According to a recent study, 44% of clinicians and 87% of nurses in the US have experienced burnout in the last year. Healthcare workers (HCWs) are more susceptible to burnout than any other occupation. Due to the majority of workers in this field being statistically less likely to reach out for assistance or extra support. This stems from the fact that HCWs tend to hide their difficulties due to the negative stigma associated with mental illness. and the fear of transparency about their mental health negatively impacting their careers or reputation.
What Is Meant By Burnout?
The term ‘Burnout’ was first applied to healthcare workers (HCWs) by Freudenberger in 1974, and is now characterized by emotional exhaustion (EE), depersonalization (DP), and a sense of reduced personal accomplishment (PA). Burnout can lead to serious personal implications (i.e. substance abuse, broken relationships, suicide). As well as professionally (lower patient satisfaction, lower quality of care, and even preventable medical errors). Burnout in the healthcare field could also potentially result in malpractice suits. Resulting in higher costs for both caregivers and hospitals.
Mental Health Impacts Of Burnout On Healthcare Workers
- Burnout among healthcare professionals can negatively impact overall patient care. And has been associated in several cross-sectional studies with: inadequate patient care practices. a doubled chance of medical errors and an increased risk of being involved in a medical malpractice claim.
- Burnout, depressive symptoms and reduced quality of life were also linked to self-perceived severe medical errors of HCW’s. Indicating the relationship between medical errors and personal distress. Burnout has also been linked to increased motor vehicle accidents among physicians, and associated personal consequences. Such as anxiety, despair, isolation, substance abuse, and strained relationships.
- Physician burnout typically has more serious professional consequences than other professions. As it directly impacts people more. and could result in decreased patient satisfaction and lower care quality.
- Prolonged burnout may eventually lead to medical blunders and could result in malpractice suits and ensuing litigation. Ultimately costing caregivers and hospitals a lot of money. Absenteeism, low organizational commitment, higher turnover of qualified workers and increased patient discontent are other repercussions of burnout.
COVID-19 and the Healthcare Burnout
- During the covid-10 outbreak a meta-analysis report investigating the mental health of healthcare workers revealed a high prevalence of anxiety (24.94%), depression (24.83%) and sleep disorders (44.03%). Essentially, HCW’s have been faced with an increased workload with fewer resources. Particularly those workers directly involved in the management and diagnosis of COVID-19.
- Many HCW’s in the medical and mental health sectors have faced unprecedented challenges. The midst of adapting to rapid changes in patient volume, clinical roles, new technologies, increasing demands. And navigating new ways of working during the COVID pandemic. As a result, many HCW’s have experienced psychological anguish, burnout, and increased risk for mental illness. Due to constantly navigating and adapting to various changes within an extremely short period of time.
- Simultaneously managing their psychological health while doing their best to assure their commitment. And services for the greater good is further compounded by the pain of losing patients and colleagues. And the risk of infecting themselves or their families.
Saving The Saviors
- The intricate interaction between the aforementioned internal and external factors in burnout development undercuts the requirement for a multifaceted approach in its prevention and treatment.
- Physical activity, a balanced diet, good sleep hygiene, meaningful relationships, and meditation. These practice’s are suggested as starting points for individual, organisational, and cultural measures to prevent or reduce burnout.
- Organisational measures include blame-free environments for exchanging experiences and advice,. widespread participation in management decisions. multidisciplinary psychosocial support teams, adequate time planning, and social support. This calls for the implementation of measures pertaining to the employer and the workplace, as well as the creation and application of personal coping mechanisms.