Casey Virginia F, Schenk Jennifer L
OrthoCarolina.
The Physician Counsel, Charlotte, NC.
J Pediatr Orthop. 2020 Jul;40 Suppl 1:S38-S41. doi: 10.1097/BPO.0000000000001539.
Physician wellness is a much broader concept than physician satisfaction, although physician satisfaction tends to be the predominant form of measurement. The purpose of this paper is to offer some key strategies for building a culture of physician wellness in the unique setting of a large, private group of orthopaedic surgeons.
Organizational culture was assessed formally through validated physician satisfaction surveys and data gathered through the Patient Advocacy Reporting System (PARS program, and informally through organic, organizational initiatives, and responses. In addition, the authors continuously reviewed literature related to physician engagement, satisfaction and wellness, and organizational interventions designed to promote the same.
From 2014 to 2018, overall physician engagement improved and remained above the 90th percentile as compared with the vendor's database of over 95,000 physicians surveyed nationally. Physician resilience, a measure of the predictors of physician burnout, also improved from 2014 to 2018 and is now above the national physician average. During the same time period, significant improvement was noted as it relates to a physician's ability to disconnect and "recharge" outside of work (an important element of overall wellness). From 2016 to 2018, PARS interventions aimed at increasing professionalism and identifying at-risk physicians decreased by 23%.
At OrthoCarolina, we believe that developing a nurturing environment with good interpersonal connections is foundational to our success. Physicians within the group also report that supportive avenues such as mentor programs and organized activities outside of the workplace amplified the sense of connection and community within the physician group.
Organizational culture of a physician group is a key determinant of physician wellness. It is imperative to have the full support of the physicians within the organization and its leaders to promote and support a culture of wellness. Data-driven programs create awareness and foster curiosity, which in turn allows for the development of specific initiatives including informal, organic initiatives that build connection and community.
医生健康是一个比医生满意度更为宽泛的概念，尽管医生满意度往往是主要的衡量形式。本文旨在提供一些关键策略，以便在大型私立骨科医生集团这一独特环境中营造医生健康文化。
通过经过验证的医生满意度调查以及通过患者权益倡导报告系统（PARS项目）收集的数据，对组织文化进行正式评估，并通过自然的组织举措和反馈进行非正式评估。此外，作者持续查阅与医生敬业度、满意度和健康状况以及旨在促进这些方面的组织干预措施相关的文献。
从2014年到2018年，与供应商对全国95,000多名医生进行调查的数据库相比，医生的总体敬业度有所提高，并保持在第90百分位以上。医生心理复原力是衡量医生职业倦怠预测因素的指标，从2014年到2018年也有所提高，目前高于全国医生平均水平。在同一时期，医生在工作之外断开联系并“充电”的能力（整体健康的一个重要因素）有显著改善。从2016年到2018年，旨在提高专业素养和识别有风险医生的PARS干预措施减少了23%。
在卡罗莱纳骨科，我们认为营造一个具有良好人际关系的滋养环境是我们成功的基础。该集团内的医生还报告说，诸如导师计划和工作场所以外的有组织活动等支持途径增强了医生群体内部的联系感和社区感。
医生群体的组织文化是医生健康的关键决定因素。必须得到组织内医生及其领导者的全力支持，以促进和支持健康文化。数据驱动的项目能够提高意识并激发好奇心，进而促成包括建立联系和社区的非正式、自然举措在内的具体举措的开展。
