An Egalitarian Culture [at the Mayo Clinic]
You may have heard that at Mayo, doctors collaborate. But did you know that after their first five years all physicians within a single department are paid the same salary? During those first years, physicians receive “step raises” each year. After that, they top out ,and “he or she is paid just the same as someone who is internationally known and has been there for thirty years,” says Patterson. (“Most could earn substantially more in private fee-for-service practice.” he adds.)
“It doesn’t matter how much revenue you bring in,” Patterson explains, “or how many procedures you do. We’re all salaried staff—paid equally. This is very good for collegiality, and people working together,” he adds. “The culture here at Mayo doesn’t encourage egos. There is not the same cult of personality that you find at other places.”
At Columbia, by contrast, the pecking order is quite clear: even the furniture on the floor where a physician works tells him where he stands. “The floor we were on was perfectly fine,” Patterson recalls. “But if you walked up a few flights to ENT (ear nose and throat) surgery, it was a different world—dark wood paneling, different furniture… These surgeons bring in a much higher return for their time,” he points out, “and they do some things that require remarkable skill and training. At the same time, if a psychiatrist spends two hours with a patient, he may get $200, while all a dermatologist needs to do is get out the liquid nitrogen…”
The dermatologist can make $200 in a matter of minutes, just by zapping the harmless crusty brown patches on the back of a middle-aged patient commonly known as “barnacles of age.”
That celebrity turns on how much money a doctor brings in hardly unique to Columbia. “Traditional medical centers are much more hierarchical,” Patterson notes.
The article goes on to say how the filthy socialists have significantly lower spending and excellent care, they value the patient over the revenue generated per procedure, thinking and taking care of patients is valued more than one’s “revenue stream.”