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    Empowering an entire team to prevent burnout

    In his 35-year family medicine practice, Alan Glaseroff, MD, an adjunct professor of medicine at Stanford’s Arnie Milstein Clinical Excellence Research Center, has seen a lot of burnout among clinicians.

    In his experience, he has identified the two most common causes. The first is the “unique sorrow and sadness that comes with being a physician”—forms of compassion fatigue coupled with the “suck-it-up ethos” of medicine, where doctors feel pressured to compartmentalize emotions. The second, the “trauma inducing nature of how administration can work, which is a top-down, give-orders approach,” he explains.

    When he and his wife, Ann Lindsay, MD, a family medicine doctor were given the opportunity in 2012 to create Stanford Coordinated Care, a program intentionally designed to address burnout while caring for patients with chronic and complex illness, they leapt at the chance. Using human-centered design and Lean Startup techniques which emphasizes feedback gathering and experimentation, the 5 ½ years of the program have been some of the most meaningful of his career, he says.


    Everyone has a voice

    The program upends traditional doctors’ offices and hospital settings in a number of ways. The most unusual change of structure is an abandonment of the traditional top-down hierarchy in which physicians give orders but don’t always take feedback from everyone else, from nurses to medical assistants.

    “Our approach was to create team-based care where every single person working in the clinic, including medical assistants and office assistants, has a voice that is equal to everyone else’s,” Glaseroff says.

    In addition, they see problems as opportunities for every team member to learn. “Anyone could say there was a problem and be part of the solution,” he says. This had the result of “preventing cynicism from taking over.”

    When everyone felt heard, all team-members were more likely to raise issues that could solve workflow problems without conflict. Having a process “that avoids defensive reactions to criticism” has been key to smoothing out communication.

    The result is that “everybody who works with us loves the work, and the patients love what we are doing.”

    One of their MAs drives an hour and a half both ways from a distant town, though she could get work closer to home, “just to experience that joy in practice environment where her work is really valued.”

    Next: Working together


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