How Clinical Social Workers Can Tackle Tech's Mental Health Epidemic

Median tech salaries above $130,000 have not inoculated the industry against psychological collapse. Engineers, product managers, and executives with equity packages and unlimited PTO are reporting burnout at rates that rival or exceed lower-wage service sectors, a paradox that compensation alone cannot explain.

In his August 2026 Noema essay, Aaron Horwath traces this back to what journalist Derek Thompson named "workism" in 2019: the substitution of career for religion, community, and identity among knowledge workers. When that substitute collapses, whether from AI disruption or plain exhaustion, the resulting crisis is existential, not merely financial.

Clinical social workers, trained to treat person and environment together rather than isolate a diagnosis, are positioned to respond where standard employee benefits fall short. The market reality: tech companies are hiring for this need, a signal of social work job growth in tech, faster than social work training programs are building curricula to meet it.

The Scope of the Tech Mental Health Crisis

Burnout in the tech sector is no longer a fringe complaint from overworked engineers; it has become the default experience for nearly half the workforce. The 2026 Dice Tech Sentiment Report found that 46% of employed tech professionals describe themselves as burned out, up sharply from 31% in 2024, with 24% saying they are severely burned out.¹ The 2026 Lenny's Newsletter survey of tech workers found a similar picture: 55.7% reported significant burnout, and 26.2% said they were "very" or "completely" burned out. Roughly 41% said they were at least moderately worried about their professional future, and nearly 20% described that worry as extreme.²

Who Is Hit Hardest

The data complicates the assumption that burnout is mainly a junior-engineer problem. Dice found the highest burnout rates among workers with 10 to 19 years of experience, among Millennials specifically, and at small companies with fewer than 250 employees, particularly those where layoff anxiety is present.¹ Lenny's research reached a related but distinct conclusion: role and company size mattered less than the quality of a person's direct manager, which was the single strongest predictor of burnout in their dataset.² Public surveys have not yet produced a clean breakdown separating engineers, executives, and support staff, so clinicians should be cautious about assuming burnout is concentrated in any one job function. Remote-versus-office comparisons specific to tech are similarly thin, though broader workforce research suggests hybrid and remote employees report burnout at higher rates than fully in-office staff, a pattern that likely translates to tech but has not been confirmed with sector-specific numbers.

Workism and the Existential Layer

What separates this moment from prior tech downturns is that the distress is not purely economic. Journalist Derek Thompson's 2019 concept of "workism", the tendency of knowledge workers to seek meaning, identity, and community from their jobs in place of religion or civic life, helps explain why burnout in tech reads less like fatigue and more like an identity crisis. When work is the primary source of purpose, a layoff, a reorg, or the sense that one's own labor is being automated away does not just threaten income. It threatens a person's sense of self.

Why This Requires Clinical Intervention

A meditation app or a one-time wellness stipend cannot resolve worry rates approaching 20% at the extreme end, or a burnout rate that grew fifteen points in two years. These numbers describe a population increasingly at risk for depression, anxiety, and existential despair, conditions that require assessment, diagnosis, and sustained treatment rather than app-based self-help. That gap is exactly where clinical social workers belong.

Why Clinical Social Workers Are Uniquely Suited for Tech

While traditional Employee Assistance Program counselors often focus on short-term symptom relief, clinical social workers bring a systemic, prevention-oriented approach that maps directly onto the cultural and structural challenges fueling the tech industry's mental health crisis. This contrast in practice models makes social workers exceptionally well-suited to intervene in environments where burnout, workism, and existential dissatisfaction are not just individual failings but collective workplace phenomena.

A Person-in-Environment Perspective

Clinical social workers are trained to assess clients within their full social context, a core competency known as the person-in-environment framework. In tech settings, this lens reveals how factors like constant on-call expectations, rapid reorgs, identity tied to output, and the erosion of non-work communities contribute to mental distress. Instead of solely equipping a software engineer with relaxation techniques, a social worker might collaborate with leadership to adjust project pacing, use social work advocacy skills to advocate for transparent layoff processes, or implement peer support groups that reduce isolation. This dual focus on individual well-being and organizational health directly addresses the systemic pressures that make tech workers, from junior developers to executives, feel trapped in what recent essays describe as an inescapable workist culture.

Holistic Intervention Beyond the EAP Model

Most tech companies offer Employee Assistance Programs that provide a limited number of counseling sessions and generic wellness resources. Yet these programs rarely tackle the equity dimensions of workplace distress. Clinical social workers, in contrast, are trained in anti-oppressive practice and possess a deep understanding of how identity, power, and privilege shape mental health outcomes. A social worker embedded in a tech firm can identify disparities such as higher burnout rates among underrepresented gender groups or the unique stressors faced by immigrant engineers and design programming that responds to those specific needs. By moving beyond a one-size-fits-all EAP model, social workers can co-create interventions that are culturally responsive, trauma-informed, and built on a foundation of social justice.

Meaning-Making and Community-Building

The recent wave of existential angst among knowledge workers, expressed in a longing for analog hobbies and tangible outcomes, points to a profound need for meaning that workism fails to satisfy. Clinical social workers bring a unique skill set to facilitate meaning-making and community-building, which are central to well-being. Through group work, reflective supervision, and a strengths-based approach, social workers can help tech professionals reconnect with their values, foster authentic relationships at work, and navigate career transitions without losing their sense of self. This goes beyond coping; it helps rebuild the social fabric that makes work sustainable and even fulfilling. In an industry where many say they want to "disappear" or "live on a farm," social workers can guide the journey from burnout to a more balanced engagement, ensuring that the solution to workism is not escape but a healthier, more equitable relationship with work.

Emerging Roles for Social Workers in the Tech Industry

What does a corporate social work job in tech actually look like day to day? The honest answer is that it varies widely depending on whether the role sits in compliance, program delivery, or direct clinical support, and job titles in this space are still inconsistent enough that candidates need to read past the label to the actual duties listed.

CSR and Social Impact Roles

The most visible tech-adjacent path right now is corporate social responsibility. Postings from large firms like Oracle describe CSR specialists managing grant implementation, impact assessments, and coordination across Finance, Legal, and Procurement, work that leans heavily on program administration and reporting rather than clinical intervention. Oracle's listing asks for a bachelor's degree in social work, development studies, or a related field plus two to four years of experience, while some CSR specialist roles, particularly internationally, prefer an MSW, MBA, or MA in development studies and five to seven years of experience. Familiarity with tools like Benevity and statutory compliance frameworks such as Section 135 shows up frequently as a preferred skill. These roles suit social workers who want organizational-level impact over one-on-one counseling.

Program Support and Wellbeing-Adjacent Work

Built In has listed tech social good program roles focused on program delivery, data tracking, presentations, and volunteer engagement, which again sits closer to project management than clinical practice. Wellness consultant and wellbeing lead titles also appear in tech postings, typically housed in HR or benefits teams, and they tend to value program management and communication skills alongside a background in social work, counseling, or public health.

What's Missing: Direct Clinical Roles

Here is where caution matters. Dedicated EAP specialist and internal corporate mental health clinician postings specific to tech companies are hard to find publicly, so job seekers should not assume a standard pay range or credential list applies uniformly. In practice, EAP work generally follows the broader employee assistance model: counseling, referrals, crisis response, and manager consultation, often expecting a Certified Employee Assistance Professional (CEAP) credential or independent clinical licensure such as LCSW. Internal clinician roles, where they exist, almost always require state licensure.

Reading the Pay Data Carefully

Salary figures floating around for this niche vary by role type and should be treated as directional, not fixed. CSR specialist pay at a firm like TCS has been listed between roughly $89,000 and $121,000, general tech-adjacent social work postings top out near $105,000, and broader social impact technology leadership roles have ranged from about $154,000 to $198,000 depending on experience and location. A neighboring field, trust and safety, shows a much wider median band, sometimes exceeding $200,000, but that reflects a different skill set than clinical EAP work. None of these numbers should be read as a guaranteed EAP or clinician salary in tech specifically.

What's consistent across sources is direction, not precision: tech companies are creating more of these positions as mental health becomes a retention and productivity concern, not a side benefit.

Salary Insight: What Corporate Social Workers Earn

Do EAPs and Workplace Interventions Actually Work in Tech?

Traditional Employee Assistance Programs that rely on a toll-free number and a handful of counseling sessions operate very differently from the integrated mental health ecosystems that tech workers actually need. Without buy-in from leadership and seamless integration into daily workflows, even well-intentioned EAPs can collect dust while burnout and turnover climb.

The Evidence on EAP Effectiveness

When evaluating whether workplace mental health interventions deliver, the most rigorous data comes from general corporate populations rather than tech-specific samples. A 2025 meta-analysis of 19 employer cohort studies found a pooled return of $2.30 for every dollar invested in EAP services, with net savings of $159 per member per month.¹ A separate JAMA Network Open study across seven employers reported $2 saved in health plan costs for each dollar spent, plus net savings of $1,070 per participant in the first year alone.¹ These figures suggest that even modest reductions in presenteeism and healthcare utilization can offset program costs.

Industry surveys paint an optimistic picture of user outcomes, though the numbers should be viewed in context. One 2026 report claims that 90% of EAP users experience improved work satisfaction within six months, accompanied by a 30% reduction in turnover and a 25% drop in absenteeism expenses.³ Another summary indicates that 62% of participants report significant mental health improvement after using EAP counseling.⁴ While these results are promising, they are drawn from self-reported, non-peer-reviewed sources and likely overrepresent the experiences of early adopters.

Utilization remains the stubborn bottleneck. Across traditional EAPs, annual utilization averages only about 5.5%.² In other words, more than nine out of ten eligible employees never access a service their employer already pays for. Low awareness, stigma, and fears about confidentiality, rather than a lack of need, keep these numbers depressed.

Barriers in the Tech Sector

Tech-specific outcome studies are sparse, but the patterns echo broader findings. Large Indian IT firms illustrate the reality: they blend EAP counseling with digital self-help tools, manager training, and peer support networks, yet the impact is consistently constrained by stigma, accessibility gaps, and low awareness. A 2026 white paper on Indian IT companies found that non-clinical wellness frameworks, such as mindfulness training and Mental Health First Aid, correlated with a 40% reduction in absenteeism⁵, but that figure describes a bundled intervention rather than standalone EAP services.

Evidence from clinical settings reinforces a critical nuance: EAP counseling significantly reduces psychological distress, but the effect is strongest in workplaces with high psychological safety. When employees trust that seeking help will not damage their careers, the same counseling sessions produce markedly better outcomes. In tech environments where the pressure to perform and the fear of being perceived as weak are intense, that trust is often missing.

Recommendations for Social Workers

For social workers designing or improving tech-focused mental health programs, the evidence points toward several concrete strategies.

• Normalize routine usage: Integrate mental health check-ins into existing workflows, onboarding, performance reviews, and team standups, so that accessing support feels as routine as updating a project tracker.
• Embed clinicians on site (or virtually): A dedicated clinical social worker who understands the pace and language of software engineering can demystify therapy and reduce the activation energy required to schedule a first session.
• Measure beyond utilization: Track reductions in burnout symptoms, presenteeism, and unplanned leave, not just session counts. Pair quantitative data with anonymous pulse surveys to gauge whether employees feel safer talking about mental health over time.
• Bridge clinical and non-clinical supports: Offer tiered options, from digital self-care modules and peer listening circles to short-term EAP counseling and community referrals, so employees can step up or down the intensity ladder as their needs shift.

When social workers function as culture architects rather than crisis responders, they can convert an underused EAP into a genuinely supportive infrastructure that tech workers are willing to use before the train ride home turns into a quiet unraveling.

Telehealth Practice With Tech Professionals

Delivering therapy via video calls and encrypted messaging feels natural to a workforce that lives on Slack and Zoom, but comfort with technology does not automatically translate into a safe therapeutic container. Social workers who understand both clinical practice and the digital competencies for social work practice can build a practice that respects tech professionals' preferences while upholding core ethical standards.

Meeting Tech Professionals Where They Are

Tech employees are often digitally fluent, geographically dispersed, and accustomed to asynchronous workflows. Telehealth removes barriers that might otherwise keep them from seeking help: no commute, no waiting room, and the ability to schedule sessions around demanding release cycles. For a remote-first workforce, the videoconference environment is already a familiar professional space, which can lower the perceived cost of opening up to a clinician. The National Association of Social Workers (NASW) telehealth standards insist that practitioners must still verify informed consent specific to telehealth, covering confidentiality limits, technology risks, and emergency procedures, even with a tech-savvy client.¹ A brief technology capability check, assessing device access, private space, and comfort with the video or chat platform, is required and not a formality.¹

Building Rapport and Trust Remotely

Rapport does not build itself through a screen; it must be deliberately cultivated. Structuring early sessions with a clear orientation, confirming audio and video quality, reviewing the agenda, and checking in on the client's privacy before clinical content signals intentionality. NASW guidance recommends that social workers be more verbally explicit about empathy, reflections, and transitions during virtual care because micro-cues are harder to read.¹ Inviting the client to show elements of their environment, such as a workspace or personal item, can deepen collaboration and provide assessment data that would be invisible in an office.¹ The therapeutic relationship remains bound by the same social work Code of Ethics; professionalism and humanness coexist, but boundaries require even sharper attention when distance feels informal.

Setting Boundaries Around Availability

Tech workers often work irregular hours across time zones, which can create unrealistic expectations of 24/7 therapist access. A written after-hours policy, shared at the start of care, is not optional under NASW standards.¹ The policy must define office hours, typical response times for routine messages, and exactly which channels are monitored and when. Distinguishing asynchronous follow-up from urgent risk is non-negotiable¹: clients need to know that encrypted messaging is not a crisis line, and they must have a documented plan for emergencies. Even when a social worker offers weekend slots to accommodate a client's schedule, the policy should specify whether messages sent late on Friday will be seen before Monday.¹ Explicit boundaries protect both parties and model healthy work-life rhythms.

Asynchronous Communication Done Ethically

Many tech professionals prefer async text or voice messages between sessions. NASW standards permit asynchronous communication only when its purpose is defined¹, encryption is in place³, and documentation practices mirror live sessions³. Social workers must avoid social-media-linked video tools and use platforms that maintain end-to-end security.² The convenience of DMs or quick voice notes is not ethical adequacy.² A clear agreement should outline what kinds of content belong in an async message, how it will be stored, and when it may prompt a live follow-up. Emergency use of messaging must be prohibited unless explicitly built into the crisis plan.¹

Reducing Stigma in a Remote-First Culture

Telehealth inherently reduces some of the stigma that surrounds seeking mental health support. For a software engineer who might hesitate to be seen walking into a therapist's office, a secure video session from a home office or co-working space can feel less exposing. The same is true for employees who belong to underrepresented groups in tech, where cultural or identity-related concerns make in-person visits feel riskier. A remote-first practice that respects digital boundaries and offers flexible, confidential access can reach technologists who would otherwise delay care until burnout or crisis forces their hand.

Addressing Diversity and Inclusion in Tech Mental Health

Many tech companies treat employee mental health as a one-size-fits-all issue, offering generic wellness apps and meditation sessions. However, the stressors that undermine mental health are not distributed equally across the workforce. For women, people of color, and LGBTQ+ professionals, the tech workplace can layer systemic bias, microaggressions, and isolation on top of already intense performance pressures, creating a distinct and often unaddressed mental health burden.

Mental Health Disparities in Tech

While comprehensive, tech-specific prevalence data remains sparse, advocacy organizations like Women Who Code, the Kapor Center, and Project Include have consistently documented how bias and exclusion shape daily experiences for underrepresented groups. Broader population studies suggest that these tech-specific stressors operate against a backdrop of deep intersectional disparities. According to The Trevor Project, LGBTQ+ young people of color who experience both sexual orientation/gender identity discrimination and racial discrimination are 54% more likely to report recent depression and 73% more likely to report recent anxiety than peers facing only one form of discrimination.¹ A 2026 study in Frontiers in Public Health found that transgender and gender nonconforming people of color had 2.7 times higher odds of depression compared to cisgender individuals, with the highest baseline rates of depression and anxiety among all groups examined.²

These patterns hold relevance for tech, where underrepresented employees often navigate multiple, overlapping identity-based stressors. Racial and ethnic minority groups in mental health care broadly are 20 to 50% less likely to initiate treatment and 40 to 80% more likely to drop out prematurely,³ making culturally responsive outreach essential.

How Bias and Isolation Amplify Stress

For women and nonbinary engineers, daily bias may surface as having their technical contributions questioned or being mistaken for non-technical staff. Black and Latinx tech workers frequently report being the only person of their race in meetings, bearing the cognitive load of tokenism while also managing performance expectations. LGBTQ+ professionals may hide their identity to avoid career repercussions, yet that concealment itself predicts poorer mental health. The cumulative effect of microaggressions, exclusion from informal networks, and pressure to code-switch undermines the psychological safety that underlies strong mental health.

Culturally Responsive Interventions for Social Workers

Social workers stepping into tech mental health can close these gaps by rejecting neutral, one-size-fits-all models. Effective approaches begin with an intersectional assessment that separately explores race, gender identity, sexual orientation, disability status, and workplace climate, rather than collapsing them into a single diversity checkbox. Gender-affirming care means normalizing pronouns on intake forms and in conversation, and proactively educating oneself on the systemic barriers trans and nonbinary tech employees face.

Screening should explicitly ask about experiences of racism, heterosexism, cissexism, and workplace microaggressions, because these are potent predictors of anxiety and depression that generic stress scales often miss. Digital mental health tools, while convenient for tech workers, cannot be assumed universally accessible; data from youth populations shows lower use among Black and Hispanic individuals even when need is high, a caution that carries over into tech settings where access alone does not guarantee engagement.

Social workers can also champion community-affirming supports: peer affinity groups, referrals to clinicians with racial and queer expertise, and internal advocacy for inclusive policies that go beyond a single diversity day. Trauma-informed, anti-racist practice helps address the fallout of workplace discrimination not as isolated incidents but as part of a systemic pattern. Finally, workers themselves benefit from support to manage the internalized stigma and minority stress that can persist even in nominally progressive companies. When clinical social workers bring these tools into employee assistance programs, telehealth practices, or alternative careers for social workers like in-house corporate roles, they transform mental health support from a one-size-fits-all benefit into an equity engine that meets the people who build technology where they actually are.

Skills and Training for Tech-Focused Social Work

The intersection of social work and the technology industry is still taking shape, leaving motivated MSW students and professionals to chart their own course toward tech-focused practice. While the path isn't predefined, a practical roadmap exists, grounded in certifications, field placements, and cross-sector competencies, that can position you to address the mental health crisis unfolding inside tech companies.

Certifications Worth Pursuing

No single credential opens every door in corporate social work, but several can signal your readiness. If you aim for an employee assistance role, the Certified Employee Assistance Professional (CEAP) designation, though not universally required, demonstrates expertise in workplace mental health triage and short-term counseling. For crisis intervention, training models like Critical Incident Stress Management (CISM) add immediate value when teams face layoffs, product failures, or public scandals. The Trust & Safety Professional Association offers a curriculum tailored to content moderation and online safety, areas where social workers are increasingly valued². Telehealth proficiency can be formalized through certificate programs in telemental health, a must-have skill given that many tech workers prefer remote sessions. Approach these not as checkboxes but as building blocks: combine what matches the role family you're targeting, whether it's wellness programming, trust and safety, or internal consulting.

Securing a Tech-Aligned Field Placement

Most MSW field placements remain unpaid, one survey at the University of Michigan found that 85% of student placements offered no compensation, so financial planning is essential. Despite the rarity of formal tech-based placements, they can be created. Start by identifying roles that align with social work values: Trust and Safety Specialist, Community Manager, Wellness Lead, Content Moderation Operations, or Incident Response Manager². Then work backward with your field office. Programs that use placement tracking platforms (such as Tevera or Sonia) maintain databases of approved sites¹, but corporate settings still need faculty approval. If a tech company doesn't already host MSW interns, propose a supervised project in employee wellbeing, diversity and inclusion, or mental health policy. Firms listed on the TechJobsForGood directory, which catalogs over 2,700 social-impact tech companies, are often open to piloting new roles. The key is starting early: during your first-year MSW, reach out to the field director, draft a learning contract, and identify a licensed clinical social worker at the company or through an external supervisor who meets CSWE standards.

Choosing an MSW Program That Opens Doors

Formal tracks in occupational or corporate social work are scarce, but several programs offer the flexibility necessary to carve out a tech niche. Virginia Commonwealth University’s MSW, for example, encourages students to design individualized practica with faculty approval. Columbia University’s program provides broad latitude in selecting field sites, and many macro-oriented concentrations let you focus on organizational assessment and program management. Look for curricula with strengths in organizational practice, innovation in social welfare, or macro social work. A few non-MSW options, such as the HR management program at Jamia Millia Islamia with corporate partners, show the demand, but your accredited MSW can open similar doors if you advocate for nontraditional placements. When researching schools, ask field education coordinators directly: “What percentage of your students complete a placement outside traditional clinical settings, and what is the process for approving a corporate site?” The answer tells you more than a brochure ever will.

Core Competencies for Tech-Facing Social Work

Beyond clinical skills, tech-focused social workers need a distinct set of competencies:

• Organizational assessment: Understand company culture, team dynamics, and systemic stressors that fuel burnout. You'll need to assess an entire organization, not just one client.
• Coaching and consulting: Many corporate roles involve one-on-one coaching for managers or designing wellness initiatives, blending social work empathy with business pragmatism.
• Telehealth proficiency: Tech professionals expect seamless virtual sessions. Master engagement techniques, digital risk assessment, and platform security standards.
• Cultural humility: The tech workforce spans gender, race, nationality, and neurodiversity. Address intersectional mental health needs without assuming a one-size-fits-all approach.
• Systems thinking: Connect individual distress to larger issues: surveillance management, on-call fatigue, or identity-driven harassment, and advocate for structural change.

Networking Your Way into the Industry

Field placements and certifications are only part of the equation. Begin attending events hosted by the Trust & Safety Professional Association or the Employee Assistance Professionals Association. Follow trust and safety leaders on LinkedIn and engage with conversations about mental health in tech. When you land an internship, even if it’s unpaid, treat it as an extended interview: internal referrals carry enormous weight for full-time roles in implementation, operations, customer success, or wellbeing policy. Alumni from your program who work in corporate mental health or HR can also be a bridge. The tech industry’s mental health crisis won’t wait for formal pathways to solidify, so build your own, and the field will catch up.

The Future of Social Work in a Post-Workism World

Social work is entering an era where its core mission, helping people build lives of meaning and connection, aligns directly with a cultural shift already underway in the tech sector and the broader knowledge economy.

From Workism to What Comes Next

In his August 2026 essay for Noema Magazine, "Why Is Everyone In Tech So Sad?," Aaron Horwath traces the arc of what journalist Derek Thompson first called "workism" in 2019: the tendency among knowledge workers to seek identity, community, and even spiritual fulfillment from their careers. Horwath argues that this framework is now cracking. Highly compensated executives and senior engineers are not just burned out; they are confronting existential questions about what their labor means when automation can replicate much of it. The young professional on a train who pivots mid-conversation from discussing EBITDA to proudly showing off a hand-knitted hat for his niece is not merely tired. He is searching for something work was never designed to provide.

As workism fades, social workers are positioned to guide individuals, teams, and entire organizations toward meaning-making that does not depend on a job title. Clinical practitioners can integrate narrative and existential therapy frameworks to help clients disentangle self-worth from productivity metrics. Community-practice social workers can design group interventions, such as pottery collectives, mutual-aid networks, and intergenerational mentorship circles that restore the analog, embodied connections knowledge workers increasingly crave.

Systemic Interventions and Policy Advocacy

Individual therapy alone will not reshape a culture built on overwork. Social workers trained in macro social work can push for systemic change on multiple fronts:

• Workplace policy reform: Advocating for sustainable workloads, transparent promotion criteria, and mental health days that employees actually use without stigma.
• Corporate culture audits: Partnering with leadership to identify structural drivers of existential distress, such as misalignment between stated company values and daily operations.
• Legislative engagement: Supporting state and federal policies that mandate mental health parity in employer-sponsored insurance and expand access to licensed clinical services for remote workers across state lines.
• Community-building initiatives: Developing programs outside the workplace that help people cultivate identity through civic participation, creative practice, and caregiving, not just career advancement.

Leading Human-Centered Change

The profession's dual focus on person and environment makes social workers uniquely qualified to operate at every level of this transition. Micro practitioners can sit with the discomfort a client feels when their six-figure salary no longer masks a sense of purposelessness. Mezzo practitioners can redesign Employee Assistance Programs so they address existential well-being, not just crisis management. Macro practitioners can shape the policies and cultural norms that determine whether a post-workism society distributes meaning equitably or only to those who can afford leisure.

This is not a peripheral specialization. It is a direct extension of social work's founding commitment to human dignity and social justice. As millions of knowledge workers grapple with the realization that professional achievement cannot substitute for genuine connection, social workers have both the ethical obligation and the clinical expertise to step into this frontier. The question is not whether the profession belongs here. It is whether enough practitioners will prepare themselves to lead.

Related Articles