Keeping Good Health Amid Burnouts
Year: 2025
Type: article
Abstract: Vascular surgery is one of the most thrilling specialties due to its inherent versatility of performing traditional open surgery to state-of-the-art endovascular lifesaving procedures which can significantly improve the quality of life for the patients. However, vascular surgery experiences some of the highest rates of burnout among surgical specialties, due to the factors such as high-stakes procedures, working on one of the sickest and frail patients, demanding call schedules, worklife balance, physical pain from long hours/awkward positions, and a stressful environment.[1] The term burnout was colloquially first used as an informal, as everyday term,[2] Herbert Freudenberg first time used the term to describe the gradual emotional depletion, loss of motivation, and reduced commitment among volunteers.[3] Burnout has a significant impact on healthcare professionals, particularly surgeons. Indeed, 34%–53% of surgeons suffer from burnout.[4] Its onset is likely cumulative and multifactorial in etiology, inclusive of lack of autonomy, balancing personal and professional life, excessive administrative tasks, inefficiencies in the work environment due to inadequate support, and high patient volume,[4] which apply very strongly to Indian contest as there are 850 registered vascular surgeons within the records of Vascular Society of India against 1.41 billion population of the country. Based on an American College of Surgeons survey collected in 2008, 32% of surgeons had high emotional exhaustion, 26% demonstrated high depersonalization, 13% had a low sense of personal accomplishment, and 6.4% reported suicidal ideation.[4] With concern to vascular surgery, a 2018 survey study of active members of the Society for Vascular Surgery conducted by Coleman et al. demonstrated that over one-third of practicing vascular surgeons had the symptoms of burnout and 9% reported suicidal ideation in the preceding 12 months.[5] A post hoc analysis conducted by Drudi et al. further demonstrated a gender-based analysis of predictors of burnout among practicing vascular surgeons.[6] The research found the exact prevalence of burnout for women and men at 42.3% and 40.9%, respectively. Moreover, a multivariable analysis showed that lack of family time and work-related pain strongly predicted burnout in both women and men.[6] For suicidal ideation, work-related pain was identified to be an independent predictor of burnout in both women and men. In addition, suicidal ideation appeared to be twice as high among women than among men, with rates of 12.9% and 6.6%, respectively. These findings illustrate the urgent need to address surgeon burnout, with a focus on those experiencing suicidal ideation. HOW WE SHOULD USE VARIOUS APPROACHES TO TACKLE BURNOUT Naviaux et al. categorized the solutions to burnout into two main groups.[4] The first group was personal factors, which encompassed resilience and physical care.[4] The second group was institutional factors, which included remuneration, support provisions, and workplace culture.[6] Tait Shanefelt has advocated a approach divided into solutions that target the individual[7] and solutions that apply at the institutional level[8] using the Stanford Wellness Model. The Stanford model of professional fulfillment tackles burnout by looking at various factors influencing wellness, such as the creation of a culture of wellness, practice efficiency, and personal resilience.[9] This model defines an institution’s culture of wellness by the values and behaviors it adopts to create an environment conducive to self-care, compassion, and professional growth. According to the Stanford Wellness Model, institutions must commit and be accountable for maintaining their culture of wellness through leadership and transparency. The organizations can enhance efficiency and promote health among physicians by improving workflow and communication methods and that roles fit each member to optimize their potential. Finally, to help physicians safeguard their well-being, the Stanford Wellness Model recommends establishing a support system such as childcare and financial management counseling.[9] There is another advisory published in 2022 by the Surgeon General[10] about how to manage burnout. The advisory writes the seven levels of intervention to fight against burnout in the healthcare workforce. These levels are healthcare organizations, government intervention, health insurers and payers, healthcare technology, academic institutions, clinical training programs, support from family and friends, and initiatives targeted at healthcare workers themselves.[11] There is another approach suggested by Lozano-Franco et al.,[12] based on the literature review, it is divided into three-tiered approach to combat burnout: Individual (identifying the signs of mental health challenges and reach out for help), team-based solutions (social support and relationships at workplace and outside workplace, mentorship and culture of wellness), and system-based solutions (leadership and organization support to their employees). CONCLUSION Symptoms of burnout are the cumulative result of fighting against the odds of specialties high stake work and poor institutional support system. Its responsibility of person, organization, and concerned society to address the factors resulting in burnout. A good health of vascular surgeons can only improve the quality of life of their patients.
Author: Ajay Savlania
Language: English
Subfield: General Health Professions
Field: Health Professions
Domain: Health Sciences
Open Access status: diamond
OpenAlex ID: W7117533136