Connors Cheryl A, Norvell Matt, Wu Albert W
Armstrong Institute for Patient Safety and Quality, Johns Hopkins University, Baltimore, MD, USA.
Department of Spiritual Care and Chaplaincy, Johns Hopkins Hospital, Baltimore, MD, USA.
J Healthc Leadersh. 2024 Dec 9;16:537-542. doi: 10.2147/JHL.S487709. eCollection 2024.
Healthcare leaders are responsible for creating an environment where their staff can maintain their resilience and well-being. However, there is a crisis of burnout among healthcare workers. The resulting increased turnover, diminished morale and performance, safety risks, and decreased worker engagement produces a vicious cycle of burnout. A strategic intervention is needed that focuses on worker wellbeing. This paper describes how the Johns Hopkins Resilience In Stressful Events (RISE) peer support program has helped healthcare leaders support their workers and strengthen the resilience of their organization. It explains the crucial role that leaders play in the success of the program. RISE peer was established at Johns Hopkins Hospital in 2011 to provide timely peer support for stressful patient and work-related situations. RISE helps break the cycle of healthcare worker burnout by providing peer support for stresses at work 24 hours a day, 7 days a week. This program structure also supports leaders by sharing the responsibility of emotional support and by providing them with new skills to do their job in a way that generates personal and professional satisfaction. The program has been implemented globally in over 140 healthcare organizations. Leaders are essential to integrate support and serve as role models. Institutions that successfully launch peer support programs engage leaders to participate in program design, participate in the program themselves, and adapt the program to meet the needs of their staff and organization. Peer support programs broaden the base of support for all healthcare workers by providing an employee-focused resource. Implementation of a RISE support model demonstrates an institution's commitment to the overall health of the people it employs. Operational integration of the model conveys a positive impact on resilience at all levels of the organization, especially in institutions that broadly engage organizational leaders.
医疗保健领导者负责营造一种环境，使员工能够保持适应力和幸福感。然而，医护人员面临职业倦怠危机。由此导致的人员流动增加、士气和绩效下降、安全风险以及员工敬业度降低，形成了职业倦怠的恶性循环。需要一种聚焦员工福祉的战略干预措施。本文描述了约翰霍普金斯医院压力事件中的适应力（RISE）同伴支持项目如何帮助医疗保健领导者支持其员工，并增强组织的适应力。它解释了领导者在该项目成功中所起的关键作用。RISE同伴支持项目于2011年在约翰霍普金斯医院设立，旨在为应对压力大的患者和工作相关情况提供及时的同伴支持。RISE通过每周7天、每天24小时为工作压力提供同伴支持，帮助打破医护人员职业倦怠的循环。这种项目结构还通过分担情感支持的责任，并为领导者提供新技能，使他们以一种能带来个人和职业满足感的方式开展工作，从而为领导者提供支持。该项目已在全球140多个医疗保健机构实施。领导者对于整合支持并树立榜样至关重要。成功推出同伴支持项目的机构会让领导者参与项目设计、亲自参与项目，并根据员工和组织的需求调整项目。同伴支持项目通过提供以员工为中心的资源，拓宽了对所有医护人员的支持基础。实施RISE支持模式表明机构对其员工的整体健康的承诺。该模式的运营整合对组织各级的适应力都产生了积极影响，尤其是在广泛让组织领导者参与的机构中。
