Surgeon Burnout: Defining, Identifying, and Addressing the New Reality

Surgeon wellness is a multidimensional commitment that encompasses occupational, mental, physical, emotional, and social domains. Loss of professional control, autonomy, and flexibility; inefficient processes; disjointed workplace relationships and goals; excessive administrative burdens; poor work–life balance; and frustrations with medical record and order entry systems have all been associated with burnout. Described as a syndrome of emotional exhaustion, depersonalization, and loss of a sense of personal accomplishment, burnout can have myriad untoward consequences. The strong link between surgeons' personal and professional identities can lead to a perfect storm of burnout, depression, compromised patient safety and quality of care, physician job loss and career dissatisfaction, substance abuse, damage to personal relationships, and suicide. The alarming scope of this problem cannot be confined to a single specialty or practice setting and is expected to increase without much needed changes to surgeon work practices and work environments. A heightened focus on wellness in the workplace with attention to improving workflow, scheduling, collaboration, and resource allocation is a welcome step taken by several institutions and championed by professional societies. Much more research is needed to reliably gauge the overall effectiveness of these approaches, further address the nuances of burnout as it applies specifically to surgeons, and ensure that members of the surgical workforce remain at their peak throughout the duration of their careers.

VP25 HTA Enables Nurses To Discontinue Continuous ECG Monitoring

IntroductionProviders frequently issue orders for telemetry (continuous ECG monitoring) of hospital inpatients, but they rarely issue orders to discontinue telemetry. This can cause telemetry beds to be unavailable for patients who need them.MethodsOur hospital health technology assessment (HTA) center conducted a rapid systematic review of evidence on algorithms, guidelines, and other tools for nurses to identify patients who no longer need telemetry. Databases searched included Medline, CINAHL, the Cochrane Library, National Guideline Clearinghouse, and Joanna Briggs Institute.ResultsWe found no guidelines or existing systematic reviews of nurse-driven protocols for discontinuing telemetry. There were three published articles describing projects where protocols for discontinuing telemetry were tested. All three of these studies were of low methodologic quality. They all found that use of the protocol reduced the number of hours of telemetry monitoring that were used in the hospital. Two studies published in letter form reported adaptations of computerized order entry systems where nurses assess the patient's readiness for discontinuing telemetry and either discontinue telemetry or report to the ordering physician when the stated discontinuation criteria are met.ConclusionsOur hospitals are now implementing the HTA findings in our electronic ordering system.

Implementing an EHR guideline–based intervention in paper ordering systems.

56 Background: Studies show Colony Stimulating Factor (CSF) prescribing is inconsistent with national guidelines. SWOG trial S1415CD is a pragmatic study comparing outcomes of CSF use in usual care with care that uses guideline-informed standing CSF orders. The intervention includes embedded CSF orders based on Febrile Neutropenia (FN) risk and system note wording describing guideline recommendations. Of 24 intervention sites, five (20.8%) use paper, presenting the challenge of translating an electronic health record (EHR) intervention to paper order entry systems (OES). Methods: Paper sites were surveyed on their chemotherapy OES to inform translation of the intervention. We worked with sites to develop a workflow consistent with the key principles of the intervention: Recommendation language 1) is present before prescribing CSF, 2) reaches all study-authorized orders, 3) reaches all patients on study-authorized orders, and 4) chemotherapy and CSF are ordered before the patient is enrolled. Results: Each site had a distinct workflow that was reworked (Table 1). Paper sites took 4-10 months (average 7.6) for implementation; EHR sites took 1-10 months (average 4.5). Conclusions: Implementing an EHR-centric intervention in paper sites is feasible with appropriate time and resources built into a project to account for the unique challenges. As paper sites represented one fifth of the intervention sites, it is vital to include paper sites in OES interventions for generalizability of results. Clinical trial information: NCT02728596. [Table: see text]

The national cost of adverse drug events resulting from inappropriate medication-related alert overrides in the United States

Objective To estimate the national cost of ADEs resulting from inappropriate medication-related alert overrides in the U.S. inpatient setting. Materials and Methods We used three different regression models (Basic, Model 1, Model 2) with model inputs taken from the medical literature. A random sample of 40 990 adult inpatients at the Brigham and Women’s Hospital (BWH) in Boston with a total of 1 639 294 medication orders was taken. We extrapolated BWH medication orders using 2014 National Inpatient Sample (NIS) data. Results Using three regression models, we estimated that 29.7 million adult inpatient discharges in 2014 resulted in between 1.02 billion and 1.07 billion medication orders, which in turn generated between 75.1 million and 78.8 million medication alerts, respectively. Taking the basic model (78.8 million), we estimated that 5.5 million medication-related alerts might have been inappropriately overridden, resulting in approximately 196 600 ADEs nationally. This was projected to cost between $871 million and $1.8 billion for treating preventable ADEs. We also estimated that clinicians and pharmacists would have jointly spent 175 000 hours responding to 78.8 million alerts with an opportunity cost of $16.9 million. Discussion and Conclusion These data suggest that further optimization of hospitals computerized provider order entry systems and their associated clinical decision support is needed and would result in substantial savings. We have erred on the side of caution in developing this range, taking two conservative cost estimates for a preventable ADE that did not include malpractice or litigation costs, or costs of injuries to patients.