National Crisis: A Shortage of Physicians

There is no surprise that “Dr.” has become the symbol that it represents today. The prefix immediately stands out as a sign of hard work, determination, and expertise. People choose to believe in those who have achieved this status because at the end of the day, it is guaranteed that they have put in long hours and made a dedicated effort to be where they are today. The path to becoming a physician is an enduring one, as there are multiple checkpoints to assess one’s competency toward the medical field. From a young age, physicians are constantly being tested to ensure that they are at the top of their field. The pressure and stress from this path explain the high drop rate of this career choice. However, an even more surprising issue is the number of physicians who leave their profession while in the midst of it. This epidemic has led to a shortage of physicians that continues to contribute to the instability of the medical field and its ability to provide effective healthcare.

An instrumental part of addressing this problem is understanding that the shortage is not a future problem, but rather something that currently affects the country (American Medical Association). First of all, the path to becoming a physician is very lengthy, requiring years of dedicated effort and time as one perfects a craft to the best of their ability. The most straightforward path requires at least eleven years of schooling as one needs to complete their undergraduate degree, their medical school degree, and residency. However, with the increasing competition in the medical field, more and more physicians are choosing to specialize through a fellowship, which, on average, is another two years (UT Health San Antonio). Regardless of the path one takes, it is apparent that there is a large amount of time, money, and dedication that goes toward obtaining a prestigious career. The extensive requirements appear daunting to many students, causing them to question their passion and ability to complete such a strenuous amount of schooling and work. 

Once a physician has reached the level where they can meet patients and diagnose on their own, there is a looming sense of burnout. The countless years of long hours have physically and mentally left a toll on the physician’s body. However, this is still not the major reason that drives a physician’s choice to leave the field. Physicians struggle with their inability to have flexible schedules. Through various studies, a correlation between schedule satisfaction and burnout has been found, suggesting that a physician’s burnout may be linked to their workload, but more significantly, the inflexibility of their schedules. There is an increasing amount of importance that physicians are putting into their ability to choose which days and times they are able to work. On the contrary, the location of their work is not as important. This choice expands on the idea that many physicians are making decisions that help them maximize their time with their family. 

At the end of the day, hospitals are businesses and thus have an obligation to earn a profit. As executive boards of hospitals make decisions that benefit the hospital as a whole, this leaves many physicians reacting to decisions rather than initiating them. A survey run by McKinsey & Company revealed that 60% of physicians believe they should at least be consulted or have a vote in major decisions. A lack of inclusion in decision-making aids in the creation of physicians feeling like they do not have autonomy within their jobs, which also contributes to their eventual exit. Lastly, the delegation of tasks hinders the time physicians spend with patients. According to the same survey, 20% of a physician's clinical time is spent on tasks that could be handled by other non-physician staff or technology (Medford-Davis and Malani). A physician’s primary objective is to deliver holistic care to as many patients as possible, but large quantities of paperwork hinder their ability to complete this task. Wanting to help others is ubiquitous among physicians, but finishing administrative tasks is counterproductive to their occupations as well as their original motivations for entering the healthcare field. 

Even though this problem continues to grow, there are ways that it can be slowed down. Promoting schedule flexibility and virtual care options is a great way to alleviate the burden on physicians. For example, programs that have “schedule partners” allow physicians to coordinate shift arrangements, which allows them to adjust their hours as well as ensure full coverage based on the hospital’s needs. Telehealth is also another tool that aids in giving physicians some flexibility, as they are able to deliver effective healthcare online. To address the problem of burnout, organizations can implement mental health support, peer coaches, and wellness champions to help physicians deal with the stress of their occupation. Providing more outlets will allow physicians to express their concerns rather than dealing with them by themselves. Lastly, increasing the involvement of physicians in the decision-making process will help increase their autonomy and help them feel like their input is being heard. Organizations should strive for workforce surveys, focus groups, and direct one-on-one meetings to gain as much physician input as possible. To reinforce the organization’s trust in physicians, they would also share how the physician's input was incorporated into the organization's final decisions (Medford-Davis et al.). All of these solutions will help create an inclusive environment that helps physicians perform at their best. 

At the end of the day, hospitals and physicians have the same end goal of providing the best patient care possible. Therefore, they need to work together to create an environment where both parties are able to thrive. Furthermore, it needs to be remembered that a lack of physicians is truly harmful to the patients as the availability of care is slowly diminishing. All physicians share the same goal of helping others around them, so organizations should work hard to alleviate the shortage of physicians for the sake of patients and their health.

Work Cited 

American Medical Association. “Association. “AMA President Sounds Alarm on National Physician Shortage.” American Medical Association, 25 Oct. 2023, 

www.ama-assn.org/press-center/press-releases/ama-president-sounds-alarm-national-physician-sh ortage. 

Medford-Davis, Laura, et al. “How to Attract and Retain Physicians in a Challenging Labor Market.” McKinsey & Company, 10 Sept. 2024, 

www.mckinsey.com/industries/healthcare/our-insights/healthcare-blog/how-to-attract-and-retain physicians-in-a-challenging-labor-market. 

Medford-Davis, Laura, and Rupal Malani. “The Physician Shortage Isn’t Going Anywhere.” McKinsey & Company, McKinsey & Company, 10 Sept. 2024, 

www.mckinsey.com/industries/healthcare/our-insights/the-physician-shortage-isnt-going-anywher e. 

UT Health San Antonio. “I Want to Be a Doctor! What Now? | Long School of Medicine.” Uthscsa.edu, 2024, uthscsa.edu/medicine/education/ume/outreach/become-doctor.