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Child of The New Gastroenterologist
Dealing with difficult people
Dealing with difficult people is not a new problem. As long as there are at least two people, the potential for conflict will arise. Unfortunately, the workplace or hospital is not immune from tragedies that are born out of poor conflict resolution. Before we go further, please do not ignore the fact that more than 1 million workers are assaulted each year, and more than 60% of Americans are aware of some type of abusive conduct occurring on the job.
Who are those difficult people we may encounter? Anyone and everyone. Difficult people may include our significant others, family members, supervisors, department chairs, colleagues, competitors, trainees, patients and their families, and ancillary personnel. Looking at this list, it is amazing that we aren’t either stymied by never-ending conflict resolution seminars, or rendered completely ineffective in all aspects of life. Daily conflicts can vary in intensity and degree. At one end one can be disgruntled at the person who secured the last doughnut in the break room, and at the other extreme end one is committed to moving forward with a multimillion dollar lawsuit against the company.
Conflicts arise because of a multiplicity of reasons – work style differences, background differences, attitude difference, personality types, and competitive versus cooperative differences. To be effective, each of us must realize that we are more alike than different, and it is our differences that should fuel our passion for providing excellent patient care and customer service.
In particular, be aware of things that can accelerate the potential for conflicts – performance ratings, evaluations, recommendation for promotion, absence of role models or mentors, lack of support amongst colleagues, and failures on the part of leadership to keep promises, appreciate people, maintain personal integrity, or take responsibility for their own errors.
When conflict arises – deal with it! Identify the problem, and if it is legitimate address it as soon as possible. Always remember to document the details in writing; never forget the old adage most of us learned during training: “If it’s not written/documented it wasn’t done or didn’t happen.” More than likely you won’t need to retrieve your written documents concerning a particular conflict, but if the conflict escalates, this type of documentation will prove invaluable.
Communicate with the person or persons with whom you have the conflict – it is essential that you have the “difficult” conversation. This conversation must be done face-to-face and in private. Never communicate by email, social media, or through gossip. Remain calm, professional, and show respect even if the other person does not. At this meeting detail the problem, but also come prepared with suggestions as to how the conflict might be resolved.
Take responsibility – you can’t control situations or people – but you can choose how you will respond to every situation. This is the appropriate time to establish boundaries; avoid any behavior that might be considered bullying or harassment. Redirect negativity that emanates from the person with whom you have the conflict as well as any potentially self-imposed negativity. Make every effort to avoid statements that include “you never” and “you always,” as there are very few absolutes in life. Consider the other person’s perspective as well; try to see it from their point of view because your “personal truth” is not the only “truth.” Our individual personal life experiences form the foundation for much of our opinions and views; therefore, it should be obvious that persons from widely varied backgrounds and cultures will differ in their approaches. If at all possible, give the person another chance; even the most difficult person has good attributes.
Once you have had the “difficult” conversation and there is still no resolution in sight you should take it to management. Everyone has a boss – even the Boss! There is much to gain from involving an impartial party or mediator. This impartial individual is able to understand the viewpoint of all parties involved and frequently that person’s solution may be considered acceptable because it is coming from someone not directly affected by the conflict.
Unresolved conflicts result in many negative effects – interference with one’s career is foremost – and that alone can be a source of undue stress. Other negative effects are the development of a hostile work environment, diminished productivity, low morale, and high employee turnover. Physicians in particular are prone to experiencing an increase in medical errors, litigation claims, and poor patient care when there are unresolved conflicts on the table.
In an ideal world, there are no difficult people; there are either no conflicts or all conflicts are resolved immediately without any lasting deleterious effects. Unfortunately, the world abounds in conflict at varying stages of resolution. As a final bit of advice, in dealing with difficult persons, do not allow conflicts to obscure your goals for successful patient care and/or customer service. Focus on why you decided to join your place of employment and realize that everyone has a role in making the team work! If you are dedicated to addressing conflicts as they arise, and utilizing the strategies outlined, you will often find that foes can truly become friends.
Dr. Cole is associate section chief, gastroenterology, and chief, GI endoscopy, Michael E. DeBakey VA Medical Center; and associate professor, internal medicine, Baylor College of Medicine, Houston.
Dealing with difficult people is not a new problem. As long as there are at least two people, the potential for conflict will arise. Unfortunately, the workplace or hospital is not immune from tragedies that are born out of poor conflict resolution. Before we go further, please do not ignore the fact that more than 1 million workers are assaulted each year, and more than 60% of Americans are aware of some type of abusive conduct occurring on the job.
Who are those difficult people we may encounter? Anyone and everyone. Difficult people may include our significant others, family members, supervisors, department chairs, colleagues, competitors, trainees, patients and their families, and ancillary personnel. Looking at this list, it is amazing that we aren’t either stymied by never-ending conflict resolution seminars, or rendered completely ineffective in all aspects of life. Daily conflicts can vary in intensity and degree. At one end one can be disgruntled at the person who secured the last doughnut in the break room, and at the other extreme end one is committed to moving forward with a multimillion dollar lawsuit against the company.
Conflicts arise because of a multiplicity of reasons – work style differences, background differences, attitude difference, personality types, and competitive versus cooperative differences. To be effective, each of us must realize that we are more alike than different, and it is our differences that should fuel our passion for providing excellent patient care and customer service.
In particular, be aware of things that can accelerate the potential for conflicts – performance ratings, evaluations, recommendation for promotion, absence of role models or mentors, lack of support amongst colleagues, and failures on the part of leadership to keep promises, appreciate people, maintain personal integrity, or take responsibility for their own errors.
When conflict arises – deal with it! Identify the problem, and if it is legitimate address it as soon as possible. Always remember to document the details in writing; never forget the old adage most of us learned during training: “If it’s not written/documented it wasn’t done or didn’t happen.” More than likely you won’t need to retrieve your written documents concerning a particular conflict, but if the conflict escalates, this type of documentation will prove invaluable.
Communicate with the person or persons with whom you have the conflict – it is essential that you have the “difficult” conversation. This conversation must be done face-to-face and in private. Never communicate by email, social media, or through gossip. Remain calm, professional, and show respect even if the other person does not. At this meeting detail the problem, but also come prepared with suggestions as to how the conflict might be resolved.
Take responsibility – you can’t control situations or people – but you can choose how you will respond to every situation. This is the appropriate time to establish boundaries; avoid any behavior that might be considered bullying or harassment. Redirect negativity that emanates from the person with whom you have the conflict as well as any potentially self-imposed negativity. Make every effort to avoid statements that include “you never” and “you always,” as there are very few absolutes in life. Consider the other person’s perspective as well; try to see it from their point of view because your “personal truth” is not the only “truth.” Our individual personal life experiences form the foundation for much of our opinions and views; therefore, it should be obvious that persons from widely varied backgrounds and cultures will differ in their approaches. If at all possible, give the person another chance; even the most difficult person has good attributes.
Once you have had the “difficult” conversation and there is still no resolution in sight you should take it to management. Everyone has a boss – even the Boss! There is much to gain from involving an impartial party or mediator. This impartial individual is able to understand the viewpoint of all parties involved and frequently that person’s solution may be considered acceptable because it is coming from someone not directly affected by the conflict.
Unresolved conflicts result in many negative effects – interference with one’s career is foremost – and that alone can be a source of undue stress. Other negative effects are the development of a hostile work environment, diminished productivity, low morale, and high employee turnover. Physicians in particular are prone to experiencing an increase in medical errors, litigation claims, and poor patient care when there are unresolved conflicts on the table.
In an ideal world, there are no difficult people; there are either no conflicts or all conflicts are resolved immediately without any lasting deleterious effects. Unfortunately, the world abounds in conflict at varying stages of resolution. As a final bit of advice, in dealing with difficult persons, do not allow conflicts to obscure your goals for successful patient care and/or customer service. Focus on why you decided to join your place of employment and realize that everyone has a role in making the team work! If you are dedicated to addressing conflicts as they arise, and utilizing the strategies outlined, you will often find that foes can truly become friends.
Dr. Cole is associate section chief, gastroenterology, and chief, GI endoscopy, Michael E. DeBakey VA Medical Center; and associate professor, internal medicine, Baylor College of Medicine, Houston.
Dealing with difficult people is not a new problem. As long as there are at least two people, the potential for conflict will arise. Unfortunately, the workplace or hospital is not immune from tragedies that are born out of poor conflict resolution. Before we go further, please do not ignore the fact that more than 1 million workers are assaulted each year, and more than 60% of Americans are aware of some type of abusive conduct occurring on the job.
Who are those difficult people we may encounter? Anyone and everyone. Difficult people may include our significant others, family members, supervisors, department chairs, colleagues, competitors, trainees, patients and their families, and ancillary personnel. Looking at this list, it is amazing that we aren’t either stymied by never-ending conflict resolution seminars, or rendered completely ineffective in all aspects of life. Daily conflicts can vary in intensity and degree. At one end one can be disgruntled at the person who secured the last doughnut in the break room, and at the other extreme end one is committed to moving forward with a multimillion dollar lawsuit against the company.
Conflicts arise because of a multiplicity of reasons – work style differences, background differences, attitude difference, personality types, and competitive versus cooperative differences. To be effective, each of us must realize that we are more alike than different, and it is our differences that should fuel our passion for providing excellent patient care and customer service.
In particular, be aware of things that can accelerate the potential for conflicts – performance ratings, evaluations, recommendation for promotion, absence of role models or mentors, lack of support amongst colleagues, and failures on the part of leadership to keep promises, appreciate people, maintain personal integrity, or take responsibility for their own errors.
When conflict arises – deal with it! Identify the problem, and if it is legitimate address it as soon as possible. Always remember to document the details in writing; never forget the old adage most of us learned during training: “If it’s not written/documented it wasn’t done or didn’t happen.” More than likely you won’t need to retrieve your written documents concerning a particular conflict, but if the conflict escalates, this type of documentation will prove invaluable.
Communicate with the person or persons with whom you have the conflict – it is essential that you have the “difficult” conversation. This conversation must be done face-to-face and in private. Never communicate by email, social media, or through gossip. Remain calm, professional, and show respect even if the other person does not. At this meeting detail the problem, but also come prepared with suggestions as to how the conflict might be resolved.
Take responsibility – you can’t control situations or people – but you can choose how you will respond to every situation. This is the appropriate time to establish boundaries; avoid any behavior that might be considered bullying or harassment. Redirect negativity that emanates from the person with whom you have the conflict as well as any potentially self-imposed negativity. Make every effort to avoid statements that include “you never” and “you always,” as there are very few absolutes in life. Consider the other person’s perspective as well; try to see it from their point of view because your “personal truth” is not the only “truth.” Our individual personal life experiences form the foundation for much of our opinions and views; therefore, it should be obvious that persons from widely varied backgrounds and cultures will differ in their approaches. If at all possible, give the person another chance; even the most difficult person has good attributes.
Once you have had the “difficult” conversation and there is still no resolution in sight you should take it to management. Everyone has a boss – even the Boss! There is much to gain from involving an impartial party or mediator. This impartial individual is able to understand the viewpoint of all parties involved and frequently that person’s solution may be considered acceptable because it is coming from someone not directly affected by the conflict.
Unresolved conflicts result in many negative effects – interference with one’s career is foremost – and that alone can be a source of undue stress. Other negative effects are the development of a hostile work environment, diminished productivity, low morale, and high employee turnover. Physicians in particular are prone to experiencing an increase in medical errors, litigation claims, and poor patient care when there are unresolved conflicts on the table.
In an ideal world, there are no difficult people; there are either no conflicts or all conflicts are resolved immediately without any lasting deleterious effects. Unfortunately, the world abounds in conflict at varying stages of resolution. As a final bit of advice, in dealing with difficult persons, do not allow conflicts to obscure your goals for successful patient care and/or customer service. Focus on why you decided to join your place of employment and realize that everyone has a role in making the team work! If you are dedicated to addressing conflicts as they arise, and utilizing the strategies outlined, you will often find that foes can truly become friends.
Dr. Cole is associate section chief, gastroenterology, and chief, GI endoscopy, Michael E. DeBakey VA Medical Center; and associate professor, internal medicine, Baylor College of Medicine, Houston.
Eosinophilic esophagitis: Faces and facets of a new disease
A dramatic rise in the recognition of eosinophilic esophagitis (EoE) has followed the case series by Stephen Attwood, MD, and Alex Straumann, MD, which first characterized the disease 25 years ago. While still a young disease, EoE has evolved from esoterica to a leading cause of dysphagia and food impaction worldwide (Gastroenterology. 2018 Jan;154[2]:319-32.). The typical face of EoE is a 30- to 40-year-old white man, but EoE afflicts both men and women of all ages and ethnic groups.
Guidelines prior to 2017 excluded proton pump inhibitor–responsive esophageal eosinophilia (PPIREE) from a formal diagnosis of EoE. The last decade, however, has witnessed the rise of fall of PPIREE, which was first reported in 2006 in a case series of three pediatric patients with presentations consistent with EoE, but symptom and histologic resolution after treatment with omeprazole. At the time, these cases were viewed as rare curiosities. Subsequent to a prospective series by Javier Molina-Infante, MD, in 2011, however, multiple studies have demonstrated that 30%-50% of patients suspected of having EoE respond to proton pump inhibitor (PPI). Clearly, PPIREE is not rare. Clinical and translational studies have investigated the phenomenon of PPIREE, noting that EoE and PPIREE share demographic, symptom, endoscopic, and pathologic features as well as biomarker expression and gene profiles that are distinct from gastroesophageal reflux disease (GERD). Furthermore, studies have identified intriguing, acid-independent properties of PPIs that inhibit allergic inflammation in cultured EoE cell lines. Together, these clinical and translational studies led to a 2016 European task force recommendation to remove the PPI trial from the diagnostic criteria for EoE (Gut 2016 Mar;65[3]:524-31). At Digestive Disease Week 2017®, an international consortium sponsored by the International Gastrointestinal Eosinophil Researchers (TIGERS) convened in Chicago to review this controversy. The consensus from this meeting was in line with the European position statement. For patients with a clinical presentation suggestive of EoE and esophageal eosinophilia, clinicians should carefully consider non-EoE causes of esophageal eosinophilia but would not be required to use PPIs to establish a diagnosis of EoE.
Assessment of disease activity in EoE has largely focused on counting eosinophils on esophageal biopsies, but the mucosa may be the tip of the EoE iceberg. There is increasing evidence that the inflammation and remodeling aspects of EoE extend beneath the mucosa. If you “dig a little deeper” and sample the subepithelial space, a different face of EoE emerges, with eosinophilic inflammation and fibrosis in EoE that are distinct from GERD. This subepithelial remodeling forms the basis for the strictures and narrow caliber esophagus that are major complications of EoE.
Treatment of EoE involves a multifaceted approach that includes medications, dietary therapy, and esophageal dilation. No drugs have yet been approved by the Food and Drug Administration for EoE. Off-label use of topical corticosteroids are a mainstay of therapy, with 10 double-blind, placebo-controlled randomized trials demonstrating efficacy for both histology and symptoms. Novel therapeutic approaches to EoE are targeting allergic cytokine mediators including interleukin-4, 5, and 13 with promising results. The role of biologic therapies in the management of EoE is yet undefined but the increasing recognition of steroid-refractory patients as well as potential effects on esophageal remodeling are unmet needs. Diet therapy continues to be an important, first-line option for motivated patients and clinicians, with removal of the six most common food allergens associated with a 70% histologic response in both pediatric and adult studies. Less-restrictive diets have been devised to reduce the need for repeated endoscopies. At the same time, several office-based tests of disease activity are undergoing validation, including the esophageal string test, Cytosponge, mucosal impedance, transnasal endoscopy, and confocal microscopy capsule. These technologies will lead to fewer endoscopies and may shift EoE management to the primary care or allergist’s office.
Finally, it is important to acknowledge that EoE is not a “GI disease,” but one that is best managed by a multifaceted approach that integrates allergists, immunologists, pathologists, radiologists, dietitians, patient advocacy, and epidemiologists who are confronting this new disease. The Consortium of Eosinophilic Gastrointestinal Disease Researchers, funded by the National Institutes of Health and the Rare Diseases Clinical Research Network, is an example of a multidisciplinary collaboration that addresses fundamental questions regarding the natural history and optimal management of EoE.
Dr. Hirano is a professor of medicine, division of gastroenterology, Northwestern University, Chicago. He has received grant support from the NIH Consortium of Eosinophilic Gastrointestinal Disease Researchers (CEGIR, U54 AI117804). CEGIR is also supported by patient advocacy groups including the American Partnership for Eosinophilic Disorders, the CURED Foundation, and the Eosinophilic Family Coalition. Dr. Hirano has received consulting fees and research funding from Celgene, Regeneron, and Shire among others. Dr. Hirano made his comments during the AGA Institute Presidential Plenary at the Annual Digestive Disease Week.
A dramatic rise in the recognition of eosinophilic esophagitis (EoE) has followed the case series by Stephen Attwood, MD, and Alex Straumann, MD, which first characterized the disease 25 years ago. While still a young disease, EoE has evolved from esoterica to a leading cause of dysphagia and food impaction worldwide (Gastroenterology. 2018 Jan;154[2]:319-32.). The typical face of EoE is a 30- to 40-year-old white man, but EoE afflicts both men and women of all ages and ethnic groups.
Guidelines prior to 2017 excluded proton pump inhibitor–responsive esophageal eosinophilia (PPIREE) from a formal diagnosis of EoE. The last decade, however, has witnessed the rise of fall of PPIREE, which was first reported in 2006 in a case series of three pediatric patients with presentations consistent with EoE, but symptom and histologic resolution after treatment with omeprazole. At the time, these cases were viewed as rare curiosities. Subsequent to a prospective series by Javier Molina-Infante, MD, in 2011, however, multiple studies have demonstrated that 30%-50% of patients suspected of having EoE respond to proton pump inhibitor (PPI). Clearly, PPIREE is not rare. Clinical and translational studies have investigated the phenomenon of PPIREE, noting that EoE and PPIREE share demographic, symptom, endoscopic, and pathologic features as well as biomarker expression and gene profiles that are distinct from gastroesophageal reflux disease (GERD). Furthermore, studies have identified intriguing, acid-independent properties of PPIs that inhibit allergic inflammation in cultured EoE cell lines. Together, these clinical and translational studies led to a 2016 European task force recommendation to remove the PPI trial from the diagnostic criteria for EoE (Gut 2016 Mar;65[3]:524-31). At Digestive Disease Week 2017®, an international consortium sponsored by the International Gastrointestinal Eosinophil Researchers (TIGERS) convened in Chicago to review this controversy. The consensus from this meeting was in line with the European position statement. For patients with a clinical presentation suggestive of EoE and esophageal eosinophilia, clinicians should carefully consider non-EoE causes of esophageal eosinophilia but would not be required to use PPIs to establish a diagnosis of EoE.
Assessment of disease activity in EoE has largely focused on counting eosinophils on esophageal biopsies, but the mucosa may be the tip of the EoE iceberg. There is increasing evidence that the inflammation and remodeling aspects of EoE extend beneath the mucosa. If you “dig a little deeper” and sample the subepithelial space, a different face of EoE emerges, with eosinophilic inflammation and fibrosis in EoE that are distinct from GERD. This subepithelial remodeling forms the basis for the strictures and narrow caliber esophagus that are major complications of EoE.
Treatment of EoE involves a multifaceted approach that includes medications, dietary therapy, and esophageal dilation. No drugs have yet been approved by the Food and Drug Administration for EoE. Off-label use of topical corticosteroids are a mainstay of therapy, with 10 double-blind, placebo-controlled randomized trials demonstrating efficacy for both histology and symptoms. Novel therapeutic approaches to EoE are targeting allergic cytokine mediators including interleukin-4, 5, and 13 with promising results. The role of biologic therapies in the management of EoE is yet undefined but the increasing recognition of steroid-refractory patients as well as potential effects on esophageal remodeling are unmet needs. Diet therapy continues to be an important, first-line option for motivated patients and clinicians, with removal of the six most common food allergens associated with a 70% histologic response in both pediatric and adult studies. Less-restrictive diets have been devised to reduce the need for repeated endoscopies. At the same time, several office-based tests of disease activity are undergoing validation, including the esophageal string test, Cytosponge, mucosal impedance, transnasal endoscopy, and confocal microscopy capsule. These technologies will lead to fewer endoscopies and may shift EoE management to the primary care or allergist’s office.
Finally, it is important to acknowledge that EoE is not a “GI disease,” but one that is best managed by a multifaceted approach that integrates allergists, immunologists, pathologists, radiologists, dietitians, patient advocacy, and epidemiologists who are confronting this new disease. The Consortium of Eosinophilic Gastrointestinal Disease Researchers, funded by the National Institutes of Health and the Rare Diseases Clinical Research Network, is an example of a multidisciplinary collaboration that addresses fundamental questions regarding the natural history and optimal management of EoE.
Dr. Hirano is a professor of medicine, division of gastroenterology, Northwestern University, Chicago. He has received grant support from the NIH Consortium of Eosinophilic Gastrointestinal Disease Researchers (CEGIR, U54 AI117804). CEGIR is also supported by patient advocacy groups including the American Partnership for Eosinophilic Disorders, the CURED Foundation, and the Eosinophilic Family Coalition. Dr. Hirano has received consulting fees and research funding from Celgene, Regeneron, and Shire among others. Dr. Hirano made his comments during the AGA Institute Presidential Plenary at the Annual Digestive Disease Week.
A dramatic rise in the recognition of eosinophilic esophagitis (EoE) has followed the case series by Stephen Attwood, MD, and Alex Straumann, MD, which first characterized the disease 25 years ago. While still a young disease, EoE has evolved from esoterica to a leading cause of dysphagia and food impaction worldwide (Gastroenterology. 2018 Jan;154[2]:319-32.). The typical face of EoE is a 30- to 40-year-old white man, but EoE afflicts both men and women of all ages and ethnic groups.
Guidelines prior to 2017 excluded proton pump inhibitor–responsive esophageal eosinophilia (PPIREE) from a formal diagnosis of EoE. The last decade, however, has witnessed the rise of fall of PPIREE, which was first reported in 2006 in a case series of three pediatric patients with presentations consistent with EoE, but symptom and histologic resolution after treatment with omeprazole. At the time, these cases were viewed as rare curiosities. Subsequent to a prospective series by Javier Molina-Infante, MD, in 2011, however, multiple studies have demonstrated that 30%-50% of patients suspected of having EoE respond to proton pump inhibitor (PPI). Clearly, PPIREE is not rare. Clinical and translational studies have investigated the phenomenon of PPIREE, noting that EoE and PPIREE share demographic, symptom, endoscopic, and pathologic features as well as biomarker expression and gene profiles that are distinct from gastroesophageal reflux disease (GERD). Furthermore, studies have identified intriguing, acid-independent properties of PPIs that inhibit allergic inflammation in cultured EoE cell lines. Together, these clinical and translational studies led to a 2016 European task force recommendation to remove the PPI trial from the diagnostic criteria for EoE (Gut 2016 Mar;65[3]:524-31). At Digestive Disease Week 2017®, an international consortium sponsored by the International Gastrointestinal Eosinophil Researchers (TIGERS) convened in Chicago to review this controversy. The consensus from this meeting was in line with the European position statement. For patients with a clinical presentation suggestive of EoE and esophageal eosinophilia, clinicians should carefully consider non-EoE causes of esophageal eosinophilia but would not be required to use PPIs to establish a diagnosis of EoE.
Assessment of disease activity in EoE has largely focused on counting eosinophils on esophageal biopsies, but the mucosa may be the tip of the EoE iceberg. There is increasing evidence that the inflammation and remodeling aspects of EoE extend beneath the mucosa. If you “dig a little deeper” and sample the subepithelial space, a different face of EoE emerges, with eosinophilic inflammation and fibrosis in EoE that are distinct from GERD. This subepithelial remodeling forms the basis for the strictures and narrow caliber esophagus that are major complications of EoE.
Treatment of EoE involves a multifaceted approach that includes medications, dietary therapy, and esophageal dilation. No drugs have yet been approved by the Food and Drug Administration for EoE. Off-label use of topical corticosteroids are a mainstay of therapy, with 10 double-blind, placebo-controlled randomized trials demonstrating efficacy for both histology and symptoms. Novel therapeutic approaches to EoE are targeting allergic cytokine mediators including interleukin-4, 5, and 13 with promising results. The role of biologic therapies in the management of EoE is yet undefined but the increasing recognition of steroid-refractory patients as well as potential effects on esophageal remodeling are unmet needs. Diet therapy continues to be an important, first-line option for motivated patients and clinicians, with removal of the six most common food allergens associated with a 70% histologic response in both pediatric and adult studies. Less-restrictive diets have been devised to reduce the need for repeated endoscopies. At the same time, several office-based tests of disease activity are undergoing validation, including the esophageal string test, Cytosponge, mucosal impedance, transnasal endoscopy, and confocal microscopy capsule. These technologies will lead to fewer endoscopies and may shift EoE management to the primary care or allergist’s office.
Finally, it is important to acknowledge that EoE is not a “GI disease,” but one that is best managed by a multifaceted approach that integrates allergists, immunologists, pathologists, radiologists, dietitians, patient advocacy, and epidemiologists who are confronting this new disease. The Consortium of Eosinophilic Gastrointestinal Disease Researchers, funded by the National Institutes of Health and the Rare Diseases Clinical Research Network, is an example of a multidisciplinary collaboration that addresses fundamental questions regarding the natural history and optimal management of EoE.
Dr. Hirano is a professor of medicine, division of gastroenterology, Northwestern University, Chicago. He has received grant support from the NIH Consortium of Eosinophilic Gastrointestinal Disease Researchers (CEGIR, U54 AI117804). CEGIR is also supported by patient advocacy groups including the American Partnership for Eosinophilic Disorders, the CURED Foundation, and the Eosinophilic Family Coalition. Dr. Hirano has received consulting fees and research funding from Celgene, Regeneron, and Shire among others. Dr. Hirano made his comments during the AGA Institute Presidential Plenary at the Annual Digestive Disease Week.
What does burnout cost?
How are you feeling today? Simple words but a bit of introspection can go a long way. P It affects a physician’s well-being, effectiveness, productivity, and the ability to provide quality care. It also carries personal consequences for physicians including broken relationships, substance abuse, suicide, and depression.
Burnout may affect at least one-third of gastroenterologists. At greater risk are younger physicians, physicians performing high-risk procedures, and physicians experiencing work-life conflicts.
While the root cause of physician burnout varies from provider to provider, an overarching theme is work stress. Work stress may develop for a number of reasons, including issues at the level of the health care system (shifts in reimbursement or payment models, increasing clerical burden of the electronic medical record), organizational issues (e.g., dysfunctional administration, system-wide communication issues), and personal issues.
The key to preventing burnout is to first recognize that it can happen. Because initial symptoms build up internally, it can be easy to overlook. These seven steps can help you prevent burnout:
- Be self-aware and stay vigilant.
- Take care of yourself first.
- Stay connected to family, friends, and coworkers.
- Exercise.
- Ensure adequate sleep.
- Use your vacation time and ensure you disconnect yourself from work.
- Learn to say no.
A case study published in Clinical Gastroenterology and Hepatology delves deeper into how burnout develops, why it matters, and provides pathways to successfully combat it.
How are you feeling today? Simple words but a bit of introspection can go a long way. P It affects a physician’s well-being, effectiveness, productivity, and the ability to provide quality care. It also carries personal consequences for physicians including broken relationships, substance abuse, suicide, and depression.
Burnout may affect at least one-third of gastroenterologists. At greater risk are younger physicians, physicians performing high-risk procedures, and physicians experiencing work-life conflicts.
While the root cause of physician burnout varies from provider to provider, an overarching theme is work stress. Work stress may develop for a number of reasons, including issues at the level of the health care system (shifts in reimbursement or payment models, increasing clerical burden of the electronic medical record), organizational issues (e.g., dysfunctional administration, system-wide communication issues), and personal issues.
The key to preventing burnout is to first recognize that it can happen. Because initial symptoms build up internally, it can be easy to overlook. These seven steps can help you prevent burnout:
- Be self-aware and stay vigilant.
- Take care of yourself first.
- Stay connected to family, friends, and coworkers.
- Exercise.
- Ensure adequate sleep.
- Use your vacation time and ensure you disconnect yourself from work.
- Learn to say no.
A case study published in Clinical Gastroenterology and Hepatology delves deeper into how burnout develops, why it matters, and provides pathways to successfully combat it.
How are you feeling today? Simple words but a bit of introspection can go a long way. P It affects a physician’s well-being, effectiveness, productivity, and the ability to provide quality care. It also carries personal consequences for physicians including broken relationships, substance abuse, suicide, and depression.
Burnout may affect at least one-third of gastroenterologists. At greater risk are younger physicians, physicians performing high-risk procedures, and physicians experiencing work-life conflicts.
While the root cause of physician burnout varies from provider to provider, an overarching theme is work stress. Work stress may develop for a number of reasons, including issues at the level of the health care system (shifts in reimbursement or payment models, increasing clerical burden of the electronic medical record), organizational issues (e.g., dysfunctional administration, system-wide communication issues), and personal issues.
The key to preventing burnout is to first recognize that it can happen. Because initial symptoms build up internally, it can be easy to overlook. These seven steps can help you prevent burnout:
- Be self-aware and stay vigilant.
- Take care of yourself first.
- Stay connected to family, friends, and coworkers.
- Exercise.
- Ensure adequate sleep.
- Use your vacation time and ensure you disconnect yourself from work.
- Learn to say no.
A case study published in Clinical Gastroenterology and Hepatology delves deeper into how burnout develops, why it matters, and provides pathways to successfully combat it.
Be Kind to Yourself: Preventing Burnout in New GIs Through Self-Compassion
Physician burnout is a growing epidemic, particularly in the early careers of gastroenterologists. Up to 50% of new physicians and trainees experience burnout with the first 3 years of independent practice.1 The negative consequences of burnout are well known – medical errors, depression, substance abuse, and even suicide.2,3 To meet criteria for burnout syndrome (Table 1), one must have two of three core symptoms, often experienced as phases: 1) physical and emotional exhaustion; 2) cynicism and detachment; and 3) feelings of ineffectiveness and lack of accomplishment.4
Emotional exhaustion, one of the earliest symptoms of burnout syndrome was reported to be as high as 63% among gastroenterologists in a survey study I conducted with colleagues a few years ago.5 Similar findings are noted amongst colorectal surgeons.6 We also noted in our study that burnout levels were highest in junior versus senior attendings, with junior attendings reporting more stress related to performing endoscopies and making split-second decisions. Interventional endoscopists may have been disproportionately affected by the latter, reporting that they were more likely to think about possible mistakes they made after work, have difficulty sleeping due to thinking about their day, and have difficulty separating work and personal life.5 Male and female physicians may progress through the phases of burnout differently, with men being more likely to experience cynicism and depersonalization first, followed by fatigue. Men may also not necessarily experience the third phase of feeling ineffective, which can be particularly dangerous because they will continue to push until there is a serious consequence. Women tend to go through all three phases of burnout beginning with emotional exhaustion, with a more rapid progression through the cynicism phase, and may end up spending the majority of their time feeling ineffective and limited in their accomplishments, a recipe for leaving medicine entirely.7
Prevention of burnout through self-compassion
Even though it may sometimes be easy to forget, most of us chose medicine as our profession because of our inherent compassion towards others and desire to care for those in need. But have we properly learned how to apply that same compassion to ourselves?
Self-compassion is one of the primary qualities of a happy, flourishing, resilient individual.8 Self-compassion is a psychological skill that can be applied to feelings of inadequacy, failure, or lack of control and includes: 1) self-kindness, 2) belief in a common humanity, and 3) mindfulness.8
Are you self-compassionate? Take a quiz!
Self-kindness requires us to treat ourselves as kindly as we would a friend or patient in the same situation. We must consciously choose not to use harsh, self-critical language when we make mistakes. We are taught not to berate our trainees for mistakes in the clinical setting – we can be taught not to berate ourselves for shortcomings as well. Self-kindness also requires that we provide ourselves with sympathy when we experience disappointments through no fault of our own (e.g. despite all my best efforts, this clinical initiative failed) and give ourselves the opportunity to nurture and soothe ourselves when we experience pain.6 Belief in a common humanity fosters engagement with others, recognizing that nobody is perfect and that others suffer as well. Isolating ourselves because we feel ashamed, embarrassed, or “crazy” in our experience of a situation only increases our suffering. As we engage with others, we are able to view things from a different perspective and also recognize that others around us have problems too. Indeed, social support may be one of the best buffers against burnout, particularly cynicism.12 A recent meta-analysis concluded that a combination of institutional engagement techniques including reduced hours and support groups as well as access to individual behavioral techniques such as mindfulness could reduce or prevent burnout.13
I have previously commented on the practice of mindfulness in the AGA Community forums and, as a potentially stand-alone component of self-compassion training,14 recommend it here as well. In addition to traditional mindfulness-based stress-reduction courses and mindfulness meditation practice found in many hospitals and community centers, individual meditation focused on loving kindness or gratitude as well as mindful exercises such as writing a self-compassionate letter or statements to yourself can be used to offset burnout in daily life.15 From the perspective of reducing burnout, mindfulness allows us to look at our feelings of cynicism, exhaustion, and inadequacy without judgment, to view them as symptoms rather than ugly truths about ourselves and that rather than avoid or suppress these feelings, to be mindful and compassionate toward them.
Finally, in the spirit of self-compassion, we must not judge ourselves for needing the help of others to navigate adversity – whether that support comes from our personal or professional life, or is provided by a mental health professional, we deserve to be taken care of as much as our patients do.
For more information, please visit the following, helpful resources: www.CenterForMSC.org, www.Self-Compassion.org, and www.MindfulSelfCompassion.org.
Dr. Keefer is director, psychobehavioral research, Icahn School of Medicine at Mount Sinai, division of gastroenterology, New York, N.Y.
References
1. West C.P., Shanafelt T.D., Kolars J.C. JAMA. 2011;306[9]:952-60.
2. Maslach C., Leiter M.P. World Psychiatry. 2016;15[2]:103-11.
3. Ahola K., Honkonen T., Kivimaki M., et al. J Occup Environ Med. 2006;48[10]:1023-30.
4. Ahola K., Honkonen T., Isometsa E., et al. Soc Psychiatry Psychiatr Epidemiol. 2006;41[1]:11-7.
5. Farber B.A. J Clin Psychol. 2000;56[5]:589-94.
6. Keswani R.N., Taft T.H., Cote G.A., Keefer L. Am J Gastroenterol. 2011;106[10]:1734-40.
7. Sharma A., Sharp D.M., Walker L.G., Monson J.R. Psychooncology. 2008;17[6]:570-6.
8. Houkes I., Winants Y., Twellaar M., Verdonk P. BMC Public Health. 2011;11:240.
9. Neff K.D. Hum Dev. 2009;52[4]:211-4.
10. de Vente W., van Amsterdam J.G., Olff M., Kamphuis J.H., Emmelkamp P.M. Biomed Res Int. 2015;2015:431725.
11. Rockliff H., Karl A., McEwan K., Gilbert J., Matos M., Gilbert P. Effects of intranasal oxytocin on ‘compassion focused imagery’. Emotion. 2011;11[6]:1388-96.
12. Porges S.W. Biol Psychol. 2007;74[2]:301-7.
13. Breines J.G., Chen S. Pers Soc Psychol Bull. 2012;38[9]:1133-43.
14. Heffernan M., Quinn G.M.T., Sister R.M., Fitzpatrick JJ. Int J Nurs Pract. 2010;16[4]:366-73.
15. Crocker J., Canevello A. J Pers Soc Psychol. 2008;95[3]:555-75.
16. Thompson G., McBride R.B., Hosford C.C., Halaas G. Teach Learn Med. 2016;28[2]:174-82.
17. Nie Z., Jin Y., He L., et al. Int J Clin Exp Med. 2015;8[10]:19144-9.
18. West C.P., Dyrbye L.N., Erwin P.J., Shanafelt T.D. Lancet. 2016. Nov 5;388(10057)2272-81.
19. Luchterhand C., Rakel D., Haq C., et al. WMJ. 2015;114[3]:105-9.
20. Montero-Marin J., Tops M., Manzanera R, Piva Demarzo MM, Alvarez de Mon M, Garcia-Campayo J. Front Psychol. 2015;6:1895.
Physician burnout is a growing epidemic, particularly in the early careers of gastroenterologists. Up to 50% of new physicians and trainees experience burnout with the first 3 years of independent practice.1 The negative consequences of burnout are well known – medical errors, depression, substance abuse, and even suicide.2,3 To meet criteria for burnout syndrome (Table 1), one must have two of three core symptoms, often experienced as phases: 1) physical and emotional exhaustion; 2) cynicism and detachment; and 3) feelings of ineffectiveness and lack of accomplishment.4
Emotional exhaustion, one of the earliest symptoms of burnout syndrome was reported to be as high as 63% among gastroenterologists in a survey study I conducted with colleagues a few years ago.5 Similar findings are noted amongst colorectal surgeons.6 We also noted in our study that burnout levels were highest in junior versus senior attendings, with junior attendings reporting more stress related to performing endoscopies and making split-second decisions. Interventional endoscopists may have been disproportionately affected by the latter, reporting that they were more likely to think about possible mistakes they made after work, have difficulty sleeping due to thinking about their day, and have difficulty separating work and personal life.5 Male and female physicians may progress through the phases of burnout differently, with men being more likely to experience cynicism and depersonalization first, followed by fatigue. Men may also not necessarily experience the third phase of feeling ineffective, which can be particularly dangerous because they will continue to push until there is a serious consequence. Women tend to go through all three phases of burnout beginning with emotional exhaustion, with a more rapid progression through the cynicism phase, and may end up spending the majority of their time feeling ineffective and limited in their accomplishments, a recipe for leaving medicine entirely.7
Prevention of burnout through self-compassion
Even though it may sometimes be easy to forget, most of us chose medicine as our profession because of our inherent compassion towards others and desire to care for those in need. But have we properly learned how to apply that same compassion to ourselves?
Self-compassion is one of the primary qualities of a happy, flourishing, resilient individual.8 Self-compassion is a psychological skill that can be applied to feelings of inadequacy, failure, or lack of control and includes: 1) self-kindness, 2) belief in a common humanity, and 3) mindfulness.8
Are you self-compassionate? Take a quiz!
Self-kindness requires us to treat ourselves as kindly as we would a friend or patient in the same situation. We must consciously choose not to use harsh, self-critical language when we make mistakes. We are taught not to berate our trainees for mistakes in the clinical setting – we can be taught not to berate ourselves for shortcomings as well. Self-kindness also requires that we provide ourselves with sympathy when we experience disappointments through no fault of our own (e.g. despite all my best efforts, this clinical initiative failed) and give ourselves the opportunity to nurture and soothe ourselves when we experience pain.6 Belief in a common humanity fosters engagement with others, recognizing that nobody is perfect and that others suffer as well. Isolating ourselves because we feel ashamed, embarrassed, or “crazy” in our experience of a situation only increases our suffering. As we engage with others, we are able to view things from a different perspective and also recognize that others around us have problems too. Indeed, social support may be one of the best buffers against burnout, particularly cynicism.12 A recent meta-analysis concluded that a combination of institutional engagement techniques including reduced hours and support groups as well as access to individual behavioral techniques such as mindfulness could reduce or prevent burnout.13
I have previously commented on the practice of mindfulness in the AGA Community forums and, as a potentially stand-alone component of self-compassion training,14 recommend it here as well. In addition to traditional mindfulness-based stress-reduction courses and mindfulness meditation practice found in many hospitals and community centers, individual meditation focused on loving kindness or gratitude as well as mindful exercises such as writing a self-compassionate letter or statements to yourself can be used to offset burnout in daily life.15 From the perspective of reducing burnout, mindfulness allows us to look at our feelings of cynicism, exhaustion, and inadequacy without judgment, to view them as symptoms rather than ugly truths about ourselves and that rather than avoid or suppress these feelings, to be mindful and compassionate toward them.
Finally, in the spirit of self-compassion, we must not judge ourselves for needing the help of others to navigate adversity – whether that support comes from our personal or professional life, or is provided by a mental health professional, we deserve to be taken care of as much as our patients do.
For more information, please visit the following, helpful resources: www.CenterForMSC.org, www.Self-Compassion.org, and www.MindfulSelfCompassion.org.
Dr. Keefer is director, psychobehavioral research, Icahn School of Medicine at Mount Sinai, division of gastroenterology, New York, N.Y.
References
1. West C.P., Shanafelt T.D., Kolars J.C. JAMA. 2011;306[9]:952-60.
2. Maslach C., Leiter M.P. World Psychiatry. 2016;15[2]:103-11.
3. Ahola K., Honkonen T., Kivimaki M., et al. J Occup Environ Med. 2006;48[10]:1023-30.
4. Ahola K., Honkonen T., Isometsa E., et al. Soc Psychiatry Psychiatr Epidemiol. 2006;41[1]:11-7.
5. Farber B.A. J Clin Psychol. 2000;56[5]:589-94.
6. Keswani R.N., Taft T.H., Cote G.A., Keefer L. Am J Gastroenterol. 2011;106[10]:1734-40.
7. Sharma A., Sharp D.M., Walker L.G., Monson J.R. Psychooncology. 2008;17[6]:570-6.
8. Houkes I., Winants Y., Twellaar M., Verdonk P. BMC Public Health. 2011;11:240.
9. Neff K.D. Hum Dev. 2009;52[4]:211-4.
10. de Vente W., van Amsterdam J.G., Olff M., Kamphuis J.H., Emmelkamp P.M. Biomed Res Int. 2015;2015:431725.
11. Rockliff H., Karl A., McEwan K., Gilbert J., Matos M., Gilbert P. Effects of intranasal oxytocin on ‘compassion focused imagery’. Emotion. 2011;11[6]:1388-96.
12. Porges S.W. Biol Psychol. 2007;74[2]:301-7.
13. Breines J.G., Chen S. Pers Soc Psychol Bull. 2012;38[9]:1133-43.
14. Heffernan M., Quinn G.M.T., Sister R.M., Fitzpatrick JJ. Int J Nurs Pract. 2010;16[4]:366-73.
15. Crocker J., Canevello A. J Pers Soc Psychol. 2008;95[3]:555-75.
16. Thompson G., McBride R.B., Hosford C.C., Halaas G. Teach Learn Med. 2016;28[2]:174-82.
17. Nie Z., Jin Y., He L., et al. Int J Clin Exp Med. 2015;8[10]:19144-9.
18. West C.P., Dyrbye L.N., Erwin P.J., Shanafelt T.D. Lancet. 2016. Nov 5;388(10057)2272-81.
19. Luchterhand C., Rakel D., Haq C., et al. WMJ. 2015;114[3]:105-9.
20. Montero-Marin J., Tops M., Manzanera R, Piva Demarzo MM, Alvarez de Mon M, Garcia-Campayo J. Front Psychol. 2015;6:1895.
Physician burnout is a growing epidemic, particularly in the early careers of gastroenterologists. Up to 50% of new physicians and trainees experience burnout with the first 3 years of independent practice.1 The negative consequences of burnout are well known – medical errors, depression, substance abuse, and even suicide.2,3 To meet criteria for burnout syndrome (Table 1), one must have two of three core symptoms, often experienced as phases: 1) physical and emotional exhaustion; 2) cynicism and detachment; and 3) feelings of ineffectiveness and lack of accomplishment.4
Emotional exhaustion, one of the earliest symptoms of burnout syndrome was reported to be as high as 63% among gastroenterologists in a survey study I conducted with colleagues a few years ago.5 Similar findings are noted amongst colorectal surgeons.6 We also noted in our study that burnout levels were highest in junior versus senior attendings, with junior attendings reporting more stress related to performing endoscopies and making split-second decisions. Interventional endoscopists may have been disproportionately affected by the latter, reporting that they were more likely to think about possible mistakes they made after work, have difficulty sleeping due to thinking about their day, and have difficulty separating work and personal life.5 Male and female physicians may progress through the phases of burnout differently, with men being more likely to experience cynicism and depersonalization first, followed by fatigue. Men may also not necessarily experience the third phase of feeling ineffective, which can be particularly dangerous because they will continue to push until there is a serious consequence. Women tend to go through all three phases of burnout beginning with emotional exhaustion, with a more rapid progression through the cynicism phase, and may end up spending the majority of their time feeling ineffective and limited in their accomplishments, a recipe for leaving medicine entirely.7
Prevention of burnout through self-compassion
Even though it may sometimes be easy to forget, most of us chose medicine as our profession because of our inherent compassion towards others and desire to care for those in need. But have we properly learned how to apply that same compassion to ourselves?
Self-compassion is one of the primary qualities of a happy, flourishing, resilient individual.8 Self-compassion is a psychological skill that can be applied to feelings of inadequacy, failure, or lack of control and includes: 1) self-kindness, 2) belief in a common humanity, and 3) mindfulness.8
Are you self-compassionate? Take a quiz!
Self-kindness requires us to treat ourselves as kindly as we would a friend or patient in the same situation. We must consciously choose not to use harsh, self-critical language when we make mistakes. We are taught not to berate our trainees for mistakes in the clinical setting – we can be taught not to berate ourselves for shortcomings as well. Self-kindness also requires that we provide ourselves with sympathy when we experience disappointments through no fault of our own (e.g. despite all my best efforts, this clinical initiative failed) and give ourselves the opportunity to nurture and soothe ourselves when we experience pain.6 Belief in a common humanity fosters engagement with others, recognizing that nobody is perfect and that others suffer as well. Isolating ourselves because we feel ashamed, embarrassed, or “crazy” in our experience of a situation only increases our suffering. As we engage with others, we are able to view things from a different perspective and also recognize that others around us have problems too. Indeed, social support may be one of the best buffers against burnout, particularly cynicism.12 A recent meta-analysis concluded that a combination of institutional engagement techniques including reduced hours and support groups as well as access to individual behavioral techniques such as mindfulness could reduce or prevent burnout.13
I have previously commented on the practice of mindfulness in the AGA Community forums and, as a potentially stand-alone component of self-compassion training,14 recommend it here as well. In addition to traditional mindfulness-based stress-reduction courses and mindfulness meditation practice found in many hospitals and community centers, individual meditation focused on loving kindness or gratitude as well as mindful exercises such as writing a self-compassionate letter or statements to yourself can be used to offset burnout in daily life.15 From the perspective of reducing burnout, mindfulness allows us to look at our feelings of cynicism, exhaustion, and inadequacy without judgment, to view them as symptoms rather than ugly truths about ourselves and that rather than avoid or suppress these feelings, to be mindful and compassionate toward them.
Finally, in the spirit of self-compassion, we must not judge ourselves for needing the help of others to navigate adversity – whether that support comes from our personal or professional life, or is provided by a mental health professional, we deserve to be taken care of as much as our patients do.
For more information, please visit the following, helpful resources: www.CenterForMSC.org, www.Self-Compassion.org, and www.MindfulSelfCompassion.org.
Dr. Keefer is director, psychobehavioral research, Icahn School of Medicine at Mount Sinai, division of gastroenterology, New York, N.Y.
References
1. West C.P., Shanafelt T.D., Kolars J.C. JAMA. 2011;306[9]:952-60.
2. Maslach C., Leiter M.P. World Psychiatry. 2016;15[2]:103-11.
3. Ahola K., Honkonen T., Kivimaki M., et al. J Occup Environ Med. 2006;48[10]:1023-30.
4. Ahola K., Honkonen T., Isometsa E., et al. Soc Psychiatry Psychiatr Epidemiol. 2006;41[1]:11-7.
5. Farber B.A. J Clin Psychol. 2000;56[5]:589-94.
6. Keswani R.N., Taft T.H., Cote G.A., Keefer L. Am J Gastroenterol. 2011;106[10]:1734-40.
7. Sharma A., Sharp D.M., Walker L.G., Monson J.R. Psychooncology. 2008;17[6]:570-6.
8. Houkes I., Winants Y., Twellaar M., Verdonk P. BMC Public Health. 2011;11:240.
9. Neff K.D. Hum Dev. 2009;52[4]:211-4.
10. de Vente W., van Amsterdam J.G., Olff M., Kamphuis J.H., Emmelkamp P.M. Biomed Res Int. 2015;2015:431725.
11. Rockliff H., Karl A., McEwan K., Gilbert J., Matos M., Gilbert P. Effects of intranasal oxytocin on ‘compassion focused imagery’. Emotion. 2011;11[6]:1388-96.
12. Porges S.W. Biol Psychol. 2007;74[2]:301-7.
13. Breines J.G., Chen S. Pers Soc Psychol Bull. 2012;38[9]:1133-43.
14. Heffernan M., Quinn G.M.T., Sister R.M., Fitzpatrick JJ. Int J Nurs Pract. 2010;16[4]:366-73.
15. Crocker J., Canevello A. J Pers Soc Psychol. 2008;95[3]:555-75.
16. Thompson G., McBride R.B., Hosford C.C., Halaas G. Teach Learn Med. 2016;28[2]:174-82.
17. Nie Z., Jin Y., He L., et al. Int J Clin Exp Med. 2015;8[10]:19144-9.
18. West C.P., Dyrbye L.N., Erwin P.J., Shanafelt T.D. Lancet. 2016. Nov 5;388(10057)2272-81.
19. Luchterhand C., Rakel D., Haq C., et al. WMJ. 2015;114[3]:105-9.
20. Montero-Marin J., Tops M., Manzanera R, Piva Demarzo MM, Alvarez de Mon M, Garcia-Campayo J. Front Psychol. 2015;6:1895.
The AGA Trainee and Early Career Committee – Shaping the Young GI Experience
AGA’s focus on young GIs
The AGA Trainee and Early Career Committee (formerly Trainee and Young GI Committee) is composed of 12 trainee and early-career AGA members and meets twice a year to develop programs and events specifically targeted to trainees and gastroenterologists (GIs) in their first five years out of fellowship training. The committee was formed by the AGA in February 2013 to address the specific needs of early-career GI professionals and to develop programs to expose younger members to all that the AGA has to offer. The new committee also became a creative space to organize efforts to increase membership among early-career GIs. Trainee and Early Career Committee members are selected for 2-year terms and represent fellowship training programs, universities, and practices from around the nation. Each committee member serves simultaneously on one other AGA committee, which gives young GIs additional opportunities for leadership roles. The committee meets regularly with AGA staff and a governing board liaison to discuss committee goals and the issues most relevant to physicians during and directly after GI fellowship training. The committee also provides feedback to other committees about how programs and initiatives might involve or impact GI fellows and recent graduates. The result is a unique focus group where young GIs from all over the country work collectively to improve the young GI experience through flagship programs like the Regional Practice Skills Workshop, the Young Delegates Program, and Trainee and Early Career events at Digestive Disease Week (DDW)®.
AGA Regional Practice Skills Workshops
The workshop agenda is similar across locations and includes sessions on career options in research and clinical practice, how to evaluate a job, contract negotiation, health care reform, financial planning, and work-life balance. The program is geared toward second- and third-year fellows, recent fellowship graduates, and those considering a job or career change. All workshops include catered meals and are free to both AGA members and non-members. Those interested in attending one of the workshops can find more information at http://www.gastro.org/trainees. The Trainee and Early Career committee is also looking to expand to additional cities in future years so that more trainees and early-career GIs can participate in these workshops.
The AGA Young Delegates program
The AGA highly values the efforts of our Young Delegates, and the Trainee and Early Career Committee considers them a talent pool from which we can elicit input, select committee members, and find future leaders. More importantly, we hope that the program allows young AGA members to increasingly engage with the AGA to refresh, improve, and strengthen the society. To become a Young Delegate, please visit www.gastro.org/youngdelegates to provide us with your information.
Trainee and early career GIs at DDW
The Trainee and Early Career Committee sponsors several events at DDW to bring together fellows and early-career GIs from all over the country. Each year, our committee hosts a DDW Trainee and Early Career symposium to provide practical advice for early-career GIs from all practice settings. Our DDW 2016 symposium was entitled “Surviving The First Years in Clinical Practice – Roundtable with the Experts,” and featured prominent leaders who shared career perspectives with attendees through formal presentations and more casual discussion. Attendees gained insider tips on how to design and run a fiscally prosperous practice, coding and documentation, and building and maintaining a clinical practice referral base from expert AGA leaders. We are now in the process of planning the DDW 2017 Trainee and Early Career symposium that will focus on “The Road to Leadership in GI.”
Come join us!
The success of the AGA depends on the 16,000 members who volunteer their time for committees, councils, and the governing board. Since its inception, the Trainee and Early Career Committee has allowed young GIs to have a role in the AGA as well as benefit from all of the resources that the AGA has to offer in leadership training, networking, and career preparation. In the past three years, participation of young GIs in the Trainee and Early Career Committee events has been on the rise, which we hope is a reflection of our efforts to address the educational needs of early GIs and the transition from fellowship to practice. We would love to see more fellows and early-career GIs involved!
For more information about the Trainee and Early Career committee, becoming a committee member, and our programs, please visit http://www.gastro.org/trainees. If you have any ideas that you think the committee should consider, please let us know at [email protected].
Dr. Liang is an instructor in the division of gastroenterology, New York University School of Medicine, New York, and an attending physician in the VA New York Harbor Healthcare System, New York. Dr. Kushner is a transplant hepatology fellow in the division of gastroenterology, University of California, San Francisco. Dr. May is assistant professor in the division of digestive diseases, David Geffen School of Medicine, University of California, Los Angeles, and an attending physician in the department of gastroenterology in the VA Greater Los Angeles Healthcare System, Los Angeles.
AGA’s focus on young GIs
The AGA Trainee and Early Career Committee (formerly Trainee and Young GI Committee) is composed of 12 trainee and early-career AGA members and meets twice a year to develop programs and events specifically targeted to trainees and gastroenterologists (GIs) in their first five years out of fellowship training. The committee was formed by the AGA in February 2013 to address the specific needs of early-career GI professionals and to develop programs to expose younger members to all that the AGA has to offer. The new committee also became a creative space to organize efforts to increase membership among early-career GIs. Trainee and Early Career Committee members are selected for 2-year terms and represent fellowship training programs, universities, and practices from around the nation. Each committee member serves simultaneously on one other AGA committee, which gives young GIs additional opportunities for leadership roles. The committee meets regularly with AGA staff and a governing board liaison to discuss committee goals and the issues most relevant to physicians during and directly after GI fellowship training. The committee also provides feedback to other committees about how programs and initiatives might involve or impact GI fellows and recent graduates. The result is a unique focus group where young GIs from all over the country work collectively to improve the young GI experience through flagship programs like the Regional Practice Skills Workshop, the Young Delegates Program, and Trainee and Early Career events at Digestive Disease Week (DDW)®.
AGA Regional Practice Skills Workshops
The workshop agenda is similar across locations and includes sessions on career options in research and clinical practice, how to evaluate a job, contract negotiation, health care reform, financial planning, and work-life balance. The program is geared toward second- and third-year fellows, recent fellowship graduates, and those considering a job or career change. All workshops include catered meals and are free to both AGA members and non-members. Those interested in attending one of the workshops can find more information at http://www.gastro.org/trainees. The Trainee and Early Career committee is also looking to expand to additional cities in future years so that more trainees and early-career GIs can participate in these workshops.
The AGA Young Delegates program
The AGA highly values the efforts of our Young Delegates, and the Trainee and Early Career Committee considers them a talent pool from which we can elicit input, select committee members, and find future leaders. More importantly, we hope that the program allows young AGA members to increasingly engage with the AGA to refresh, improve, and strengthen the society. To become a Young Delegate, please visit www.gastro.org/youngdelegates to provide us with your information.
Trainee and early career GIs at DDW
The Trainee and Early Career Committee sponsors several events at DDW to bring together fellows and early-career GIs from all over the country. Each year, our committee hosts a DDW Trainee and Early Career symposium to provide practical advice for early-career GIs from all practice settings. Our DDW 2016 symposium was entitled “Surviving The First Years in Clinical Practice – Roundtable with the Experts,” and featured prominent leaders who shared career perspectives with attendees through formal presentations and more casual discussion. Attendees gained insider tips on how to design and run a fiscally prosperous practice, coding and documentation, and building and maintaining a clinical practice referral base from expert AGA leaders. We are now in the process of planning the DDW 2017 Trainee and Early Career symposium that will focus on “The Road to Leadership in GI.”
Come join us!
The success of the AGA depends on the 16,000 members who volunteer their time for committees, councils, and the governing board. Since its inception, the Trainee and Early Career Committee has allowed young GIs to have a role in the AGA as well as benefit from all of the resources that the AGA has to offer in leadership training, networking, and career preparation. In the past three years, participation of young GIs in the Trainee and Early Career Committee events has been on the rise, which we hope is a reflection of our efforts to address the educational needs of early GIs and the transition from fellowship to practice. We would love to see more fellows and early-career GIs involved!
For more information about the Trainee and Early Career committee, becoming a committee member, and our programs, please visit http://www.gastro.org/trainees. If you have any ideas that you think the committee should consider, please let us know at [email protected].
Dr. Liang is an instructor in the division of gastroenterology, New York University School of Medicine, New York, and an attending physician in the VA New York Harbor Healthcare System, New York. Dr. Kushner is a transplant hepatology fellow in the division of gastroenterology, University of California, San Francisco. Dr. May is assistant professor in the division of digestive diseases, David Geffen School of Medicine, University of California, Los Angeles, and an attending physician in the department of gastroenterology in the VA Greater Los Angeles Healthcare System, Los Angeles.
AGA’s focus on young GIs
The AGA Trainee and Early Career Committee (formerly Trainee and Young GI Committee) is composed of 12 trainee and early-career AGA members and meets twice a year to develop programs and events specifically targeted to trainees and gastroenterologists (GIs) in their first five years out of fellowship training. The committee was formed by the AGA in February 2013 to address the specific needs of early-career GI professionals and to develop programs to expose younger members to all that the AGA has to offer. The new committee also became a creative space to organize efforts to increase membership among early-career GIs. Trainee and Early Career Committee members are selected for 2-year terms and represent fellowship training programs, universities, and practices from around the nation. Each committee member serves simultaneously on one other AGA committee, which gives young GIs additional opportunities for leadership roles. The committee meets regularly with AGA staff and a governing board liaison to discuss committee goals and the issues most relevant to physicians during and directly after GI fellowship training. The committee also provides feedback to other committees about how programs and initiatives might involve or impact GI fellows and recent graduates. The result is a unique focus group where young GIs from all over the country work collectively to improve the young GI experience through flagship programs like the Regional Practice Skills Workshop, the Young Delegates Program, and Trainee and Early Career events at Digestive Disease Week (DDW)®.
AGA Regional Practice Skills Workshops
The workshop agenda is similar across locations and includes sessions on career options in research and clinical practice, how to evaluate a job, contract negotiation, health care reform, financial planning, and work-life balance. The program is geared toward second- and third-year fellows, recent fellowship graduates, and those considering a job or career change. All workshops include catered meals and are free to both AGA members and non-members. Those interested in attending one of the workshops can find more information at http://www.gastro.org/trainees. The Trainee and Early Career committee is also looking to expand to additional cities in future years so that more trainees and early-career GIs can participate in these workshops.
The AGA Young Delegates program
The AGA highly values the efforts of our Young Delegates, and the Trainee and Early Career Committee considers them a talent pool from which we can elicit input, select committee members, and find future leaders. More importantly, we hope that the program allows young AGA members to increasingly engage with the AGA to refresh, improve, and strengthen the society. To become a Young Delegate, please visit www.gastro.org/youngdelegates to provide us with your information.
Trainee and early career GIs at DDW
The Trainee and Early Career Committee sponsors several events at DDW to bring together fellows and early-career GIs from all over the country. Each year, our committee hosts a DDW Trainee and Early Career symposium to provide practical advice for early-career GIs from all practice settings. Our DDW 2016 symposium was entitled “Surviving The First Years in Clinical Practice – Roundtable with the Experts,” and featured prominent leaders who shared career perspectives with attendees through formal presentations and more casual discussion. Attendees gained insider tips on how to design and run a fiscally prosperous practice, coding and documentation, and building and maintaining a clinical practice referral base from expert AGA leaders. We are now in the process of planning the DDW 2017 Trainee and Early Career symposium that will focus on “The Road to Leadership in GI.”
Come join us!
The success of the AGA depends on the 16,000 members who volunteer their time for committees, councils, and the governing board. Since its inception, the Trainee and Early Career Committee has allowed young GIs to have a role in the AGA as well as benefit from all of the resources that the AGA has to offer in leadership training, networking, and career preparation. In the past three years, participation of young GIs in the Trainee and Early Career Committee events has been on the rise, which we hope is a reflection of our efforts to address the educational needs of early GIs and the transition from fellowship to practice. We would love to see more fellows and early-career GIs involved!
For more information about the Trainee and Early Career committee, becoming a committee member, and our programs, please visit http://www.gastro.org/trainees. If you have any ideas that you think the committee should consider, please let us know at [email protected].
Dr. Liang is an instructor in the division of gastroenterology, New York University School of Medicine, New York, and an attending physician in the VA New York Harbor Healthcare System, New York. Dr. Kushner is a transplant hepatology fellow in the division of gastroenterology, University of California, San Francisco. Dr. May is assistant professor in the division of digestive diseases, David Geffen School of Medicine, University of California, Los Angeles, and an attending physician in the department of gastroenterology in the VA Greater Los Angeles Healthcare System, Los Angeles.
