Burnout is a topic that we have already covered in our posts, the National Academy of Medicine in USA has launched its National Plan for Health Workforce Well-Being.
Often we have talked about the damage caused by burnout and its causes, but rarely we have talked about how certain motivational factors can lead (or not lead) to burnout the health workforce.
Sarah Stimson produced her Motivational Interviewing Network of Trainers, and it is interesting to note that when dealing with changes in the present (which can lead to burnout) there are a number of characteristics:
-Ambivalence is high
-Confidence is low
-Desire is low
-Importance is low
We often see that there is a lack of confidence in positive change, health workforce is always a category under pressure, covid-19 has shown how certain changes can be rapid, negative but also positive (think of a reorganization of activities, dissemination of knowledge or reduction of bureaucratic burdens).
The healthcare sector is complex and its workforce experiences different situations but also manages to be a brilliant, creative work and a remarkable collective strength, in this sense it has been noted how often it has been noted that good relationships between peers can be an antidote to burnout and an improvement in well-being for the category. During the Covid-19 pandemic, burnout rates in the health workforce increased and this unfortunately produced worse results in patient care (in addition to the damage suffered by burnout victims).
If you are interested in this kind of research and questions, we recommend reading Sarah Smithson’s article on STAT.