Reprinted from Slatten LA, Carson KD, Carson PP. Compassion fatigue and burnout: what managers should know. Health Care Manag. 2011;30(4):325-333. doi:10.1097/HCM.0b013e31823511f7. Author Affiliation: Department of Management, University of Louisiana at Lafayette.
Health Care Manag (Frederick). 2020 Oct/Dec;39(4):181-189. doi: 10.1097/HCM.0000000000000306.
Most health care employees experience and are bolstered by compassion satisfaction as they deal with patients in need. However, the more empathetic a health care provider is, the more likely he or she will experience compassion fatigue. Compassion fatigue is a negative syndrome that occurs when dealing with the traumatic experiences of patients, and examples of symptoms include intrusive thoughts, sleeping problems, and depression. Compassion fatigue is different from burnout. Compassion fatigue is a rapidly occurring disorder for primary health care workers who work with suffering patients, whereas burnout, a larger construct, is a slowly progressing disorder for employees who typically are working in burdensome organizational environments. Managers can mitigate problems associated with compassion fatigue with a number of interventions including patient reassignments, formal mentoring programs, employee training, and a compassionate organizational culture. With burnout, health care managers will want to focus primarily on chronic organizational problems.
大多数医疗保健员工在照顾有需要的患者时，会体验到并因同情心满足而得到支持。然而，医疗保健提供者越富有同情心，他或她就越有可能经历同情疲劳。同情疲劳是一种当处理患者创伤经历时发生的负面综合征，其症状包括侵入性思维、睡眠问题和抑郁。同情疲劳与倦怠不同。同情疲劳是初级保健工作者在与痛苦的患者一起工作时迅速出现的疾病，而倦怠是一个更大的结构，是在通常工作在繁重的组织环境中的员工中缓慢发展的疾病。管理者可以通过多种干预措施来减轻与同情疲劳相关的问题，包括患者重新分配、正式指导计划、员工培训和富有同情心的组织文化。对于倦怠，医疗保健管理者将主要关注慢性组织问题。
