- Section 1 ICU organization and management
- Part 1.1 The intensive care unit
- Part 1.2 Communication
- Part 1.3 Training
- Part 1.4 Safety and quality
- Chapter 16 Patient safety in the ICU
- Chapter 17 Policies, bundles, and protocols in critical care
- Chapter 18 Managing biohazards and environmental safety
- Chapter 19 Managing ICU staff welfare, morale, and burnout
- Part 1.5 Governance
- Part 1.6 Research
- Part 1.7 Medico-legal and ethical issues
- Part 1.8 Critical illness risk prediction
- Section 2 Pharmacotherapeutics
- Section 3 Resuscitation
- Section 4 The respiratory system
- Section 5 The cardiovascular system
- Section 6 The gastrointestinal system
- Section 7 Nutrition
- Section 8 The renal system
- Section 9 The neurological system
- Section 10 The metabolic and endocrine systems
- Section 11 The haematological system
- Section 12 The skin and connective tissue
- Section 13 Infection
- Section 14 Inflammation
- Section 15 Poisoning
- Section 16 Trauma
- Section 17 Physical disorders
- Section 18 Pain and sedation
- Section 19 General surgical and obstetric intensive care
- Section 20 Specialized intensive care
- Section 21 Recovery from critical illness
- Section 22 End-of-life care
(p. 81) Managing ICU staff welfare, morale, and burnout
- Chapter:
- (p. 81) Managing ICU staff welfare, morale, and burnout
- Author(s):
Gavin G. Lavery
and Linda-Jayne Mottram
- DOI:
- 10.1093/med/9780199600830.003.0019
Low morale, stress, and burnout are significant and under-recognized in critical care staff. The link between these conditions is complex and not fully only understood with burnout as a potential end result. Conflict and lack of clear protocols regarding end-of-life care appear to be particularly prone to generate stress and potentially burnout. We have little scientific basis to design interventions, but expert opinion suggests multiple approaches at individual, departmental, and organizational levels. Many are based on giving workers a degree of control and flexibility where possible, and a feeling that their contribution is valuable and valued. Engagement (with an organization and its aims) is now viewed as the antithesis of burnout and only staff who are engaged can deliver high quality care. It is increasingly recognized that organizations that actively manage staff welfare are more likely to provide care that is safe, effective, and patient-centred, and less likely to error and adverse events.
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- Section 1 ICU organization and management
- Part 1.1 The intensive care unit
- Part 1.2 Communication
- Part 1.3 Training
- Part 1.4 Safety and quality
- Chapter 16 Patient safety in the ICU
- Chapter 17 Policies, bundles, and protocols in critical care
- Chapter 18 Managing biohazards and environmental safety
- Chapter 19 Managing ICU staff welfare, morale, and burnout
- Part 1.5 Governance
- Part 1.6 Research
- Part 1.7 Medico-legal and ethical issues
- Part 1.8 Critical illness risk prediction
- Section 2 Pharmacotherapeutics
- Section 3 Resuscitation
- Section 4 The respiratory system
- Section 5 The cardiovascular system
- Section 6 The gastrointestinal system
- Section 7 Nutrition
- Section 8 The renal system
- Section 9 The neurological system
- Section 10 The metabolic and endocrine systems
- Section 11 The haematological system
- Section 12 The skin and connective tissue
- Section 13 Infection
- Section 14 Inflammation
- Section 15 Poisoning
- Section 16 Trauma
- Section 17 Physical disorders
- Section 18 Pain and sedation
- Section 19 General surgical and obstetric intensive care
- Section 20 Specialized intensive care
- Section 21 Recovery from critical illness
- Section 22 End-of-life care