The costs of physician burnout are well-documented: declining quality and patient outcomes; increased medical errors and malpractice; lower patient compliance and satisfaction; higher provider and staff turnover; and decreased provider professionalism and engagement. Like many organizations, Michigan Medicine (MM) was experiencing high levels of faculty burnout (42 percent according to internal surveys). Senior leadership found these levels unacceptable and launched an initiative to better understand the root causes of burnout and test the hypothesis that operational and transformational changes could measurably improve the faculty experience. Based on work with two pilot sites, leadership identified and committed to four organization-wide initiatives to address physician burnout.
Associate Director for Practice Optimization, Michigan Medicine