Director, Digital Health and Virtual Learning, Faculty of Nursing, University of New Brunswick, Fredericton, NB, Adjunct Professor, University of Toronto, Toronto, ON, Adjunct Professor, Western University, London, ON.
Nurs Leadersh (Tor Ont). 2021 Mar;34(1):1-3. doi: 10.12927/cjnl.2021.26460.
After a year of living a masked, isolated, virtual existence, there is much reflection among healthcare decision makers and providers around the world. What have we done well? What could we have done better? And more importantly, how will we ensure that our learnings inform decisions and actions the next time? In this latest installment of crisis leadership papers, authors address the toll exacted upon our profession thus far. Although profound, the psychological sequelae of the COVID-19 pandemic are directly related to a number of pre-existing conditions that have been festering below the surface for several years. In particular, blame for the state of health inequities, ageism, staff shortages and workplace violence cannot be ascribed to the pandemic. Rather, each has been exacerbated because of it.
在经历了一年的戴口罩、隔离、虚拟生活之后，全球的医疗保健决策者和提供者都在进行深刻反思。我们做得好的地方有哪些？我们本可以做得更好的地方有哪些？更重要的是，我们将如何确保我们的经验教训为下一次决策和行动提供信息？在这一系列最新的危机领导力论文中，作者探讨了迄今为止我们的职业所承受的代价。虽然深刻，但 COVID-19 大流行所带来的心理后果与几年来一直在表面下溃烂的许多先前存在的情况直接相关。特别是，不能将卫生不平等、年龄歧视、人员短缺和工作场所暴力的现状归咎于大流行。相反，每种情况都因大流行而加剧。
