From the
President
Wayne Tuckson, MD
GLMS President | [email protected]
UNCERTAINTY and Stress
A
s a small child I, like many
of my friends, learned how
to swim at the neighborhood
public pool. Feeling invinci-
ble, as only a small child can,
I decided to jump off the high board at the
deepest end of the pool. When I hit the
water, I panicked and for a moment was
uncertain of my fate, because I could not
find the bottom and orient myself. After
what seemed an eternity, I remembered
that I knew how to swim. Yes, for a mo-
ment I forgot, but as I rose to the surface
and began to swim, I felt safe, though a bit
weary. es in reimbursement, risks of medical
malpractice suits, and, especially true for
employed physicians, a lack of actionable
information with which we can make
informed decisions. Though at times it
seems hopeless, there are ways in which
we can cope, and even thrive, in times of
uncertainty.
Dike Drummond, MD, says that there
are five root causes of physician burnout:
1) the practice of clinical medicine, 2)
your specific job, 3) having a life, 4) the
conditioning of our medical education,
and 5) the leadership skills of your imme-
diate supervisors. Given the current status
of physician practices, in particular those
of us who are employees of hospital sys-
tems, I would like to add uncertainty. Having a kit means being current and
in compliance with all credentialing and
certification. Having these up to date is
akin to having a passport that establishes
competence and credibility. Not being in
compliance may result in many opportu-
nities being closed.
A cause of uncertainty is not being able
to orient oneself within the system. For
many, the foundation or floor is in flux
and though the level of the goal may be
unchanged, it remains out of reach. This,
of course, leads to a sense of frustration,
disgust, panic and then resignation.
Among the factors contributing to un-
certainty amongst physicians are chang-
We must be prepared for all contin-
gencies and therefore should take a lesson
from the Jefferson County Emergency
Planning Committee’s recommendations
for disaster preparedness. They recom-
mend to have a kit, make a plan, and stay
informed.
Our plan is in knowing what options
are available to us locally, regionally and
nationally. In addition, we must honestly
appraise our value not only in clinical acu-
men, but also in other ancillary benefits
that we would bring to a practice, institu-
tion or employer.
Staying informed means being in the
loop for information and being able and
ready to act upon it. In the absence of a
steady stream of reliable information we
will grasp onto any and all bits of gossip
and innuendo no matter how spurious the
content or source. These words seldom
serve to calm us, but rather they raise the
level of our fears and apprehensions.
Still, we must not delay until the lights
are turned out before taking an action that
is in our best interest. As Lee Iacocca said,
“I have always found that if I move with
75 percent or more of the facts that I usu-
ally never regret it. It’s the guys who wait
to have everything perfect that drive you
crazy.”
Things do change, and just as our pa-
tients must adapt to a new normal as a
consequence of an illness or injury, so
must we in response to the business side
of our practices. It is up to us to adapt and
exploit the circumstances in which we
currently find ourselves, or be prepared
for other opportunities either by choice or
because they were foisted upon us.
No matter the crisis that confronts us,
we control how we process and respond to
it. No matter the cause and potential im-
pact of the uncertainty, it’s not likely to be
personal. We are not victims, and we must
not react as helpless, because in our posi-
tions we almost always have options.
At the end of the day we must take a
deep breath, assess our options and be pre-
pared to act. Oh yes: remember to swim.
Dr. Tuckson is a practicing colon and rectal
surgeon.
NOVEMBER 2018
5