As new studies uncover better treatments and practices, it is important to develop new clinical practice guidelines to ensure patients receive the best care. Julio A. Ramirez, MD, Norton Healthcare…

Even before the coronavirus disease (COVID-19) pandemic, burnout in healthcare providers had reached crisis levels, with up to 50% of nurses and 40% of physicians experiencing symptoms of burnout. Because of the immense work-related stress during the pandemic, healthcare providers’ burnout dramatically escalated, with percentages reaching as high as 70–90%, and many healthcare providers started to leave their profession. As a result, patients are beginning to experience the deleterious impact of extreme staffing shortages in healthcare facilities. Burnout interventions are defined as either organizational or individually focused. Organizational interventions address problems such as electronic medical records, documentation, or billing systems. Individual interventions provide the necessary skills to address specific job-related stressors. Ideally, the most effective interventions would combine these two categories by teaching healthcare providers to cope with job-related stressors in a safe community that is supported by the healthcare organization. The adoption of combined organizational and individual programs will improve healthcare providers’ job satisfaction, decrease burnout and other forms of psychological distress, enhance job retention, and return joy to healthcare. The resulting decreased turnover rates would also reduce some of the skyrocketing healthcare costs, as turnover is expensive for healthcare organizations. Ultimately, enhancing healthcare providers’ well-being would improve the care we deliver to our patients. In this article, I explain why it is a critical time in healthcare and highlight four general principles that frame the development of specific well-being interventions. Finally, I discuss several interventions that could enhance the well-being of healthcare providers and ultimately transform the culture of healthcare.

The medical student clerkship experience is not just about practical application of knowledge learned in the pre-clerkship years. Starting on the first day in the clinical learning environment, students will start to learn, through both implicit and explicit lessons, which behaviors are frowned upon and which are rewarded, how they should prioritize the varying demands of the day, how to balance their personal and professional lives, and much more.

“Am I allowed to talk to you?”

Objective: We sought to evaluate the effect that introduction of the OOORAM training program had on first-pass laryngoscopy success.

Even before the coronavirus disease (COVID-19) pandemic, burnout in healthcare providers had reached crisis levels, with up to 50% of nurses and 40% of physicians experiencing symptoms of burnout. Because of the immense work-related stress during the pandemic, healthcare providers’ burnout dramatically escalated, with percentages reaching as high as 70–90%, and many healthcare providers started to leave their profession. As a result, patients are beginning to experience the deleterious impact of extreme staffing shortages in healthcare facilities. Burnout interventions are defined as either organizational or individually focused. Organizational interventions address problems such as electronic medical records, documentation, or billing systems. Individual interventions provide the necessary skills to address specific job-related stressors. Ideally, the most effective interventions would combine these two categories by teaching healthcare providers to cope with job-related stressors in a safe community that is supported by the healthcare organization. The adoption of combined organizational and individual programs will improve healthcare providers’ job satisfaction, decrease burnout and other forms of psychological distress, enhance job retention, and return joy to healthcare. The resulting decreased turnover rates would also reduce some of the skyrocketing healthcare costs, as turnover is expensive for healthcare organizations. Ultimately, enhancing healthcare providers’ well-being would improve the care we deliver to our patients. In this article, I explain why it is a critical time in healthcare and highlight four general principles that frame the development of specific well-being interventions. Finally, I discuss several interventions that could enhance the well-being of healthcare providers and ultimately transform the culture of healthcare.