Despite studies showing a growing epidemic of physician burnout--with data supporting incidences of 40- to 60-percent of those practicing and a significantly higher-than-norm suicide rate--most health system executives are looking the other way. Even many physician leaders, themselves products of the prevailing macho culture of medicine, tend to dismiss the subject as "soft stuff" focused on those "who shouldn't be in medicine anyway."

Part of the problem is the absence of hard data quantifying the many ways the problem raises costs. Health leaders are only now becoming truly aware of the high costs of burnout-related medical errors and how misalignment and inefficiencies arise from exhaustion, cynicism and mistrust of administration. In addition, a lack of emotional intelligence in interpersonal dealings with staff and patients are also costly characteristics of burnout.

An outside review of Dr. Paolini’s Florida Hospital program, conducted by Jeffrey T. Jernigan, PhD during September and October of 2012 and published in February 2013, provided hard data on just one cost dimension of physician burnout--the cost to the hospital or health system of replacing physicians. That one cost-avoidance factor alone showed a 10-dollar return for every dollar spent on Dr. Paolini's program. 

The calculation was based on a real cost to Florida Hospital of $200,000 to $300,000 to recruit a new or replacement physician. The study identified 25 interventions in 2011–2012 with physicians who remained in practice at Florida Hospital in 2013, but who would not be on staff if not for the work of her Physician Support Services (PSS) program. The associated savings to the hospital in just replacement expense was found to be more than $5.1 million for the preceding two years alone.

During the period studied, 1,266 total contacts with physician and physician family members were recorded. More than 50 physicians were helped through major negative life or career events. The published report noted: “An extrapolation of the data conservatively suggests that more than 100 physicians are practicing medicine today who otherwise would not be so employed if not for PSS interventions over the past 10 years. A much greater number of physicians are practicing safer, more relational and higher quality medicine to the benefit of their patients and the health system. Both the human and financial implications of this work over the past 10 years are stunning.”

The report also noted: “Counseling, psychotherapy and coaching are anchors of the program. However, the whole-person leadership development programs and holistic life balance and mental wellness activities offered to all members of the medical staff are what make PSS truly effective. The impact of PSS is reflected in more positive relationships between administration and medical staff members, healthier physicians, better working relationships among care team members, improved patient satisfaction and fewer medical errors.”