News of the acquisition didn’t come as a surprise to Dr. K. He had suspected the practice was in trouble, and yet, it didn’t make the new reality any easier to accept. So much for his fast track to becoming a partner. All the reasons he had for choosing an independent practice — autonomy, a voice in decision-making, limitless earning potential — were disappearing. He’d just be another cog in the wheel at the new health system. Everything was about to change, and he wasn’t sure he wanted to stick around to see how it would all work out.
Dr. K’s fears are valid. His professional life is changing, and the uncertainties surrounding that change have incited thoughts of leaving. How can his managers and other leaders calm his fears? With the high costs of physician vacancies, not to mention the expenses involved with recruiting physicians, it’s essential that merging healthcare organizations retain physicians if they hope to preserve continuity of care and ensure a successful merger.
As Regional Vice President of Recruitment at Jackson Physician Search, I often get calls from physicians when their current practices are undergoing change. The uncertainty has them seeking new opportunities, but it makes me wonder, what could leadership do differently to ease transitions and avoid physician turnover during these times of major changes?
Practice Consolidation and Physician Employment Increasing
A Policy Research Perspective from the American Medical Association found that just 42% of physicians were in private practice in 2024, a significant drop from 60.1% in 2012 and 49% in 2020. The percentage is on a steady decline. For those who remain in private practice, fewer are working in single-specialty practices, and the size of the private practice is increasing. According to the survey, 18.3% of physicians were in practices with at least 50 physicians in 2024, up from 17.2% in 2020.
These changes reflect the ongoing trend of private practices being acquired by health systems or merging with other practices in order to stay profitable. In a September 2025 MGMA Stat poll, 10% of respondents said their practice had completed an M&A (merger, sale, etc.) in the past year.
Private practice consolidation may have slowed somewhat since the years following COVID, but the trend continues as independent practices struggle with declining reimbursements, increased expenses, and regulatory burdens. Many organizations are forced to merge or sell in order to survive, leaving physicians grappling with major changes.
Fears About Practice Mergers and Expansion
The fact that physicians are increasingly employed by bigger organizations goes against what we know about the importance of autonomy and independence to many physicians. In multiple surveys over the years, physicians rank autonomy as one of, if not the most important attribute of an employer’s culture. So, it’s understandable that many physicians are uncomfortable with mergers and acquisitions that may strip away their independence.
In addition to fears about losing autonomy, physicians may also have concerns about culture clash, learning a new EMR system, changes to patient volume, and differing compensation models. Whether a practice is being acquired, merging with another practice, or bringing in new physicians, change-related stress is inevitable. Clear communication with physicians is essential to help them navigate the stress and begin to see the changes as opportunities.
How to Talk to Physicians About Change
Each physician deserves to hear the news of a major change in a one-on-one conversation with their manager or other leader in the organization. Ideally, the conversation takes place in a non-threatening environment. Go for coffee or dinner with each physician and discuss what the future will look like, the reasons for making the change, and what improvements the change will bring.
This conversation should mark the beginning of an ongoing dialogue in which the physician feels encouraged to share their thoughts, concerns, and ideas regarding the implementation of planned changes. If appropriate, ask them to lead or co-lead some aspect of the transition. If the physician’s fears are related to compensation, you may need to dive deeper into the numbers to prove there will indeed continue to be enough patients (and revenue) for every physician at the practice. These conversations require full transparency.
Clear Communication is Critical
What does this look like in practice? An MGMA article introduces the merger synergy alignment process, a detailed, six-stage roadmap to ensure post-merger success. The article outlines the importance of understanding the culture of both organizations and identifying gaps. Physicians should play a significant role in helping leaders with both steps and then leading through the change.
The idea of change (rather than specific changes) is the primary driver of stress during any merger, so it is critical that leadership is transparent about the changes and proactive about addressing fears that arise as a result. Major transitions are unlikely to be seamless, but if leadership is transparent and willing to involve physicians and incorporate their input, the organization is more likely to make it to the other side without significant turnover.
If your organization is undergoing major change, it might be time to reevaluate your staffing mix. Whether you need to bring in a new physician or provide your current team more support with an advanced practice provider, the team at Jackson Physician Search has the expertise to advise and assist. Contact a physician recruiter today to find out how we can help.
