### Reevaluating Physician Treatment to Provide Exceptional Patient Care
For almost five decades, I have been at the crossroads of health care administration and consulting. Throughout this time, I’ve observed a persistent issue that affects the medical field yet is rarely confronted directly: the majority of health care organizations do not support their physicians appropriately. This challenge is detrimental, influencing not only physicians’ morale but, more critically, the standard of patient care.
This understanding became particularly acute for me last summer when I received a cancer diagnosis. Although I had always recognized the struggles of physicians from a systemic viewpoint, my personal experiences while navigating a complicated treatment path highlighted the direct and immediate ways this issue negatively impacts patients.
### The Dilemma of Physician Treatment
It started with a consultation that was shockingly brief — and sparked my contemplation regarding the current health care landscape. After an anxious wait for direction, I met with a surgeon at a renowned hospital. Our appointment was around five minutes long. Without exploring my treatment objectives or medical history, he abruptly told me that I was not a candidate for surgery and suggested radiation therapy. His last remark was unsettling: “You will not have a good outcome.”
My next interaction with the radiation oncologist at the same facility was similarly unsatisfactory. In merely four minutes, he contradicted the surgeon’s advice and recommended against radiation, stating, “You’re young and healthy. Surgery would be a better choice, but I wouldn’t recommend having surgery here.”
During these exchanges, neither physician inquired about my individual health care goals or preferences. They did not acknowledge my medical history or attempt to ease my understandable concerns. There was no effort to foster the kind of physician-patient rapport that builds confidence in a treatment plan.
### A Transformative Experience
The pivotal moment in my journey occurred when I pursued a second opinion — specifically, the sixth — at Memorial Sloan Kettering Cancer Center in New York City. The experience was entirely different. I met with both a surgeon and a radiation oncologist who had collectively reviewed my case prior to our meeting. They dedicated time to comprehend not only my medical condition but also my identity and treatment aspirations.
For the first time in my journey, I felt acknowledged and cared for. These physicians worked in harmony, facilitated my decision-making process, and ultimately assisted me in developing a treatment plan tailored specifically to my situation. The trust and empathy they demonstrated stood in stark contrast to my prior experiences and vividly illustrated what “exceptional health care” can resemble.
### The Barriers to Empathy and Patient-Centric Care
My journey illuminated the troubling disconnection between physicians and the systems within which they operate. The reality is that most health care systems fail their physicians — and this failure reverberates outward, adversely impacting patients. While patients like myself seek compassionate care and advice, many physicians find themselves in environments where empathy is sidelined due to systemic failures.
The core of the problem lies in productivity-based compensation structures that prioritize volume over connection. Physicians are incentivized to see as many patients as possible within limited timeframes, often at the expense of meaningful interaction. Additionally, the trend of physician employment within large health systems has reduced doctors to mere components within a machine, frequently robbing them of autonomy and branding them as interchangeable personnel.
In these settings, physicians — unable to afford patients the personalized attention they require — frequently feel unappreciated and overwhelmed. This discontent inevitably seeps into their patient interactions. When physicians are demoralized, the entire patient experience declines.
### Two Proposals for a Healthier System
If we genuinely aspire to enhance health care for patients, we must start by better supporting physicians. Addressing this matter is critical, and I propose we implement two significant changes.
#### 1. View Physicians as Valued Collaborators
There is a saying that holds true: how organizations treat their physicians will invariably influence how physicians treat their patients. Memorial Sloan Kettering exemplifies what these dynamics can achieve when executed effectively. Physicians there are compensated through a salary model, liberating them from the pressure to cram additional appointments into their schedules to meet financial objectives. This enables them to focus entirely on their patients, dedicating the necessary time to provide personalized, thoughtful care.
Moreover, the ethos at institutions like Sloan Kettering transcends the medical staff. Everyone I interacted with, from clinic managers to schedulers and nurses, demonstrated proactive empathy and emotional investment. This culture of care fosters an ideal environment for healing and exceptional health care provision.
#### 2. Provide Physicians with Leadership Roles
To enhance physician satisfaction and engagement, organizations should capitalize on the leadership skills that many physicians possess. Physicians offer unique perspectives that can aid hospitals in functioning more effectively.