Why Become a Pathologist?
Practicing Pathologists have a myriad of reasons. The field incorporates a unique mix of imaging, challenging diagnostic dilemmas, and access to cutting-edge technologies and experimentation with them. It is a privilege to be the ‘doctor’s doctor,’ the preeminent consultant on whom other physicians depend to treat their patients.
Pathologists also share the privilege of being at the forefront of patient diagnosis and involved in critical decisions that affect patients’ lives. Finally, the profession allows Pathologists to lead a relatively balanced life as, with lower patient interaction, the demands on time are not as urgent as in surgery and other medical fields.
Specialties
While further subspecialties exist, Pathologists work in one of five main areas, namely chemical pathology/clinical biochemistry/metabolic medicine, hematopathology, histopathology, medical microbiology & virology, and immunopathology.
Clinical pathology combines laboratory and clinical skills, using biochemical tests to diagnose and treat patients. Metabolic medicine, a subspecialty of chemical pathology, deals with patients with malfunctioning chemical processes.
Hematology requires you to diagnose blood and bone marrow disorders and provide clinical support for the hematology diagnostic laboratory.
In histopathology, you would diagnose and study disease by medical interpretation of cells and tissue samples. Your role is integral to cancer management through the staging and grading of tumors. You would also perform autopsies to determine the cause of death.
Medical microbiologists diagnose, treat, and manage the prevention of infection in hospitals and the community. As a Pathologist in this area, your job would be to supervise the medical laboratory and serve as the link between the lab and the clinicians.
Medical virology involves the management of blood-borne infections and other emerging viruses, while specialists in immunopathology examine disorders related to the immune system.
Subspecialties
You are likely to sub-specialize towards the end of your training once you become a consultant. Subspecialties include anatomical pathology, breast pathology, cardiovascular pathology, clinical pathology, cytopathology, dermatopathology, forensic pathology, gastrointestinal pathology, genetic pathology, genitourinary pathology, gynecologic pathology, head, neck & endocrine pathology, liver pathology, molecular pathology, neuropathology or nerve & muscle pathology, ophthalmic pathology, pediatric pathology, pulmonary & thoracic pathology, renal pathology, soft tissue & bone pathology, and transplant pathology. A Pathologist can opt for a model of medical practice from among the following alternatives.
Solo Practice
A small staff and a limited patient base usually characterize solo practice without partners or employment affiliations with other practice organizations. It allows the physician to design, grow, and develop a unique style of medical care.
On the flip side, medical care (such as the need to manage hospital care and weekend coverage for patients) and the entire business enterprise rests on the sole physician. Developing agreements with insurers and documentation for regulations involves considerable work.
Solo practices are often at substantial financial risk due to the costs of doing business, possible lack of referrals, the small patient base, shifting patient allegiances because of insurance issues, income loss caused by illness or vacation, and the extent of the physician’s educational debt.
Suburban or rural areas are often better suited to solo practice because of significant medical needs and less competition from medical resources. Some local hospitals affiliate with and support solo practices (financially or with access to electronic medical records) in maintaining their patient base.
Group Practice
The group practice may comprise single-specialty or multi-specialty entities. The single-specialty practice comprises two or more physicians providing patients with a specific type of care (primary care or a particular sub-specialty practice). Multi-specialty group practices offer various types of medical specialty care under one roof.
Group practices enjoy increased financial security and better control of lifestyle. They may provide more employee benefits than are feasible in a solo practice, though often less than what may be available in organizations that employ physicians.
Group practices usually have the resources to manage the administrative tasks associated with running a practice, allowing the physician to focus more time and energy on patient care. They allow for the distribution of clinical care in the hospital at night and on weekends across a more significant number of people leading to more flexible scheduling than in a solo practice.
However, autonomy and decision-making ability decrease, increasing the risk of conflict around significant practice issues. Larger practices may also tend to become more bureaucratic and policy-driven.
Employed Physician Practice
Physicians may be employed within one of several practice models. Some hospitals may purchase and manage existing solo or group practices or may directly hire physicians to work in their inpatient facility or ambulatory clinics. Health-care corporations may own and run clinics with employed physicians.
Some physician-run groups are structured on an employment model. Group practice is structured more like a corporation that employs clinicians instead of pursuing a more traditional partnership model. Much of the administrative responsibility of running a practice is shifted to the employing entity, allowing the physicians to focus more on practicing medicine.
A baseline level of compensation is usually assured, although productivity demands and incentives may be significant. The organization usually has more resources than solo or independent group practices. There is better coverage for clinical responsibilities, more efficient control of lifestyle, more robust support services, and further education and training opportunities.
The downside is that physician autonomy may be substantially diminished relative to other practice models. Scheduling and productivity may be beyond the physician’s control; others may develop policies and procedures. There may be less clinical flexibility due to limitations of referrals and facilities based on the employing organization. Serving on committees or participating in other organizational activities may be likely.
Other Types of Medical Practice
Some physicians work as independent contractors in a solo or group practice where other physicians or physician groups share the facility and possibly clinical coverage. It may spread the costs of running a practice and may provide some flexibility in clinical scheduling. On the other hand, there is the loss of a degree of decision-making compared to a solo or small group practice.
Locum tenens (literally “place holder”) is an alternative to more permanent employment. Locum tenens positions are temporary (from a few weeks up to a year) offered by practices, hospitals, or healthcare organizations with an unfilled clinical need. The compensation rate is generally higher than what the permanent position would offer. Locum tenens allow physicians to gauge a specific type of practice or location without committing to long-term employment.