The concept of a “Faustian bargain” originates from the legend of Dr. Faustus, a figure from German folklore who trades his soul to the devil in exchange for worldly knowledge and power. Doctor Faustus is Christopher Marlowe’s most renowned and controversial work. The play depicts the sinister aftermath of Faustus’s decision to sell his soul to the devil’s henchmen in exchange for power and knowledge. It serves as a timeless allegory for the human tendency to sacrifice long-term integrity, autonomy, or even one’s soul for immediate or perceived gains. In the original story, Faustus, a brilliant but dissatisfied scholar, craves more than what human limitations allow—seeking ultimate knowledge, magic, and influence. In making his deal with Mephistopheles, he initially revels in the fruits of his bargain but soon finds the price far greater than he anticipated. His soul, the very essence of his being, is the ultimate cost of his momentary triumphs.

I have always been fascinated by the tale of Dr. Faustus. This metaphor is particularly resonant and poignant when applied to the employment of physicians in modern health care systems. Is it too dramatic? I don’t think so. Like Faustus, physicians face the temptation of trading professional autonomy for the promises of financial stability, reduced administrative burdens, and the allure of better work-life balance. Historically, physicians operated with significant independence, running private practices where they made decisions free from external corporate influences. Their role was deeply tied to their identity as healers, defined by a sacred relationship with their patients and insulated from external pressures to prioritize profit over care.

However, as health care systems have evolved—becoming more corporatized and profit-driven—many physicians have entered into employment agreements that could be considered similar to a modern Faustian bargain. Current numbers show that around 77 percent of physicians have moved away from independent settings, opting for employment by hospitals or health systems. The percentage of self-employed physicians declined from 53 percent in 2012 to 42 percent in 2022. These arrangements often provide some perceived immediate benefits. Employment offers financial security through somewhat stable salaries and access to resources that would be prohibitively expensive in private practice, such as advanced technology, research funding, or comprehensive benefits. It also spares physicians from the growing administrative burdens of running a practice, such as billing, regulatory compliance, and staff management. For many, the relief from the business side of medicine is compelling.

But these benefits come at a cost. Employed physicians increasingly find themselves constrained by the policies and productivity metrics of their employers. Decisions about patient care are often shaped by institutional priorities rather than the physician’s professional judgment or meeting their patient’s needs. The loss of autonomy becomes particularly stark when physicians are pressured to meet quotas, limit patient interaction times, or adhere to rigid systems that prioritize efficiency over empathy. In addition, many physicians find that the assurances made regarding time and call responsibilities do not hold true, and they are stretched too thin as colleagues leave medicine or retire early.

This dynamic also affects the patient-physician relationship, long considered the cornerstone of our profession. Employment structures that emphasize volume over value may limit the time physicians can spend with their patients, weakening the trust and connection that form the foundation of effective care. In some cases, physicians may feel unable to advocate for their patients as strongly as they would like, constrained by the financial or operational priorities of their employer.

Moreover, employed physicians may find their voices stifled when it comes to speaking out on issues that impact patient care. Private practice owners, while still subject to external pressures, maintain greater freedom to challenge policies, advocate for systemic change, and push back against directives that conflict with their ethical obligations. Employed physicians, on the other hand, may fear retaliation, loss of bonuses, or even termination if they challenge a system that prioritizes financial outcomes over patient care.

The parallels to Faustus’s story are striking. Just as Faustus initially delights in the power and knowledge granted by his bargain, employed physicians may experience relief and satisfaction in the early stages of their agreements. But over time, many come to feel the weight of what they have sacrificed. The cost may not be their soul in the literal sense, but it can be their sense of purpose, autonomy, and pride in their profession. Some physicians may feel trapped in a system where the expectations placed upon them no longer align with the reasons they entered medicine in the first place.

The cracks in the race toward employment are already starting to widen. Nearly 25 percent of physicians in health-system-led organizations are considering changing employers, compared to 14 percent in physician-led practices, per consulting firm Bain & Co.’s recently released Frontline of Health Survey in an October blog post. Employed physicians also reported more “inappropriate feelings of anger, fearfulness, or anxiety” compared to independent physicians, according to a September report by the Physicians Foundation. Burnout rates were also higher among employed physicians at 62 percent compared to their independent counterparts at 53 percent.

The ultimate question becomes whether this trade-off is worth it. Can physicians reconcile the stability and resources provided by employment with the compromises it demands? Or does this arrangement erode the core values of the medical profession—values rooted in patient-centered care, professional independence, and the deep trust that defines the healing relationship?

Some physicians thrive in employed positions, finding that the benefits outweigh the drawbacks. They are able to navigate their path and focus on patient care without the headaches of running a business, and many hospitals or health systems make genuine efforts to support high-quality care. However, others find themselves disillusioned, feeling as though they have lost control over their professional lives and the ability to practice medicine as they believe it should be practiced. Physicians must consider not just what they stand to gain from employment, but what they may be giving up.

No clear answers exist. Let’s hope that we don’t follow the same fate as Dr. Faustus. The bargain is not worth the price for many, and if we can hold on, the pendulum will eventually swing back as it always does.

Corinne Rao is an internal medicine physician, working as an independent contractor at several health care facilities, the owner of an internal medicine practice, and a partner at FlexMedstaff. In her spare time, she is a ballroom dancer.