Many employers actively oppose organizing efforts. It’s common for hospitals to run traditional anti-union campaigns or hire outside consultants whose job is to discourage workers from forming a union , often investing significant resources into those efforts instead of directing them toward patient care or workplace improvements. Understanding some of the common messages you may hear can help you sort fact from fiction.
Myth
A union is an outside third party that will speak for you.
Reality
A union is made up of the physicians themselves.
We are the union. Members elect representatives and choose colleagues to serve on the bargaining team. Any proposed agreement must ultimately be approved by the membership through a vote, ensuring physicians remain in control of the process.
Myth
Union contracts are “one-size-fits-all” and will average out compensation or benefits.
Reality
The goal of bargaining is to create a fair foundation while respecting differences between specialties. Contracts often begin with shared standards , such as leave policies, due-process protections, or parental benefits , while allowing specialty groups to negotiate details like compensation structures or scheduling needs. A union contract sets a floor of protections without limiting departments from negotiating more.
Myth
A contract will eliminate flexibility or make it impossible to adjust schedules.
Reality
Collective bargaining can actually preserve flexibility by putting existing practices into clear language. If your group values last-minute switches, unique holiday coverage models, or specialty-specific workflows, those can be incorporated into the agreement. Having representatives from each department at the table helps ensure that local practices are protected rather than lost.
Myth
Provider unions only focus on pay.
Reality
While compensation is important, bargaining can address many aspects of professional life , staffing levels, scheduling systems, administrative support, access to operating room time, workload expectations, and more. If physicians feel stretched too thin or lack the resources needed for patient care, those issues can become part of the negotiation agenda. Collective bargaining creates a structured way to raise concerns that might otherwise go unheard.