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 the manner in which 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. The individual becomes less motivated 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 on their duties. Nurses may develop a negative mindset towards patients due to lack interest in their duties. Leaders in healthcare facilities may become unable to coordinate and correspond. This may lead to loss of appropriate data that may be of significance to the healthcare facility.
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Work performance is highly affected by physician burnout disorder (Schooley et al., 2016). This because medical practitioners becomes exhausted to delegate their patient care duties. It enhances a feeling of withdrawal from patients which results to poor performance at work. High mortality rates are related to cases of physician burnout (Wright & Katz, 2018) . Nurses who undergo this condition show 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, their 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. 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
Burnout can be resolved by physicians taking part in EHR training (Shanafelt & Noseworthy, 2017) . This is a way of making the staff to become more familiar with 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 be too much for physicians to adopt and this may reduce productivity in delegation of their duties.
Healthcare providers should come up with ways of offering mutual support to each other. They should engage in stress-free trainings 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.
Outcome
By incorporating medical scribes into office visits, the practice will enhance 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 documentations should be made simpler for physicians so that they can get more time to interact with patients. Through the implementation of soft wares that recognize 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 EHP systems. This is because physicians struggle to comprehend the operation of EHP soft wares that provide important information that is necessary in the work environment.
In conclusion, the loss of autonomy, over dependence on computer data, a sense of inadequacy and EHRs that are not aimed to deal with patient care problems have enhanced an environment whereby medical practitioners together with medical student 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. The remaining health care providers will not be in a position to provide adequate health care to satisfy the patients’ needs. Higher levels of burnout are enhanced by the healthcare practitioner’s care quality rating as poor. In order to ensure effectiveness in healthcare, physician burnout should be reduced by addressing possible problems in the work environment.
References
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.
