Mayo Clinic Strategies To Reduce Burnout

Stephen J. Swensen, MD, is the Former Director of Leadership and Organization Development at Mayo Clinic, a Senior Fellow at the Institute for Healthcare Improvement, and a Professor Emeritus at Mayo Clinic College of Medicine and Science.Tait Shanafelt, MD, is the Chief Wellness Officer, Jeanie and Stewart Ritchie Professor of Medicine, and Associate Dean at Stanford School of Medicine.

Drs. Swenson and Shanafelt provide the medical community with a practical how-to guide for improving professional fulfillment. Their book is chock full of compelling data, useful conceptual frameworks, and step-by-step guidance that will prove invaluable to organizations committed to improving the conditions where joy, purpose, and meaning in work are possible. Over the past two decades healthcare has evolved into a very transactional model; this book demonstrates that healthcare is also a relational enterprise. Imagine a future where patients receive care from a workforce empowered to meet the professional aspirations that attracted them to medicine in the first place. Such a future is possible!"

• Section I: Foundation 1. Introduction 2. Consequences of Professional Burnout 3. Drivers of Burnout and Engagement 4. The Business Case 5. Quality Shortfalls From Health Care Waste: A Unifying Root Cause of Burnout Section II: Strategy 6. The Blueprint for Cultivating Esprit de Corps 7. Ideal Work Elements 8. Getting Senior Leadership on Board 9. Assessment Section III: Execution 10. The Three Action Sets of the Intervention Triad: Evidence-based Strategies for Reducing Burnout and Promoting Esprit de Corps 11. Agency Action Set: Introduction 12. Agency Ideal Work Element: Partnership 13. Agency Ideal Work Element: Trust and Respect 14. Agency Ideal Work Element: Control and Flexibility 15. Agency Action: Measuring Leader Behaviors 16. Agency Action: Removing Pebbles 17. Agency Action: Introducing Control and Flexibility 18. Agency Action: Creating a Values Alignment Compact 19. Coherence Action Set: Introduction 20. Coherence Ideal Work Element: Professional Development and Mentorship 21. Coherence Ideal Work Element: Fairness and Equity 22. Coherence Ideal Work Element: Safety 23. Coherence Action: Selecting and Developing Leaders 24. Coherence Action: Improving Practice Efficiency 25. Coherence Action: Establishing Fair and Just Accountability 26. Coherence Action: Forming Safe Havens 27. Camaraderie Action Set: Introduction 28. Camaraderie Ideal Work Element: Community at Work and Camaraderie 29. Camaraderie Ideal Work Element: Intrinsic Motivation and Rewards 30. Camaraderie Action: Cultivating Community and Commensality 31. Camaraderie Action: Optimizing Rewards, Recognition, and Appreciation 32. Camaraderie Action: Fostering Boundarylessness 33. Applying the Action Sets to Address the Unique Needs of Medical Students, Residents, and Fellows 34. Nurturing Well-Being Section IV: The Journey 35. Summary 36. Conclusion Index