In 2018, for the first time, the General Medical Council (GMC) included items on burnout in its National Training Survey. The survey was completed by 51,956 trainee doctors and 19,193 trainers, making it the largest burnout survey in UK doctors to date. The response rate was also extremely high – 96% of all doctors in training who were contacted completed it, as did 41% of all contacted trainers. As such, these results provide a reliable picture of the current situation in the medical workforce. The survey found that 24% of trainees and 21% of trainers feel burnt-out to a high degree or a very high degree (for the full report, see here).

When I read these results in the BMJ, I wasn’t surprised. Rates of stress and burnout are high in healthcare staff internationally; in the 2018 Medscape report on physician burnout and depression, out of 15,000 US doctors, 42% were burnt-out and 12% were categorised as ‘colloquially depressed’. I was also concerned: a growing body of research shows a strong and consistent link between higher staff burnout and poorer patient care. Papers I have authored and co-authored show:

• 70% of studies which have investigated burnout and patient safety in healthcare staff have found a significant link between the two (Hall et al., 2016).
• In nurses, higher burnout is linked with poorer perceptions of patient safety both at the level of the individual practitioner and the ward level (Johnson et al., 2017).
• GPs think that burnout affects the quality of patient care by reducing their abilities to emphathise, to show positive attitudes to patients and by increasing the number of inappropriate referrals made (Hall et al., 2017).

Together with Dr Maria Panagioti and Dr Christopher Bu, I decided to respond to the BMJ article on the survey findings to highlight the evidence that burnout in doctors affects patient care. In particular, our letter focused on a recently published systematic review and meta-analysis led by Dr Panagioti. The findings of the review are described in more detail in a previous blog post (see here), but in brief, the review reported that burnt-out doctors are at twice the risk of being involved in a patient safety incident and at twice the risk of having dissatisfied patients.

This research reinforces the importance of measuring burnout in the medical workforce and the need to reduce this. The best way to intervene is currently unclear; while evidence suggests that interventions which target organisations (for example, redesigning jobs) are more effective than those which target individuals (for example, delivering mindfulness courses; Panagioti et al., 2017), there are many interventions which blur this boundary. These include training interventions, which are delivered to individual practitioners but aim to support them in their work, rather than improve their personal coping skills. Evidence suggests these are effective for tackling burnout (Dreison et al., 2018). Clearly, more research is needed. However, while we wait for this, I would suggest that organisations respond to the expressed needs of their workforce, providing the interventions that are both requested and well utilised.

To read our letter to the BMJ, please see here.

To read my previous blog on tackling burnout, please see here.

There is increasing evidence that healthcare staff burnout is linked to a range of negative outcomes, including increased staff absences, higher rate of staff turnover, and poorer quality of patient care (see my previous blog on this here). In a systematic review I co-authored, we found that that 21 out of 30 (70%) studies looking at the link between higher staff burnout and poorer patient safety reported a significant association between the two (Hall et al., 2016). The review found hard evidence for what many clinicians could see happening in their wards and surgeries: when staff are hard pressed, patient care suffers. It was well received on social media and has since been cited dozens of times.

However, while this previous review found clear evidence for a link between staff burnout and patient safety, it seemed to me that two questions remained unanswered. The first was whether there is also a link between burnout and other aspects of patient care, such as patient satisfaction. The second was what the strength of this relationship is: that is, just how much do increases in burnout impact patient care?

So, when I was invited to contribute to a systematic review on the links between burnout and patient care in doctors by Dr Maria Panagioti, I jumped at the chance. The review led by Dr Panagioti aimed to answer both these questions. It gathered studies which investigated burnout in doctors in relation to a broader range of outcomes, including:

  1. Patient safety incidents, (e.g., adverse events, medication errors, diagnostic incidents)
  2. Low professionalism (e.g., adherence to treatment guidelines, quality of communication, malpractice claims, empathy)
  3. Low patient satisfaction

It also quantified the strength of these relationships using meta-analysis, which was not employed in the previous review.

Is burnout linked with patient safety incidents?

The review identified 21 studies which reported on the association between burnout and patient safety incidents. The results of the meta-analyses suggested that burnt-out doctors were twice as likely to be involved in a patient safety incident as those not suffering from burnout. All aspects of burnout (exhaustion, disengagement and low accomplishment) were associated with a significantly higher risk of being involved in a patient safety incident.

Is burnout linked with low professionalism?

28 studies were found which reported on the link between burnout and low professionalism (e.g., showing low empathy, having received a malpractice claim). The results of the meta-analyses suggested that burnt-out doctors were twice as likely to show low professionalism. When the different aspects of burnout were examined separately, disengagement was the aspect most linked with low professionalism. Doctors who were disengaged from their patients were 3-times as likely to exhibit low professionalism. Doctors high in emotional exhaustion or low in personal accomplishment were over 2.5-times as likely to exhibit low professionalism.

Importantly, the review found that the link between burnout and low professionalism was twice as high in trainee and early career doctors compared with more experienced doctors. This is particularly concerning when the recent GMC survey results showing that a quarter of trainee doctors are burnt-out are considered.

Is burnout linked with low patient satisfaction?

7 studies reported measures of patient satisfaction. It was found that burnt-out doctors were at twice the risk of having dissatisfied patients. Again, disengagement was the aspect of burnout most closely linked with low patient satisfaction, with disengaged doctors showing a 4.5-fold increased risk. Low personal accomplishment was also linked with twice the risk of low patient satisfaction. No link was found with emotional exhaustion.

Where now?

This review finds strong evidence that burnt-out doctors are at significantly higher risk of being involved in patient safety incidents, showing low professionalism and having dissatisfied patients. Having clarified the presence and size of the problem of burnout for patient care, the next step for us as researchers is to identify evidence-based solutions to this problem. While a number of interventions to reduce burnout have been proposed (see Panagioti et al., 2017), there is a need to identify 1) which interventions are most feasible and most effective, and 2) whether reducing burnout can improve patient care.

For my previous blog on tackling burnout, please see here.

The review described in this article was published in JAMA: Internal Medicine. To read it, please see here.

As a clinical psychologist by background, starting out in patient safety research was a learning curve for me. Suddenly the outcomes being discussed weren’t mental health symptoms, they were avoidable patient deaths, medication errors and patient falls on wards. Another thing I began to hear about was the aviation industry. Practices from aviation had inspired early patient safety researchers and I came to understand that we had learned much from them. For example, they had introduced standardised reporting and embraced psychological approaches in order to understand the group behaviours that contribute to safety failures (Helmreich, 2000).

More recently, however, this idea has fallen from popularity. When Jeremy Hunt attended a hospital Q&A earlier this week, he used this analogy. @Dr_Sarah_H, an emergency doctor at the hospital, challenged him on it. She later tweeted the problems with this comparison, highlighting the relative complexity of healthcare to aviation, the lack of control staff often have over their workload and issues with understaffing in hospitals. Her string of tweets went viral (below).

 

A couple of days after seeing these tweets, I was contacted by an experienced RAF professional keen to share with me the things he believes aviation do which healthcare can still learn from. He said that the RAF:

  • Have both open and confidential reporting processes in place which are simple to use; with confidential reporting, should someone have a concern they feel they can’t raise through normal reporting channels, they can submit a confidential report which by-passes all channels and goes direct to the RAF’s Safety Centre where it will be investigated by an independent team whilst respecting the confidentiality of the reporter.

  • Reporting is viewed as the life-blood of the Safety Management System so some stations have introduced a monthly award scheme for the best report which is awarded by the senior officer on the station.This is aimed at those who report a ‘near miss’, even if it is due to their own honest mistake.

  • Every report is logged and investigated, with feedback provided to the reporter.

  • Everyone receives Human Factors training during which real-life case studies are used to draw out the key learning points.

  • To avoid ‘witch hunts’ which damage the reporting culture, all investigations take place under a strict ‘just’ culture by an independent team. Incidents are rarely found to have occurred due to a single factor; almost invariably a host of contributing factors are identified.

In summary, the aviation industry enables their staff to report in utter confidence and rewards staff for good reporting. I think it would be hard to deny that healthcare still has a long way to go to meet these standards. Perhaps the contention then, is not Jeremy Hunt’s point but his target audience: does he expect NHS emergency nurses and doctors to implement these changes? Unlikely. Telling staff working in underfunded services to achieve the safety levels seen in aviation will only engender frustration, the sense that they are not understood and that the impossible is being asked. As with the RAF, these changes will require leadership support, resource and buy-in from the highest levels.

Between January 2005 and March 2009, hundreds of patients died due to poor care at Stafford Hospitala. The public enquiry into what had happened at the hospital was launched in November 2010. I was living in nearby Birmingham at the time, and stories of the horrors that had occurred at the hospital were frequently broadcast on the local news. Surgical equipment such as clips and clamps which should have been single-use were being used multiple times; patients on wards were left without water and some became so desperate they drank from vases containing flowers. Food was taken to vulnerable patients but not fed to them, and patients could be heard crying out from their beds due to lack of pain relief.

How could this happen?
As an NHS employee in a neighbouring healthcare trust, I found it hard to fathom how this could have happened. The Francis Report, the final report from the inquiry into Stafford Hospital, was published in February 2013. It suggested the causes were complex. There were significant staff shortages caused by the cutting of jobs in an attempt to meet a £10m budget deficit. When concerns were raised by staff or visitors through relevant forums, these were ignored. Importantly, staff became disengaged at all levels, and this in itself became a hard-to-measure but important cause of suffering.

In one tv news report a former patient, Nicola Monti, describes how she returned to hospital with a bowel condition following the birth of her second baby. She became sicker in the squalid hospital conditions and contracted MRSA. As she speaks about how the nurse communicated this information to her, by throwing the test results down on the bed, tears spring to her eyes. The results meant continued isolation from her two children and intense feelings of loneliness, but it is clear that simply the callous manner in which the nurse told her was in itself a significant cause of pain.

These patterns play out in more muted ways
Staff disengagement had a key role in contributing to the terrible events that occurred in Stafford Hospital. Thankfully the Staffordshire hospital failings are an outlier, but in my experience these patterns can play out in more muted ways. In a service I worked in where bullying was rife and staff were miserable, patient care did not receive the enthusiasm and energy it should have. On the other hand, in services I’ve worked in where staff felt they were part of a functioning and effective team, the mood was more positive and patients received the best that service had to offer.

Time for research
While I had seen these patterns in services I worked in, I wanted to find evidence to back up my anecdote. I arrived in my current job as a Lecturer at the University of Leeds and Bradford Institute for Health Research in October 2013 with this as my focus.

Staff: The greatest asset of the NHS
The first thing I discovered when I began my reading in this area is that the workforce is the greatest asset of the NHS. The NHS is the world’s 5th biggest employer, employing 1.7m staff altogether, including 141,000 doctors and 329,000 nurses, midwives and health visitors. The annual bill for employing clinical staff is £43 billion, which is around half of NHS Trusts’ budgets (National Audit Office, 2016). 

Turnover
The second thing I discovered is the extent to which turnover and sickness absence –clear outcomes of elevated burnout and disengagement – are causing major problems for the NHS. Between 2011 and 2015 the number of staff leaving their jobs each year due to poor work-life balance doubled. Each time a staff member leaves, costs are incurred due to 1) employing temporary staff to fill their role until a replacement is found, 2) advertising, interviewing and recruiting a replacement staff member and 3) training the new staff member. I was unable to find cost estimates for the NHS, but the price of replacing a nurse has been estimated to be $20, 561 in the USA, $26, 652 in Canada, $23, 711 in New Zealand and $48, 790 in Australia (Duffield et al., 2014).

Sickness absence
NHS staff are off work due to sickness for twice the number of days as those working in the private sector. What is particularly concerning is that a significant proportion of these days are due to stress and anxiety. In doctors in acute trusts, 17% of all sickness absence days are in this category; in doctors in mental health trusts it is 26% (see my previous blog for more information on this). These absences can lead to delays and interruptions in care and divert NHS resources to paying for expensive agency cover. This problem is increasing: in 2010, £2.2 billion was spent on agency staff, but by 2015 the figure had risen to £3.3 billion. This leads to a vicious cycle: money that could be spent on enhancing services and supporting existing staff is diverted to agency fees. In turn, services suffer, staff are not as well supported and more leave and become unwell due to stress. This further increases the agency bill, and so on.

Impact on patient care
A large body of evidence shows that higher staff burnout is linked with poorer quality patient care. For example, in a study of emergency doctors published in 2015, those who were classed as suffering from burnout said they more frequently ordered extra tests, failed to treat pain in a timely manner, discharged patients to make the department manageable, did not discuss treatment options or answer patients’ questions, did not communicate important information in handovers and did not discuss treatment plans with appropriate staff (Lu et al., 2015).

This poorer care is reflected in lower patient satisfaction. In an analysis of the NHS staff surveys of 2009, 2010 and 2010 together with trust-level measures, patient satisfaction was higher when fewer staff worked extra hours, more staff felt valued by their colleagues, staff reported lower work pressure and higher levels of engagement (Powell et al., 2014).

The all-important question of patient safety
While there was a lot of research studies on the link between staff engagement, burnout and quality of care indicators, there was much less research on the link with patient safety outcomes. Exploring this was of key importance to me: in Stafford Hospital, patients weren’t just reporting low satisfaction, hundreds had died. Understanding and evidencing the link between staff engagement/burnout and patient safety was paramount to preventing this from happening again. When I told clinical colleagues of my plans, they told me not to bother: “It’s so obvious, of course staff wellbeing and patient safety are linked. You don’t need to research it”. I became slightly concerned I could be wasting my time, but decided to plough on anyway in the hope that like me, someone else might feel the need to evidence the obvious.

First step: A review of the literature
First we undertook the first systematic review of studies linking healthcare staff burnout and wellbeing with patient safety. Forty-six relevant studies were identified. The review found that 89% of the studies which measured wellbeing reported a significant association between wellbeing and patient safety, and 83% that measured burnout reported a significant association between burnout and patient safety. The review was led by Dr Louise Hall and published in PLOS One in 2016, and has since received over 100 citations according to Google Scholar metrics, making me glad that I didn’t heed the initial discouragement I received!

Which matters most – general mental wellbeing or burnout in particular?
The concept of more general mental wellbeing (e.g., depression) is distinct from burnout, which focuses specifically on negative work experiences and attitudes. I became interested in which of these areas may be most important to focus on in relation to patient safety. To address this we conducted a survey study in 323 nurses across 3 trusts. Participants completed measures of burnout, depression and perceptions of patient safety. Statistically speaking, we found that while both burnout and depression had direct individual associations with patient safety perceptions, the association between depression and patient safety was fully mediated by burnout. In other words, we found that depression IS linked with patient safety, but it is the portion of depression that overlaps with burnout that creates this link (See Figure 1). In short, burnout seems to be the more important concept to focus on. We concluded that interventions looking to improve patient safety may benefit from focusing on burnout in particular, for example using strategies to enhance staff engagement in work rather rolling out one-to-one therapy for depression. The study was published in Journal of Advanced Nursing.

Figure 1. It is the portion of depression that overlaps with burnout that is linked with poorer patient safety perceptions.

What are the mechanisms?
A final question we wanted to answer was into the mechanisms of this association: if a staff member is feeling burnt-out, how does this turn into poorer patient care? We addressed this in a qualitative study led by Dr Louise Hall, which was published in the Journal of Patient Safety. Five focus groups with 25 GPs were undertaken. GPs thought poor wellbeing and burnout affects care quality by reducing doctors’ ability to empathize, increasing their negative attitudes to patients and by increasing the likelihood that the GP will simply refer the patient on rather than manage them in clinic, even if the referral isn’t really appropriate. GPs thought that burnout impacts patient safety by reducing their mental functioning and decision making abilities and increasing their fatigue. As one GP said, when burnt-out, they may be less likely to ‘connect dots’ across time and realise that current symptoms may be indicative of a bigger picture indicating a more concerning problem; because of this they could risk missing an important diagnosis.

Interested in how healthcare staff burnout can be tackled? Please see this blog post.

This blog was written in conjunction with a talk given at the Practitioner Wellbeing Conference in Manchester on 14th June 2018. To download a copy of the slides, click here.

a The Francis report of February 2013 concluded that it would be unsafe to infer from these statistics that there was any particular number of avoidable or unnecessary deaths at the trust.

[Authored by Olivia Johnson, Alice Dunning and Judith Johnson]

Healthcare research can feel out of touch and out of step with clinical demands and priorities. It’s usually a slow process, often riddled with delays, and it may not address the immediate questions healthcare staff are asking.

As healthcare researchers, we have been challenged about the point and purpose of our work. After all, we’ve been asked, doesn’t research usually just confirm what we know by common sense, anyway? Aren’t the true advances in healthcare made through common sense clinical observations and logical assumption? Here, we present four reasons why healthcare research is needed (or, four ways that common sense has not been enough).

1. Widely practised treatments based on common sense clinical knowledge have been found to be ineffective (or harmful) when tested by research.

One clear example of this is the use of oxygen therapy as emergency treatment following a heart attack. For over 100 years this was considered common sense and routine, based on knowledge that the blocked artery would prevent oxygen from reaching the heart. However, in 2009 a review of research studies testing this intervention reported counterintuitive results [1]. Rather than compensating for the lack of oxygen to the heart, the review found that oxygen treatment increased, rather than decreased, the size of the area affected by lack of oxygen. These studies have started to raise debate about the guidelines for emergency oxygen treatment, challenging standard healthcare practices and moving this field forwards [2].

Reaching back further in time, in the middle of the 20th Century, we can find a similar example of counterintuitive research results in the work of Ignacio Ponseti. Ponseti was an Orthopaedic Surgeon who began researching Club Foot, a condition where one or both of a child’s feet are turned inwards and downwards. At the time, based on clinical knowledge and common sense, it was widely assumed that Club Foot should be treated surgically [3]. Ponseti, however, began to recall individuals who had had this surgical treatment twenty years later. Contrary to expectation, his research found that many of these patients were suffering from rigid, weak feet [3]. Ponseti delved into the research literature for answers, drawing on papers published as far back as 1872 [4] to develop a treatment based primarily on plaster casts [5]. His results were impressive, suggesting that 71% of feet treated with his method showed a good outcome 5-12 years later [3]. The downside was that his procedure was slow, involving phased treatment that lasted months. It felt counter-intuitive and undesirable compared to a surgical intervention which had much quicker results. Because of this, Ponseti’s approach was regarded as outlandish, and for years many people viewed him as crazy [6].  It wasn’t until the 1990s, when he had produced further promising research results and word began to spread, that his evidence-based approach became the ‘norm’.

A more current example like this comes from the field of miscarriage research [7]. Based on knowledge that the hormone progesterone is key to maintaining a healthy pregnancy, a common sense treatment for women at risk of miscarriage has been to prescribe progesterone supplements after a positive pregnancy test result. However, when it was put to the test in a large-scale study last year, this treatment was not found to be effective. Contrary to expectations, women prescribed progesterone supplements had almost exactly the same risk of miscarriage as women prescribed a placebo version of the hormone [7]. In the absence of promising new interventions for miscarriage, this result was disappointing to the many couples affected by this problem. On the other hand, it could be the evidence that researchers need to spur them on to find new answers. Let’s watch this space!

2. Healthcare research has proved that interventions that are intuitively bizarre can in fact be helpful.

Sometimes the strangest things can help, and without research, it’s hard to see how these kind of treatments would have come to light. One example comes from research into IVF (in-vitro fertilisation), where success rates continue to be disappointingly low. However, recent hope has come from a treatment known as the “endometrial scratch”. As it sounds, this is literally where the inside of a woman’s uterus is scratched prior to undergoing IVF. Although strange sounding, evidence that this may be beneficial first came from research in guinea pigs in 1907 [8]. In the past decade studies have begun to explore this treatment for boosting IVF success rates in humans. When reviewing these studies together, a recently published paper concluded that the endometrial scratch improves IVF success rates in women who have undergone previously failed attempts, who might otherwise have low chances of success [8].

Other counterintuitive treatments have come from research into physical health symptoms which cannot be explained medically. You may initially think that these problems must be rare, and that physical health problems on the whole require a medical intervention targeting the body. However, research has told us that around half of patients seen by hospital doctors may be affected by medically unexplained symptoms [9]. Armed with this knowledge, psychologists theorised that these symptoms may be psychologically influenced, and developed psychotherapeutic treatments to address them. Research testing these treatments has been promising, and a recent review of these studies found that in all cases, psychological therapy reduced the severity of medically unexplained symptoms [10].

3. What common sense would suggest is a problem, isn’t always a problem

In healthcare, it can sometimes seem that there are a lot of things that need improving. Research can just be an added burden to this, an extra job on top of the normal clinical caseload. However, sometimes research can help reduce that to-do list, showing us that some things may be fine left unchanged.

A great example of this is research into interruptions on wards. The conventional view has long held that distractions and interruptions are a threat to patient safety. They take attention away from the task in hand and break clinicians’ concentration. However, research suggests that the real picture isn’t nearly so clear. Whilst interruptions in surgical settings have been linked with deteriorations in patient safety [11], research in ward settings has highlighted the benefits of being interrupted. For example, one study found that interruptions provided important information for staff, with 11% of them communicating knowledge that improved patient safety [12]. Other research has found that interruptions may help staff to stay alert by keeping them in a heightened state of arousal and eliminating boredom [12].

Taken together, these studies oppose the common-sense view that interruptions should be eliminated in ward settings and suggest that distractions are not always dangerous. Indeed, interruptions can keep clinicians alert and informed in some settings, and efforts to remove and reduce them could have unexpected consequences. Good news for clinicians – this is one thing that can be left unchanged!

4. What is common sense to clinicians isn’t always common sense to other people, and research evidence can lead to shared knowledge.

Part of our own research focuses on healthcare staff burnout, and we have found evidence suggesting that when staff are burnt out, safety and quality of patient care suffers [13]. In our discussions with healthcare staff we have been told that our research is obvious, common sense, and common knowledge. After all, anyone working on a ward can see that this is the case. However, gathering data demonstrating this link can help to explain and describe it to the public and policy makers, who may not fully understand the daily challenges of healthcare work. Conducting this kind of research can begin to quantify this association. For example, if a nurse is suffering from moderate burnout due to difficult working conditions, just how much is the quality of the care they can provide likely to suffer? We don’t have the answer to that one yet, but it’s these kind of questions we are keen to answer. We may be stating the obvious, but what seems obvious to you or me may not be so clear to everyone else.

So where now?

It seems pretty clear to us that research is necessary. It overturns false assumptions, finds strange new answers to problems, can help clinicians focus on the most pressing problems, and can justify the resources that clinicians need.

On the other hand, we are under no false illusions that the research process is perfect as it is. It can take years to secure funding for a project that is clearly needed, years more to undertake that project, and months more again until that research may be published and publicised. In the worst cases, by the time funding has been secured for a project, the landscape of the NHS has changed to such an extent that the project needs to be overturned entirely.

A need to improve the peer-review process

It seems to us that there is one clear place these time lines could be sped up: the peer-review process. Peer review is where grants and papers are critiqued by other researchers, and it can often take several months. The reason for this? Generally speaking, reviewers are not paid, and they provide these reviews anonymously. So highly qualified, busy professionals are expected to do this in their spare time, for virtually no personal gain whatsoever. In a pressurised work environment, this crucial work falls to the bottom of a long to-do list. To us, one obvious improvement could be to start incentivising reviewers. We’re seeing steps towards this with initiatives such as offering reviewers credits (reviewercredits.com; @reviewercredits), but more is needed here. There need to be tangible rewards for reviewing that will motivate reviewers to prioritise this task.

Time to build bridges

We also think there is clear potential for researchers and clinicians to work more closely together. Researchers may have research expertise, but they need the hands-on knowledge of clinicians to know where to apply this. On the other hand, clinicians may have the best ideas, but they need to reach out to researchers to help develop that all-importance evidence base.

References

  1. Wijesinghe, M., Perrin, K., Ranchord, A., Simmonds, M., Weatherall, M., & Beasley, R. (2009). Routine use of oxygen in the treatment of myocardial infarction: systematic review. Heart, 95(3), 198-202.
  2. http://www.clinmed.rcpjournal.org/content/11/6/628.2.full
  3. Brand, R. A. (2009). Clubfoot: Etiology and Treatment Ignacio V. Ponseti, MD, 1914–. Clinical orthopaedics and related research, 467(5), 1121-1123.
  4. Dobbs, M. B., Morcuende, J. A., Gurnett, C. A., & Ponseti, I. V. (2000). Treatment of idiopathic clubfoot: an historical review. Iowa orthopaedic journal, 20, 59-64.
  5. Ponseti, I. V., & Smoley, E. N. (1963). Congenital club foot: the results of treatment. J Bone Joint Surg Am, 45(2), 261-344.
  6. http://www.bbc.co.uk/programmes/b06zs22x
  7. Coomarasamy, A., Williams, H., Truchanowicz, E., Seed, P. T., Small, R., Quenby, S., … & Bloemenkamp, K. W. (2015). A randomized trial of progesterone in women with recurrent miscarriages. New England Journal of Medicine, 373(22), 2141-2148.
  8. Ko, J. K. Y., & Ng, E. H. Y. (2016). Scratching and IVF: any role?. Current Opinion in Obstetrics and Gynecology, 28(3), 178-183.
  9. Nimnuan, C., Hotopf, M., & Wessely, S. (2001). Medically unexplained symptoms: an epidemiological study in seven specialities. Journal of psychosomatic research, 51(1), 361-367.
  10. van Dessel, N., Den Boeft, M., van der Wouden, J. C., Kleinstäuber, M., Leone, S. S., Terluin, B., … & van Marwijk, H. W. (2015). Non-pharmacological interventions for somatoform disorders and medically unexplained physical symptoms (MUPS) in adults, a Cochrane systematic review. J. Psychosom. Res, 78(628), 10-1016.
  11. Sevdalis, N., Undre, S., McDermott, J., Giddie, J., Diner, L., & Smith, G. (2014). Impact of intraoperative distractions on patient safety: a prospective descriptive study using validated instruments. World journal of surgery, 38(4), 751-758.
  12. Sasangohar, F., Donmez, B., Trbovich, P., & Easty, A. C. (2012, September). Not all interruptions are created equal: positive interruptions in healthcare. In Proceedings of the Human Factors and Ergonomics Society Annual Meeting (Vol. 56, No. 1, pp. 824-828). SAGE Publications.
  13. Hall, L. H., Johnson, J., Watt, I., Tsipa, A., & O’Connor, D. B. (2016). Healthcare Staff Wellbeing, Burnout, and Patient Safety: A Systematic Review. PloS One, 11(7), e0159015.

This article was originally published on 31st August 2016 on healthprofessionalofinfluence.com (a now inactive website).