Abstract
BackgroundThe physician manager role in the health care system is invaluable as they serve as role models and quality setters. The requirements from physician managers have become more demanding and the role less prestigious; yet burnout and its prevention in this group have received little attention. Physician leadership development programmes have generally dealt directly with skill and knowledge acquisition. The aim of this research was to evaluate an intensive workshop designed to modify attitudes and improve skills of physician-managers of community clinics, through focus on personal well-being and empowerment.MethodsTwo hundred fifty six physicians affiliated with Clalit Health Services, the largest health maintenance organization in Israel, participated in 16 IMPACT courses during the years 2013–2015. The programme comprised five full days during a two-week period, including an overnight and follow-up meetings three and six weeks later. Theoretical knowledge, experiential learning, practical tools, deep personal exercises, and simulations were conveyed through individual and group work. Topics included: models of self-awareness, outcome thinking, determining a personal and organizational vision, and creating a personal approach to leadership. At the end of each course, and by email at 6 or more months after completion of the course, participants were asked to anonymously respond to closed questions (on a scale of 1–6) and an open question.ResultsMean scores for the contribution of IMPACT to participants’ role of physician manager were 5.3 at the end of the course, and 4.7 at 6 or more months later. Mean scores at 6 or more months were 5.0 regarding the contribution of the programme to personal development, 4.4 regarding satisfaction in the role of physician manager, and 4.6 regarding their coping with managerial dilemmas.ConclusionA workshop that focused on personal growth and self-awareness increased physicians’ job satisfaction and their sense of managerial capability, coping with managerial dilemmas, and belonging to the organization.
Highlights
Introduction and Acquaintance Perception of roleGreetings, presentation of the program, group acquaintance, setting expectations Recognition of the unconscious perception of the managerial role TuesdayPersonal awareness and personal visionAcquaintance and experience with different models of self-awareness: Distinguishing and choosing life approaches: reacting / acting / creating Understanding and taking control of the processing of events: from incident occurrence, to interpretation, to elicited emotion, to possible reactions Identifying behavioral and emotional patterns, and examination of their fit with an individual perception of the managerial role and with a personal and organizational vision Outcome thinkingDeveloping outcome thinking Defining desired outcomes and developing patterns of thinking to realize these outcomes
This report investigates whether implementation of a programme that focused on personal well-being and empowerment had a positive effect on attitudes of physician managers to their position, and improved their skills in dealing with personal and professional problems, and their coping with managerial dilemmas
We examined whether a programme that does not deal directly with skill and knowledge acquisition may modify learning, skills and attitudes, and even some behaviours; promoting change corresponding to levels 2 and 3 in the Kirkpatrick model
Summary
Introduction and Acquaintance Perception of roleGreetings, presentation of the program, group acquaintance, setting expectations Recognition of the unconscious perception of the managerial role TuesdayPersonal awareness and personal visionAcquaintance and experience with different models of self-awareness: Distinguishing and choosing life approaches: reacting / acting / creating Understanding and taking control of the processing of events: from incident occurrence, to interpretation, to elicited emotion, to possible reactions Identifying behavioral and emotional patterns, and examination of their fit with an individual perception of the managerial role and with a personal and organizational vision Outcome thinkingDeveloping outcome thinking Defining desired outcomes and developing patterns of thinking to realize these outcomes. Solo exercise – participants are sent for a solo exercise in the field This exercise is a dramatic experience, intense, and meaningful, which promotes deep understanding of the ways by which habitual patterns obstruct self-realization and the achievement of desired outcomes. Burnout can result in dysfunction at multiple levels, including low empathy [10], compassion fatigue [4], reduced efficiency, (self-perceived) medical errors [11], and (self-reported) suboptimal patient care practices [12]. Such outcomes can further increase burnout, leading to a vicious cycle. Contrasting with the accumulating research and interventions on the pervasiveness and prevention of physician burnout, the specific strain on clinical managers has received relatively little attention
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