine , 95 (10). 

Shanafelt, T. D., & Noseworthy, J. H. (2017, January). Executive leadership and physician well-being: nine organizational strategies to promote engagement and reduce burnout. In Mayo Clinic Proceedings (Vol. 92, No. 1, pp. 129-146). Elsevier. 

Shanafelt, T. D., Dyrbye, L. N., & West, C. P. (2017). Addressing physician burnout: the way forward. Jama , 317 (9), 901-902. 

Wright, A. A., & Katz, I. T. (2018). Beyond burnout—redesigning care to restore meaning and sanity for physicians. New England Journal of Medicine , 378 (4), 309-311.