Burnout

Early Learning Experiences in Med School Shown to Impact Burnout, Empathy, and Career Regret

Early learning experiences in medical school impact students’ burnout, exhaustion, empathy, and career regret levels at graduation. A longitudinal study, published in JAMA, finds that medical students who report experiencing mistreatment prior to their second year have higher levels of burnout and career regret two years later. And the opposite also holds true. Students with positive experiences report lower burnout levels, higher empathy, and less career regret at graduation. 

The study, led by Liselotte Dyrbye, MD, MHPE, Daniel Satele, BA, and Colin West, MD, PhD, includes over 14,000 students from 140 allopathic medical schools who responded to the AAMC Medical School Year Two Questionnaire and the 2016-2018 AAMC Graduation Questionnaire.

The study findings show that just over three-quarters of students reported no mistreatment (77.1 percent) on the Year Two Questionnaire. Among the remaining 22.9 percent of students, 11.3 percent reported mistreatment in one instance, and 11.6 percent reported mistreatment in more than one instance. Within the group who experienced mistreatment more than once, the Graduation Questionnaires were more likely to indicate:

  • Career choice regret (6.4 percent for those who never experienced mistreatment, 7 percent for once, and 11.4 percent for more than once)

  • Greater exhaustion (mean scores: 12 for never, 13 for once, and 13.8 for more than once)

  • Higher levels of disengagement (mean scores: 5.3 for never, 5.5 for once, and 6.0 for more than once)

Among those students who reported a more positive emotional climate on the Year Two Questionnaire, the relationships were the opposite. Their Graduation Questionnaires were more likely to show:

  • Lower exhaustion levels (for each 1-point increase in emotional climate, there was a reduction by .05 in exhaustion) 

  • Lower disengagement scores (for each 1-point increase in emotional climate, there was a reduction of .04 in disengagement)

Students who reported positive faculty interactions on the Year Two Questionnaire were more likely to receive higher empathy scores on the Graduation Questionnaire. And, positive interactions with other students resulted in lower instances of career regret at the conclusion of medical school. 

The study authors note that medical school administrators may use these findings to craft learning environments that “mitigate burnout, decline in empathy, and career choice regret among their students.” The authors write, "Although the most effective approaches to addressing mistreatment of learners remain elusive, the frequency of mistreatment varies between educational programs, suggesting there are likely to be levers within the control of the organization that adequate commitment, leadership, infrastructure, resources, and accountability can lead to a meaningful reduction in mistreatment." The authors also suggest that schools consider strategies to reduce stress among students and promote positive learning environments, such as installing learning communities, pass/fail grading, and faculty development. 

MedPage Today quoted Charles Griffith III, MD, of the University of Kentucky College of Medicine, who noted in a commentary on the study that, while the authors’ use of student-level, rather than institution-level data, limited the utility of the analysis, it may still inform interventions. "Some students in this study perceived mistreatment and did not believe the learning environment was supportive, but students from the same school believed the learning environment was indeed supportive," he wrote. "For a school considering change, based on these findings, does the school focus on making global changes to aspects of the overall learning environment, or do they identify students not supported by the current learning environment to tailor support on an individual level rather than a macro level?"

UNC Kenan Flagler Provides Alumni with Strategies to Avoid Post-MBA Burnout

Earlier this month, the Financial Times published an article on workplace wellbeing and burnout. The article included the results of a reader survey on how employers support employees’ mental health. Two-thirds said that their work had a somewhat to extremely negative effect on their health. Forty-four percent said that they did not think their organization took mental health seriously and half said that they either didn’t know where at work to go or had nowhere to go if they needed support. While the survey respondents were self-selecting, the results show a significant issue with employer support of mental health, including stress, burnout, anxiety, and depression.

 The article warns us that the problem runs across sectors, but may be particularly relevant to graduates of law, business, and medical schools; the authors note that “Fields such as law, finance, and consulting seem particularly prone to intense, demanding workplace cultures, but the issue affects people in all sectors. One doctor dies by suicide every day in the US.” Similarly, Blind, an anonymous social app for tech employees, surveyed its users in May 2018 and 57 percent of the 11, 487 respondents said that they were burned out. Only five of the 30 tech companies represented had an employee burnout rate below 50 percent, and 16 of the companies had a burnout rate higher than the average (57 percent). Later surveys, also by Blind, found that 52 percent of tech workers responded that they do not have a “healthy work environment” and that 39 percent of tech workers said they were depressed.

The FT survey also found that reasons behind burnout clustered into four themes: overwork, cultural stigma, pressure from the top, and fear of being penalized. The article suggested that many experts point to an epidemic of overwork resulting from the common expectation that employees be available and responsive to client needs 24/7. “In his book, Dying for a Paycheck, Stanford professor Jeffrey Pfeffer posits that this crisis is getting worse over time, amid stagnating wage growth and an increasing reliance on the gig economy. ‘We are on a path that is completely unsustainable,’ Pfeffer says. ‘The CDC [Centers for Disease Control] tells you that chronic illness is 86 percent of the $2.7tn US healthcare spend. Many come from stress-related behaviours. If you’re going to solve the healthcare cost crisis, a piece of that solution has to go through the workplace.’”

In an acknowledgment of the intense positions that many post-MBA graduates find themselves in, Robert Goldberg, an affiliate UNC Kenan-Flagler faculty member, recently led an interactive session for UNC alumni to build awareness of and strategies for preventing burnout.

First, Goldberg encouraged alumni to explore various “energy zones” which, described below, he adapted from The Power of Full Engagement (Loehr & Schwartz, 2003).

  • Performance zone: Passionate, enthusiastic, engaged, optimistic, alive, challenged, and absorbed

  • Survival zone: Anxious, impatient, angry, irritable, defensive, fearful, and frustrated

  • Burnout zone: Hopeless, exhausted, sad, discouraged, lost, empty, worried, and depleted

  • Recovery zone: Calm, peaceful, grateful, relaxed, receptive, relieved, rested, and renewed

Goldberg said that to stay in the performance zone, you must enter the recovery zone before you enter burnout. As such, those in intense professions may need to spend time recovering every working day. This can be done using various energy management techniques, including physical (stepping away from the desk at regular intervals), mental (prioritizing competing demands), emotional (feeling valued and appreciated), and spiritual (connecting work to higher purpose). 

Finally, Goldberg addressed the importance of “personal resilience” to maintain strong performance, defining resilience as “the ability to become strong, healthy, and successful after something bad happens.”

Goldberg shared the following five factors, summarized below, for building resilience capability:

  • Perspective: Take some space to view a situation, accepting the negative aspects and finding opportunities. “Recognize what can be changed and what can’t.”

  • Emotional intelligence: Become present in your emotions and name what you’re feeling. Don’t feel guilt or shame over the emotions that you experience, but give yourself time and space to process them.

  • Purpose, values, strengths: Be aware of the purpose that you find in your work, and how it relates to your larger moral compass. Use this awareness to stay centered during chaotic times.

  • Connections: Form relationships with your friends and colleagues and give and receive support from this network.

  • Managing physical energy: Take care of yourself. Exercise, eat well, and have hobbies and activities to engage in apart from your work.

Graduate students, particularly within business, law, and medical school, may want to consider incorporating these strategies into their lives now. Building healthy and sustainable stress management habits, within the hectic graduate school environment, will be good preparation for managing career stress, avoiding burnout, and maintaining wellness in the future.