Wicks Robert J, Buck Tina C
Loyola University Maryland, USA.
Marian House, Baltimore, USA.
Front Health Serv Manage. 2013 Winter;30(2):3-13.
With challenges in the healthcare system growing, strengthened leader and organizational resilience is often overlooked as a factor that can support staff morale and sustain performance improvement and quality. Here we examine resilience-building practices related to self-awareness, alone time, mindfulness, and a healthy perspective. A key aspect of management resilience is weighing the costs and benefits to the executive personally and to the organization if the warning signals of impairment are left untended. To that end, we propose a leader self-care protocol, which even the busy healthcare executive can find time to undertake. Ifimplemented, the protocol will allow leaders to lessen their vulnerability to burnout and help teammates whose resilience may be stretched thin. Finally, we present healthy coping skills for daily stressors and for the sudden and overwhelming situations that can negatively affect resilience.
随着医疗保健系统面临的挑战不断增加，领导者和组织韧性的增强往往被忽视，而这一因素能够支持员工士气，并维持绩效提升和质量。在此，我们审视与自我意识、独处时间、正念及健康视角相关的韧性建设实践。管理韧性的一个关键方面是权衡，如果忽视损害的警示信号，对高管个人和组织所带来的成本与收益。为此，我们提出一项领导者自我关怀方案，即使忙碌的医疗保健高管也能抽出时间来实施。如果实施该方案，将使领导者降低倦怠风险，并帮助那些韧性可能已被过度消耗的团队成员。最后，我们介绍应对日常压力源以及可能对韧性产生负面影响的突发和压倒性情况的健康应对技巧。
