The Health Care Chief Wellness Officer

What the Role Is and Is Not

Datos Bibliográficos

ID21615338
AutoresJonathan Ripp (0000-0001-8681-0095, is chief wellness officer, Mount Sinai Health System, professor of medicine, Departments of Medicine, Medical Education and Geriatrics and Palliative Medicine, and senior associate dean for well-being and resilience, Icahn School of Medicine at Mount Sinai, New York, New York., autor de correspondencia), Tait D Shanafelt (0000-0002-7106-5202, Mount Sinai Health System), Tait Shanafelt (Stanford Medicine)
Año2020
Volumen95
Número9
Páginas1354-1358
Fecha de publicación2020-09-01
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaAcademic Medicine (JOURNAL)
Identificadores de la revistaISSN: 1040-2446 • E-ISSN: 1938-808X
EditorialOxford University Press (OUP) (PUBLISHER)
DOI10.1097/acm.0000000000003433
PMID32324635
OpenAlexW3019510917
IdiomaEN
Citas recibidas7
Referencias citadas21

Occupational distress among clinicians and its impact on quality of care is a major threat to the health care delivery system. To address threats to clinician well-being, many institutions have introduced a new senior leadership position—the health care chief wellness officer (CWO). This role is distinct from CWOs or other wellness leadership positions that have historically existed outside of medicine. The health care CWO role was established to reduce widespread occupational distress in clinicians by improving the work environment rather than by promoting health behaviors to reduce health insurance costs. A complex array of system-level drivers has contributed to clinician distress. Developing and overseeing the execution of a strategy to address these challenges and working in partnership with other operational leaders to improve well-being require a correctly placed senior leader with the appropriate authority and resources, such as a CWO. Health care CWOs must focus primarily on improving their organizations’ work environment and culture, not on developing individual-level interventions, such as personal resilience, mindfulness, and self-care offerings. The goal of this work is to address what is wrong with the practice environment, not to make individuals better able to tolerate a broken system. Metrics to evaluate organizational progress as well as the efficacy of the health care CWO and his or her team are discussed in this Perspective. Occupational distress in clinicians is widespread and has implications for quality of care. Vanguard organizations have begun to put into place the leaders, infrastructure, and improvement teams necessary to address this issue. The health care CWO plays a critical role in the effectiveness of these efforts

Business · General partnership · Health care · Officer · Organizational culture · Political science · Psychological intervention · Public relations · Healthcare professionals’ stress and burnout · Healthcare Quality and Management · Innovations in Medical Education · Medicine · Nursing · Psychology