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dc.contributor.authorFerron, Liz
dc.contributor.authorShannon, Diane W.
dc.date.accessioned2021-04-12T20:37:58Z
dc.date.available2021-04-12T20:37:58Z
dc.date.issued2021
dc.identifier.citationFerron, Liz and Shannon, Diane W. ( 2021). Peer Coaching: Impacts on Physician Well Being: New Data and Existing Evidence. Report - Vital Work Life.en_US
dc.identifier.urihttp://hdl.handle.net/10713/15393
dc.description.abstractPhysicians today are not thriving. Numerous national studies have demonstrated rates of burnout upwards of 50 percent. Suicide rates among physicians are twice that of the general population. The COVID-19 pandemic has intensified the stress, overwhelm and moral injury many physicians experience as part of their working life. The well being of the physician workforce has profound implications for healthcare organizations. Physicians who report higher levels of burnout are more likely to reduce their work hours and are twice as likely to leave their organization within the subsequent two years. In addition, decreases in productivity and reductions in clinical hours can directly affect patient care revenue from reductions in procedures and referrals. Replacing physicians who have left is expensive, with estimates of $500,000 up to $1 million for recruitment, onboarding and reduced productivity while a new physician gets up to speed. Given there is a projected physician deficit, possibly as high as 86,000 physicians by 2033, attracting new physicians is projected to become more difficult and costly in future years. Maintaining the health and well being of physicians is critical. Full engagement of physicians in meeting the performance goals of the organization is unlikely if they are experiencing emotional exhaustion, depersonalization or other symptoms of stress and burnout. It is impossible if they have left the organization for a more appealing position or have chosen to leave practice entirely. In addition, because physicians are key revenue generators in most healthcare organizations, their ability to engage and work at their full potential has direct financial consequences. Peer coaching is emerging as an effective solution for improving physician well being. This paper will describe the existing evidence base and new data from VITAL WorkLife that demonstrate the impact of peer coaching in supporting physician well being.en_US
dc.description.sponsorshipVital WorkLifeen_US
dc.description.tableofcontents03. Introduction 04. Why Peer Coaching? 05. Case Study: Addressing Life and Career Challenges 06. The Evidence Base 08. Case Study: Dealing with the Aftermath of an Adverse Event 09. Real-World Data from VITAL WorkLife 10. Quantitative Data 13. Case Study: Supporting Confidence in a New Role 14. Qualitative Data 17. Conclusion: Peer Coaching Works 18. References 19. Authorsen_US
dc.description.urihttps://www.vitalworklife.com/en_US
dc.language.isoen_USen_US
dc.publisherVital Work Lifeen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internationalen_US
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectburnouten_US
dc.subjectcareer dissatisfactionen_US
dc.subjecthealthcareen_US
dc.subjectcoachingen_US
dc.subjectpeer supporten_US
dc.subject.lcshWell-beingen_US
dc.subject.meshPhysiciansen_US
dc.titlePeer Coaching: Impacts on Physician Well Being: New Data and Existing Evidenceen_US
dc.typeReporten_US
dc.identifier.ispublishedNoen_US
refterms.dateFOA2021-04-12T20:37:59Z


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