Clinician burnout is more than a personal health issue—it’s a systemic equity gap. Data from the American Medical Association (AMA) shows that fixing it starts not with meditation apps, but with better system design.
Burnout Is the Symptom. The System Is the Cause.
Physician burnout is surging—62.8% of U.S. physicians reported at least one manifestation of burnout in 2021, compared to 38.2% the year before (Mayo Clinic Proceedings, 2022). But as Dr. Christine Sinsky of the AMA puts it:
“While burnout manifests in individuals, it originates in systems.”
And those systems—electronic health records, billing protocols, inbox overload, and rigid scheduling—are not neutral. They disproportionately affect women, primary care physicians, and those in under-resourced communities, making burnout a health equity issue, not just an HR one.
Burnout doesn’t hit every provider equally. A chaotic work environment, low autonomy, and lack of peer support all worsen burnout—but those conditions aren’t randomly distributed.
- High-chaos clinics report 78% burnout, vs. 36% in low-chaos settings
- Low-control work environments show 75% burnout vs. 39% when control is high
- Feeling undervalued increases burnout risk from 37% to 69%
These disparities mirror broader equity gaps in healthcare: physicians in safety-net settings or community practices often lack structural supports that larger systems have built in.
Burnout, then, becomes both a sign of inequity and a barrier to equity—because when clinicians are depleted, care quality drops, and patient disparities widen.
The AMA’s approach emphasizes a key shift in mindset: stop fixing the worker and start fixing the work. One major pillar of this strategy is to stop unnecessary work, a process they refer to as “de-implementation.” Instead of adding more training or resources, the AMA urges healthcare systems to eliminate non-value-adding tasks. This includes removing outdated documentation workflows, reducing redundant inbox messages, and applying protocols like standing orders and 90×4 prescription renewals. Tools such as the AMA’s DE-Implementation Tool are now being used across major health systems to review and retire wasteful tasks.
Another component is sharing the necessary work through team-based care. Advanced team models aim to offload routine EHR and portal duties from physicians by adopting practices such as team-based inbox management, pre-visit planning and labs, and shared documentation support. These strategies not only distribute the workload more evenly but also boost job satisfaction and overall efficiency without compromising patient care.
While organizational fixes are central, supporting the individual still matters—strategically. Although practices like yoga and mindfulness are helpful, structural elements like flexibility and autonomy make a more significant impact. This includes offering telehealth or hybrid work options, reducing panel sizes when FTEs decrease, and ensuring protected time for continuing medical education, leadership training, and coaching. Peer support programs, leadership development initiatives with a focus on diversity, equity, and inclusion (DEI), and recognition programs such as “joy in medicine” also contribute meaningfully to clinician well-being.
Sanford Health exemplifies this whole-system approach. With 5.9 million visits across 187 clinics, it has embedded well-being at the core of its operations. The system created a Clinician Experience Office led by a dedicated medical director, developed a two-year leadership curriculum covering equity, finance, law, and coaching, and implemented the AMA Organizational Biopsy tool to track burnout, teamwork, and practice efficiency. The results are promising: Sanford has reported 100% retention in key pilot cohorts and notable improvements in clinician engagement scores.
To ensure sustained progress, the AMA’s Joy in Medicine Recognition Program has introduced clear benchmarks for burnout prevention. These include regular assessments using tools like the Mini-Z survey, visible commitment from executive leadership, workflow redesigns to enhance efficiency, and metrics for teamwork and leadership. Leading institutions such as the Mayo Clinic, RUSH, and Ochsner are actively using these frameworks to weave wellness into the fabric of their organizational cultures.
Health Equity Begins With Clinician Equity
Redesigning healthcare delivery to support clinicians—especially those on the frontlines—is a foundational equity move. It’s not just about retention or morale. It’s about giving every community access to providers who aren’t running on empty.
In 2025, health equity isn’t just about how care is delivered. It’s about how those delivering care are supported.
