Moral Injury Is Why The Best Doctors Are Disappearing with Dr. Wendy Dean
Key Podcast Moments
- Why burnout and moral injury are distinct problems that require fundamentally different solutions, and why naming it correctly changes where responsibility sits
- What it actually feels like to be morally injured, and why the absence of a bid to repair a betrayal is often where the real damage sets in
- How physicians are trained to be independent thinkers and then placed in systems that give them no authority, no agency, and all of the responsibility
- Why Wendy believes AI is walking into the same trap as the EMR, and what the liability question nobody in health law has answered yet tells us about where this is heading
- What gives Wendy genuine hope that medicine gets to the other side, and why the grief physicians are carrying right now is also a signal that the fight is not over
I talked to a whole bunch of medical students a couple weeks ago. We need to be asking those attendings who are in their first, second, third, up to five years, up to 10 years, what are you frustrated by? What has you so wrapped around the axle? And let's try to make some inroads on some of those things. I really think if I had to guess, I think it might be a lack of agency that is the most painful part of that because we train physicians to be really independent thinkers, and then we put them in a position where they have no authority, no agency, and all of the responsibility, which is the definition of a dysfunctional organization.
What Is Moral Injury in Medicine and Why Burnout Gets It Wrong
Welcome to How I Doctor where we're bringing joy back to medicine. In 2018, a psychiatrist named Dr. Wendy Dean co-wrote a 500 word op-ed in Stat News that did something I've rarely seen a piece of writing do. It handed an entire profession the language for something that we'd all been feeling. The argument was simple and devastating. Physicians aren't burning out. That implies a personal failure of resilience. What's actually happening is called moral injury, the damage that accumulates when you are repeatedly forced to act in a way that violates your own moral code. I've worked in emergency medicine for 18 years now. I've stood at the bedside of a patient boarding in the hallway for 36 hours knowing they were getting worse, unable to do anything about it. And I felt something I now have a name for. Today, we're going to dive into what moral injury actually feels like from the inside, whether AI is going to make it better or is just going to pile on more complexity into a broken foundation, and what independent practice and structural changes around it would actually have to look like for it to matter. I'll be right back after a word from our sponsor. Dr. Wendy Dean, thank you for being here on How I Doctor.
Such a pleasure to be here. Thank you.
Maybe just we'll start in 2018. Where did you get the idea for calling it moral injury or understanding that this wasn't, burnout maybe wasn't the exact right term?
So it's a little bit of a complicated story. When I ended up leaving psychiatry, because I felt like I was really efficient, I was really resourceful, and somehow I couldn't make this doctoring thing work. I thought that was about me. I went and worked for the Department of Defense doing research funding oversight. And in the course of that, I started seeing physicians across the country who were feeling the same way I had been feeling. They loved their work, they loved their patients, but everything else was sort of grinding them to dust. And the more I saw that, it was across specialties, it was across practice environments. And then I talked to my co-founder, co-author, Simon Talbot, who was a plastic surgeon at Brigham, and we all of a sudden had this epiphany. We realized that at opposite ends of the spectrum of healthcare, we were feeling the same thing. This isn't about us. This is not about who we are. This is about how we're being asked to practice. And at that moment, I knew the feeling that I was trying to describe, but I didn't have the language. But working in the DOD, I was in the height of Iraq and Afghanistan and all of a sudden there were these stories coming out about military moral injury. And when I heard about that term, I thought, "Aha, this is it." And as I dove down that rabbit hole, it just looked more and more like it fit.
Why Medical Training Fails to Prepare Physicians for the Corporatization of Healthcare
What makes you nervous or keeps you up at night when you think about this generation of practicing physicians and where we're headed as a medical community if we don't course correct?
The biggest worry that I have and that we're working on right now is that we are not preparing this generation for what they will go out and face. We're still training them as if they were going to go out into their own private practices. We are not preparing them for the corporatization of healthcare. And in doing that, I hear, "I feel betrayed. I feel blindsided. I had no idea what this was actually going to look like."
When I was in med school, I remember people telling me, "Oh, med school won't teach you about the business of medicine." And that's an important thing that is a gap, that you don't really learn how insurance works or what's a CPT code or what's a ICD-10 code. That's saved for kind of residency and really once you become an attending. And in the same way, I wonder if it's also like, hey, there's a really important thing that you need to know about that is not taught or even talked about. And it's something that it's kind of like on the job training in a really messed up way.
Yeah. I mean, it is 100% on the job training. And I feel like people have said for a very long time that medical school and residency gets you 20% of the way there and then that last 80% is your first year out of practice. I agree that medical school does not prepare us at all. And residency, my residency actually was really good about teaching us about the business of medicine, the business of psychiatry in particular. It was brutal, absolutely brutal. And I was really grateful when I got out, but I still didn't know everything.
Is it like we should kind of warn people so they have realistic expectations or is it more that we should be teaching them that to feel this way is normal or to give them skills in order to handle it? What do you think is the thing that we should be doing to help the next generation? Yes, and?
Yes, yes, and yes. I think we need to be doing all of those things. I mean, I've spent quite a bit of time in the last three months talking to pre-meds, medical students, residents, and I love their idealism, and it reminds us why we went into this field. But I also feel like when that gets sort of instantaneously disillusioned, that has a really ugly experience. And instead, what I would like us to do is to say, "You know what? Here are the really, really good things about medicine. There are so many. It is still a noble profession, and yet you will be faced at times with a question of, are you going to stay aligned with your values? Are you going to stay aligned with why you came here?" I understand why people do that because there are realities that come into play, but they need to know that there may come a time when they have to make a decision. And so how do you think about where your red line is? How do you think about standing up and speaking out about that? How do you do it in a safe way? How do you protect yourself? All of those things are things we need to be teaching and we need to be mentoring.
What Moral Injury Actually Feels Like: The Definition Beyond Burnout
Dr. Dean, what language do you use to describe maybe kind of what moral injury feels like if you are not inside of medicine? What are the words to say that come across so that somebody not in medicine would understand what it feels like or?
Well, first of all, it is remarkable in how many places moral injury resides. So we've heard from veterinarians, social workers, K-12 teachers, university professors, public defenders. I even heard from somebody at McKinsey or somebody who had left McKinsey and who said, "Oh my gosh, I did not have the language. I didn't know why I left. I just left, and now I know why." So I think it's in many more places than we realize. So Jonathan Shea in 1994 said that it was betrayal by legitimate authority in a high stakes situation. And then there was a second definition that said it is perpetrating, bearing witness to, or failing to prevent acts that transgress your deeply held moral beliefs. But when you put those two together, there's a betrayal that then causes you to transgress your deeply held moral beliefs. And it's sort of that stimulus response. There is a moment at which you can change. But what it feels like is I am wildly uncomfortable because somebody is asking me to go against something that is central, foundational to how I think of myself. So in healthcare, in medicine in particular, it is the oath that we took to put our patients first. And when we're being asked to increase our throughput, to test more than we think is necessary, to skip tests that we think are necessary, to keep referrals in-house when sending someone outside to an expert would be better for them, those are all the things that start undermining our oaths.
There Is No Villain in the Physician Moral Injury Crisis
Wendy, as you started to hear more and more physicians and other people come to you and say, "Oh my gosh, how did you read my mind? This is exactly how I'm feeling." Did you get a sense for where this came from or who's to blame? I mean, is there a villain in this story?
When I was writing my book, that was a big part of the conversation. Where's the villain? Who's the villain? I was like, "There is no villain. That's the problem." There's a diffusion of responsibility, I think, in this whole scheme, meaning some of it belongs to the insurance companies, some of it belongs to our CEOs, some of it belongs to the government, some of it belongs to us.
I agree with you. That's why I asked the question. It feels like every stakeholder's holding some piece of the ball here.
Yeah. And until we have the accurate language to be able to describe it, now we do, now we can start breaking it down into what are the drivers and can we knock those off one at a time or at least make them smaller? I don't pretend that we're ever going to be able to completely eliminate moral injury, but I do think that we can mitigate a lot of it.
Yeah, I would agree with you. I mean, look, every day in clinical practice, you are pitting certain values that you hold dear against other values that you also hold dear. You hold the ability to do everything that one patient needs, but you realize if you do that, you make the other patients wait, and that's another value of equality and fairness too. Nobody in healthcare is saying, "Hey, we have to have a perfect system." We all acknowledge that there are trade-offs in the values. It's maybe when it becomes commonplace or something that it becomes or it's like in our face that it becomes more difficult.
When Betrayal Goes Unrepaired: How Moral Injury Becomes Chronic
I think there are a couple times when it becomes difficult. One is when there's a betrayal, most of the time it is unintentional, but when there is no bid to repair, when you raise your hand and say, "Hey, that crosses some boundaries for me." When there's no bid to repair then, that's where things become problematic because what that says to me is the fabric of your community has broken down so far that somebody feels okay in betraying you without trying to repair. So that means that you're not very valued.
Yeah, I was just going to say, yeah, that probably makes you feel like shit.
Exactly. Exactly. When we think about what does that do when we feel morally injured? If we don't feel like we could stand up and push back and speak out and be safe doing it, like there won't be any retribution, we either lock it down and take part of ourselves out of our work, or we get out. We escape. And I think more and more physicians, if you look at the trends, what I'm noticing is that physicians aren't necessarily entirely quitting, but they're kind of melting away. They're trying to find other things to do with a certain number of hours a week. I'm going to do administrative work two days a week. I'm going to do research one day a week and administrative work two days a week so that I only have to be in clinic one or two days. And that is effectively reducing our physician workforce. And so that concerns me because I think if we made healthcare a less onerous place to be, if the clinic was a less onerous place to be, that's where physicians actually want to spend their time. That's why we went into this.
Emergency Medicine, Pediatrics, and Oncology: Where Moral Injury Hits Hardest
Dr. Dean, I'm curious, as an emergency physician, I'm curious your thoughts on, the ED is ground zero for moral injury. I know you've written pieces about ED boarding as well. Are there places that are worse than the ED or is my workplace the best place to be to find moral injury?
Oh, boy. There is no competitive suffering here.
I thought we were in the Trauma Olympics today.
I mean, the ED is a bad place to work right now. I will say that for sure. I think pediatrics is a terrible place to work. Mental healthcare is a terrible place to work. Oncology is a terrible place to work. So I think there's plenty of distress to go around. Nobody needs a corner on that market, but what's really important is to say, if we want to have an ER and we want to have it staffed by physicians, how are we going to protect them and how are we as a profession going to come together to support each other? Because right now, medicine is really good at siloing us off and dividing us and pitting us against each other for resources and for attention and for finances, et cetera. And really, I think we are all doctors first before we're a specialist, and the orthopedists need the primary care docs, need the cardiologists, the ED needs the pediatricians and the anesthesiologists and the surgeons. And so we really need to be thinking a little bit more in a collectivist way and protecting each other.
What a Non-Morally-Injurious Organization Actually Looks Like
Wendy, what do you think that looks like in terms of solutions or protecting or helping handle this issue and address it and reverse it maybe even?
We actually with a group in the UK who, Deborah Morris and her group, we've been talking with them for years and working with them for years, best collaborators. And we were kind of tossing this back and forth and we were looking for organizations that were doing it well and we were struggling. There were bits and pieces of it that they were doing well, but they weren't overall doing it really well. So we did a Delphi survey of people with experience of moral injury around the world in very different fields. And we said, "Hey, what does a non-morally-injurious organization look like, and what does it take to get there?" And basically it broke down to three things. You need to identify as non-morally-injurious, so it needs to be important to you to mitigate that. You need to align your behaviors and practices with that identity. You need to make sure that you're continually checking to make sure that you are aligning with that identity. And so it looks like a non-retributive work environment where number one, accountability and responsibility is shared not just across specialties, not just across licensees, but also between the clinic and the administrative side. So typically, I think in the US we think about shared decision making between a patient and a clinician. When you look at a truly restorative just culture, that becomes a three-way discussion because there's a physician and a patient, but there's also the administrative side that has to make sure that they are facilitating those activities or those interventions that the patient needs and that they're making it easy for the clinician to be able to do their job. I think we don't do enough of that. We hold clinicians really responsible to be reporting to the administrative side of healthcare. Let's get your throughput up, let's get your RVUs up, rather than saying, "We notice your RVUs are down. How can we facilitate what's getting in the way? How can we help you?" There also needs to be a recognition that the workforce is not the problem, they're part of the solution. And that requires us to create some really truly non-retributive speaking out mechanisms so people can feel free to speak up without worrying that their head's going to get chopped off, which is a reality right now. When you're not working on the front lines, it is really, really, really hard to see and feel what happens there. It is also hard to know what good solutions are going to look like and feel like for the people who are there. So maybe we should be asking the experts in that more often and giving them more agency to make change.
Moral Injury Is a Global Problem, Not Just an American One
The first thing I'll just say is just acknowledging that you are working with a team in the UK, which means this is not an American problem. This is a trend that is global. We are seeing this across the world. What do you think? Because I mean, I think it'd be almost easier to say, "Oh, it's the crappy health insurance system that does prior auth and forces these terrible policy decisions and has these guidelines that are admission criteria that ruin everything for the world and it's all their fault." But what do you think it actually says if the UK sees this and France sees this and Japan sees this and Australia sees this as well?
And Germany and Switzerland and Brazil.
Yeah. Yeah.
We talk a lot about the social determinants of health, but I take it one level up, and I think that's what's causing the moral injury is I think it's the structural determinants of health, how we decide how to distribute our finite resources and who gets to decide. So I think the people who are making those decisions are doing their level best to do it in a way that they think is equitable and just and correct. But again, the problem comes back to they may not have the expertise that we have and we need to engage more in those conversations.
I've seen some really good models where the kind of managerial administrative team is meeting with the clinical team every morning. There's a morning huddle and there really is a sense of camaraderie and teamwork and the idea that like, "Oh, hey, let me help remove these blockers from you. Oh, hey, we're seeing a problem with getting x-rays done. Let me figure out how I can help remove the blockers." And then both parties feel like, "Oh my God, I've got somebody in my corner trying to address the system," and the managerial team gets to show how helpful they can be in helping patient care as well.
Right. I think that was the original reason that we were okay inviting administrators into healthcare so that we could focus on the clinical parts of medicine and we would have help breaking down some of those barriers, and then it turned into something slightly different where-
And then we got the reality. Yeah.
Right. And so if that is the way a healthcare system runs, bravo. That's the way it should be.
I'll say it until the cows come home. The best leader I've ever worked with is the CEO of the Permanente Medical Group, the organization I work for. She's a cardiologist and she really is a servant leader. Her whole thing... Hi, Maria. God, I love her. Her whole thing is like every time I would meet with her, because she used to be my very direct boss, "Hey, what's in your way? How can I help you? What do you need from me?" Again, back to blockers, "What can I unblock for you? Oh, you need me to run cover for you because you're trying to do this big thing?"
Yes.
"Oh, you need 500 bucks to get a couple prizes to get people to try out a new AI tech thing? Whatever it is. How can I enable you as a leader to be the best leader possible by using my power to tell somebody, yes, fine, just go do that. Maria said so."
Right. And what I always used to say to my direct reports, we had weekly meetings, one-on-ones, and the last question I would ask each of them was, "What do you need from me? My throw weight is greater than yours. Where do you need me to put it?"
Yeah, I love that. Totally. That's what makes her incredible. Wendy, I want to ask you a little bit about AI because I love to talk about AI and love to think about the positive and also not so positive potential futures with AI, but it does feel like we've almost set ourselves up to have AI enter the medical arena because so many of us are burned out, and fine, if AI wants to handle this, I'm over it. I don't want to do it anymore. And I don't think that's how most physicians want the world to happen, but I worry that these series of unfortunate events is making a version of the future of healthcare a little bit more likely.
Why AI in Healthcare Is Heading Toward the Same Trap as the EMR
Yeah. But we have a recent example of a promise that was made to us that would make our lives great and wonderful and super efficient and really hyper-connected and really collaborative and it really hasn't worked that way, the EMR. And the primary problem with that is it was not designed for our benefit or for our patient's benefit. It was built for the bottom line benefit of the hospital. And when you have the major EHR maker who is saying, "Meh, if people are rating it a five and a half or six, well, what are they rating our competition? It's good enough, because our competition is worse." I mean, if anybody wants to work with technology that is a five out of 10 and do that every day, come on. So I worry that we are buying into the same narrative that we bought into with the EHR despite the fact that we have such painful experience with it. I also worry that healthcare is a profoundly connective endeavor, and every time we insert technology between a physician and a patient, we are dehumanizing that interaction and we are also wildly underestimating the healing power of that simple connection. That's where healing starts. I mean, as a psychiatrist, that's all I have. That is all I had.
I was going to say, I can suture, but for a psychiatrist, I mean, my dad's a psychiatrist, for psychiatry, yeah, it's that connection. It's that belief in healing and it's the belief that this other person hopes and wants and is working with me toward a more mentally well future too.
Feeling seen, feeling heard by another human being, there is nothing more profound than that. That can happen. I worked in ERs for three years, rural ERs in Northern Vermont and New Hampshire, and that was where I learned to build rapport instantaneously.
Yes. That's one of the things that is always a challenge and that I love about it is like, "Hey, this person's a stranger. I need to get them to trust me as fast as possible."
Correct. And so when you realize that, it's the power of connection that gets people to buy into your assessment and your plan that gets them to open their pill bottle, their prescription bottle every single day and take that pill that you recommended they take or to get in their car and go to physical therapy every day, even when it's miserable. Those are the things that we... Yeah, AI can remind you it's not the same. And I would say that it's not influence. It is a platonic form of love. You care deeply about that person because they're human. You care what happens to them.
Yes. I think a lot of patients don't think that their doctors do, that we don't think about them at night or wonder, "Oh, I hope they're okay." Or, "Oh, I wonder what happened with that." I don't think people think we do that or that we carry these ideas around with us, but we do.
Yeah. I mean, I think about patients that I had in residency.
AI Liability in Medicine: The Question No One in Health Law Has Answered
Maybe I can just touch a little bit on younger physicians, and I'm curious your thoughts. I mentor a small number of young attendings and I find that, I'm 45, these people are probably in their early 30s, mid 30s. These are people who have been out of residency two or three years and they're already ready to run for the hills. They feel trapped and stuck because of their student loans, but if they didn't have those student loans or if they had an alternative career that would pay them as much money to pay off the loans, I think they'd peace out. What do you think that says about the generation behind them who are maybe just pre-med or starting med school right now?
I talked to a whole bunch of medical students a couple weeks ago, and they are wildly enthusiastic. They have no idea what is coming. There's this mentality of, well, I'm going to set boundaries, and I'm going to set hard boundaries, not recognizing that boundaries actually in this profession probably need to be flexible. But I also think we need to be asking those attendings who are in their first, second, third, up to five years, up to 10 years, why? What are you frustrated by? What has you so wrapped around the axle? And let's try to make some inroads on some of those things. I really think if I had to guess, I think it might be a lack of agency that is the most painful part of that, because we train physicians to be really independent thinkers.
We demand that of them.
Correct.
Yeah, yeah.
Yes. And then we put them in a position where they have no authority, no agency, and all of the responsibility, which is the definition of a dysfunctional organization.
Yeah. And I would say the same thing about AI. The technology companies would love nothing more to have all the benefits of a physician, like, "Okay, make amazing diagnoses," but will accept none of the risk. No AI company is saying, "Oh yeah, we're going to take out malpractice insurance and we're going to own what happens if there's a bad outcome or a near miss."
Well, then we have Warren Buffet saying they're uninsurable. AIs are uninsurable. His company is not going to back them in situations like that. And I sat with a room full of lawyers three years ago who were talking about AI and I put up my hand, probably the only doctor in the room, it was a health law conference, and I said, "Hey, so when something goes wrong, who's going to be accountable for this? Who's going to be liable? Because if these physicians are being required to use this program that they did not have a hand in choosing, is it realistic to think that the physician is responsible or is it the person who signed off on purchasing that program? Is it the company itself?" You could have heard a pen drop. They had not considered it for one second. A room full of lawyers.
Lawyers, yeah.
Literally, it was standing room only. And that's when I knew we were in big trouble.
What Gives Wendy Dean Hope That Medicine Gets to the Other Side
Wendy, in our last few minutes here, what gives you genuine hope that medicine gets to the other side of this, and maybe what does the other side look like?
I don't think that we know exactly what the other side looks like because I think we have to co-create it. I think we have to co-create it amongst ourselves, our patients, and the administrators, the business side of healthcare. But I think we genuinely need to co-create it. What gives me hope is a couple of things. One is healthcare is really broken. That's the bad news, but the good news is that it's really broken. So wherever we start to fix it, it's going to get better.
Yeah. Can only go up from here.
Exactly. But the other thing that really gives me a ton of hope is that so many people are seeing the challenges that are out there and there are people in medicine all across the board, different licensees, different stages of their career, all the way from medical school to retirees. I'm working with 84-year-old physicians who graduated in the class of 1967 who are all trying fiercely to change healthcare. That gives me a ton of hope.
I always try to go back to the Fred Rogers, look for the helpers. You'll find them. They're out there.
Yep. There's so many. And what also gives me hope is that still, almost to a one, physicians love the profession. And what I think nobody is talking about is the grief that goes with the potential loss of the profession as we know it and as we believe that we can practice and is best for our patients.
We know that we have seen incredible saves, great medicine, great ability to help so many people. And then we also know what kind of the mean or the median or the average looks like today. And I think that difference is hard to grieve as well.
Yeah. But people aren't willing to give that up. They're not willing to give up that original ideal that they had of what they could do with this work. And so they're fighting for it. And I think that's amazing.
Dr. Wendy Dean, thank you so much for being here. I'm so glad we finally got to talk.
So am I. Yes, thank you. This is amazing. Thank you so much.
Thank you so much for being here. Thanks for joining me today. For interviews with physicians creating meaningful change, check out offcall.com/podcast. You can find How I Doctor on Apple, Spotify, or wherever you listen to podcasts. We'll have new episodes weekly. This has been and continues to be Dr. Graham Walker. Stay well, stay inspired, and practice with purpose.
Dr. Wendy Dean is a psychiatrist, author, and the co-founder of Moral Injury of Healthcare, a nonprofit dedicated to understanding and alleviating clinician distress. In 2018, she co-wrote a 500-word op-ed in STAT News that did something rare: it handed an entire profession the language for something most physicians had been carrying alone. The argument was simple and devastating.
Physicians aren't burning out.
That implies a personal failure of resilience. What's actually happening is moral injury, the damage that accumulates when you are repeatedly forced to act in ways that violate your own moral code.That piece started an international conversation that Wendy has been leading ever since, through her book "If I Betray These Words," her podcast 43cc, and her ongoing research and consulting work with health systems around the world.
In this episode of How I Doctor, Dr. Graham Walker sits down with Wendy to go deep on what moral injury actually is, why getting the language right matters so much, and what a healthcare system that takes clinician distress seriously would actually need to look like. They cover AI's entry into an already fractured system, the EMR as a cautionary tale the profession is at risk of repeating, and the grief that comes with watching a profession you love get slowly hollowed out.
Wendy left psychiatry believing she had personally failed. She was efficient, resourceful, and somehow couldn't make doctoring work. It was only after leaving clinical practice for a role at the Department of Defense, where she encountered physicians across specialties and practice environments describing the same grinding dissonance, that a different explanation emerged. A plastic surgeon at Brigham named Simon Talbot was feeling it too. "We said, 'This isn't about us. This is not about who we are. This is about how we're being asked to practice.'" The language came from military medicine: working at the DoD during the height of Iraq and Afghanistan, Wendy heard the term moral injury applied to soldiers and recognized immediately that it fit. In this episode of How I Doctor, Dr. Graham Walker sits down with Wendy to go deep on what moral injury actually is, why getting the language right matters so much, and what a healthcare system that takes clinician distress seriously would actually need to look like.
The conversation opens on definition and moves quickly to accountability. Moral injury is the wound that forms when a betrayal by a legitimate authority forces you to act against something foundational to how you understand yourself. In medicine, that foundation is the oath. When Graham asks directly where the blame sits, Wendy's answer is the most clarifying thing she says: "There is no villain. That's the problem." Responsibility is diffused across insurers, hospital executives, government, and physicians themselves, which is precisely what makes systemic change so hard. The conversation then turns to what a health system that takes this seriously would actually look like, what structures protect physicians who speak up, and why the gap between training physicians as independent thinkers and employing them with no authority and all of the responsibility is not an accident. It is a design.
The episode closes on two things that belong together: AI and grief. The EMR was promised as a tool that would improve physician lives and was built for the hospital's bottom line instead. Wendy's concern is that AI is heading toward the same outcome, and that every technology inserted between a physician and a patient carries a cost the profession keeps underestimating. She also raised the liability question at a standing-room-only health law conference three years ago and got silence. Nobody in the room had thought about who is accountable when a physician is required to use an AI tool they didn't choose and something goes wrong. The episode ends not on that unresolved question but on something Wendy names and Graham immediately recognizes: the grief that comes with watching a profession you love get hollowed out. Physicians who are grieving medicine are grieving something they still believe in. That belief, Wendy argues, is exactly what gives her hope.
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Top Four Takeaways
Moral injury is a systemic problem with no single villain and no easy fix. These are the ideas from this conversation that get closest to both.
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