Clinical Focus


  • Anesthesia
  • Obstetric Anesthesia
  • Thoracic Anesthesia
  • Ambulatory Anesthesia
  • Anesthesia for Abdominal Surgery
  • Anesthesia for Reproductive Procedures

Academic Appointments


Administrative Appointments


  • Faculty Director, WellMD and WellPhD (2023 - Present)
  • Vice Chair, Well-Being and Support, Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2022 - Present)
  • Associate Division Chief, Multispecialty Division, Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2023 - Present)
  • Departmental Well-Being Director, WellMD and WellPhD, Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2018 - Present)

Honors & Awards


  • Stanford Medicine Leadership Academy, Stanford Medicine (2024-2025)
  • Enhancing Faculty Education and Engagement in Peer Support for Critical Events, WellMD and WellPhD Grant, Stanford Medicine (2023-2024)
  • Stanford Leadership Development Program, Stanford Medicine (2022-2023)
  • Resident Advocacy and Engagement, Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2023)
  • Excellence in our Workplace, Medical Staff, Stanford Medicine (March 2021)
  • Assessing Workplace Culture and Identifying Targets to Create a More Positive Learning Climate, Teaching and Mentoring Academy Innovation Grant, Stanford School of Medicine (2016)
  • Teaching Scholar, A Curriculum for Residents to Assess and Enhance their Emotional Intelligence, Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2015-2016)
  • Outstanding Resident of the Year, Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2013)

Boards, Advisory Committees, Professional Organizations


  • Member, Alpha Omega Alpha Honor Medical Society (2009 - Present)
  • Co-Director, Women in Anesthesia (Anesthesiology Diversity Council), Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2015 - 2021)
  • Co-Director, Peer Support and Resilience in Medicine (PRIME), Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2015 - Present)
  • Elected Representative, Governance Committee (Appointments and Promotions), Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2015 - Present)
  • Member, Resident Recruitment Committee, Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2016 - Present)
  • Facilitator, Advancing Communication Excellence at Stanford (ACES), Stanford Healthcare (2017 - 2019)
  • Departmental Well-Being Director, WellMD & WellPhD, Stanford Medicine (2018 - Present)
  • Member, Anesthesiology Diversity Council, Stanford Department of Anesthesiology, Perioperative and Pain Medicine (2020 - Present)
  • Member, ASA Committee on Physician Well-Being (2021 - Present)
  • Faculty, WellMD and WellPhD, Stanford Medicine (2023 - Present)

Professional Education


  • Medical Education: NYU Grossman School of Medicine (2009) NY
  • Internship: Alameda County Highland Hospital Internal Medicine Residency (2010) CA
  • Residency: Stanford University Anesthesiology Residency (2013) CA
  • Board Certification: American Board of Anesthesiology, Anesthesia (2015)
  • BA, Columbia University, NY, Religious Studies, Pre-Medical Concentration (2004)

Clinical Trials


  • Left Atrial Pressure Monitoring to Optimize Heart Failure Therapy Not Recruiting

    The purpose of this clinical study is to evaluate the safety and clinical effectiveness of use of a physician-directed, patient self-management system, guided by left atrial pressure measurements, for use in patients with heart failure. The system allows patients to adjust their HF medications daily based on a physician-directed prescription plan and their current HF status, similar to the manner in which diabetes patients manage their insulin therapy. The goal of the LAPTOP-HF study is to demonstrate reductions in episodes of worsening heart failure (HF) and hospitalizations in patients who are managed with the left atrial pressure (LAP) management system (treatment group) versus those who receive only the current standard of care (control group).

    Stanford is currently not accepting patients for this trial.

    View full details

All Publications


  • The Effect of Night Float Rotation on Resident Sleep, Activity, and Well-Being. Anesthesia and analgesia Ruan, A., Klein, A., Jhita, P., Hasan-Hill, N., Shafer, S. L., Flood, P. D. 2022

    Abstract

    BACKGROUND: Night float call systems are becoming increasingly common at training programs with the goal of reducing fatigue related to sleep deprivation and sleep disturbance. Previous studies have shown that trainees obtain less sleep during the night float rotation and have decreased sleep efficiency for several days after the rotation. The impact on physical and emotional well-being has not been documented.METHODS: Twenty-seven anesthesia residents were enrolled in a study using wearable sleep and activity trackers and National Institutes of Health Patient-Reported Outcome Measurement Information System (NIH PROMIS) surveys for sleep disturbance, fatigue, and positive affect to record data the week before ("baseline"), during ("night float"), and 1 week after ("recovery") their night float rotation. Each subject's data during the night float week and recovery week were compared to his or her own baseline week data using a paired, nonparametric analysis. The primary outcome variable was the change in average daily sleep hours during the night float week compared to the baseline week. Average daily rapid eye movement (REM) sleep, daily steps, and NIH PROMIS scores comparing night float and recovery weeks to baseline week were prespecified secondary outcomes. NIH PROMIS scores range from 0 to 100 with 50 as the national mean and more of the construct having a higher score.RESULTS: There was no difference in average daily sleep hours between the night float and the baseline weeks (6.7 [5.9-7.8] vs 6.7 [5.5-7.7] hours, median [interquartile range]; P = .20). Residents had less REM sleep during the night float compared to the baseline weeks (1.1 [0.7-1.5] vs 1.4 [1.1-1.9] hours, P = .002). NIH PROMIS fatigue scores were higher during the night float than the baseline week (58.8 [54.6-65.1] vs 48.6 [46.0-55.1], P = .0004) and did not return to baseline during the recovery week (51.0 [48.6-58.8], P = .029 compared to baseline). Sleep disturbance was not different among the weeks. Positive affect was reduced after night float compared to baseline (39.6 [35.0-43.5] vs 44.8 [40.1-49.6], P = .0009), but returned to baseline during the recovery week (43.6 [39.6-48.2], P = .38).CONCLUSIONS: The residents slept the same number of total hours during their night float week but had less REM sleep, were more fatigued, and had less positive affect. All of these resolved to baseline except fatigue, that was still greater than the baseline week. This methodology appears to robustly capture psychophysiological data that might be useful for quality initiatives.

    View details for DOI 10.1213/ANE.0000000000006261

    View details for PubMedID 36342844

  • Assessing the Workplace Culture and Learning Climate in the Inpatient Operating Room Suite at an Academic Medical Center JOURNAL OF SURGICAL EDUCATION Tanaka, P., Hasan, N., Tseng, A., Tran, C., Macario, A., Harris, I. 2019; 76 (3): 644–51
  • Assessing the Workplace Culture and Learning Climate in the Inpatient Operating Room Suite at an Academic Medical Center. Journal of surgical education Tanaka, P., Hasan, N., Tseng, A., Tran, C., Macario, A., Harris, I. 2019

    Abstract

    OBJECTIVE: The purpose of this study was to elicit perspectives from operating room (OR) personnel on the workplace culture and learning climate in the surgical suite, and to identify behaviors associated with a positive culture and learning climate.DESIGN: Qualitative analyses using survey methodology.SETTING: Main hospital OR suite at a large academic medical center.PARTICIPANTS: Nurses, faculty, and residents who work in the OR suite.RESULTS: To improve the OR environment, survey respondents (n = 60) recommended: (1) promoting a respectful "no blame" culture; (2) promoting social cohesion and cross-collaboration; (3) improving communication regarding performance feedback and patient safety; (4) building small interdisciplinary teams working toward common goals; and (5) improving learning opportunities that support professional growth.CONCLUSIONS: Opportunities exist to improve the OR workplace culture and thereby the learning environment.

    View details for PubMedID 30824232