Fernández Castillo Gabriela, Khan Maryam, Berger Lila, Linhardt Rylee, Jean-Baptiste Tisnue, Salas Eduardo
Department of Psychological Sciences, Rice University, Houston, Texas, USA.
J Interprof Care. 2025 Mar-Apr;39(2):314-320. doi: 10.1080/13561820.2025.2460477. Epub 2025 Feb 16.
During the COVID-19 pandemic, the world turned its attention to healthcare professionals: everyone's lifeline. Yet, in doing so, patterns of overwork and exhaustion of those professionals were fortified, resulting in some of the highest burnout rates the field has ever seen. The picture becomes increasingly complex as most healthcare professionals work in teams, and resilient individuals do not necessarily make resilient teams. As many healthcare professionals are taught to keep going - no matter what the obstacles are - resilience ensues, but at what cost? This discussion article argues that team resilience comes in two forms: adaptive and maladaptive. We discuss how teams' exchange patterns can result in negative cycles of performance, resulting in harm to the self, one's team, and others (such as patients). We follow this discussion up by putting forward three pillars of adaptive team resilience grounded in job burnout's facets, integrating literature on sense of calling, emotional contagion, and team adaptability. Moreover, we consider the pivotal role of the healthcare hierarchy in these processes, and how individuals of differential rank can approach these pillars. We end with a brief discussion on how to incorporate these pillars into organizational practices.
在新冠疫情期间，全世界都将目光投向了医护人员：他们是每个人的生命线。然而，这样做强化了这些专业人员的过度工作和疲惫模式，导致该领域出现了一些有史以来最高的职业倦怠率。由于大多数医护人员是团队作业，情况变得愈发复杂，而且有适应力的个体不一定能组成有适应力的团队。由于许多医护人员被教导无论遇到什么障碍都要坚持下去，适应力由此产生，但代价是什么呢？这篇讨论文章认为，团队适应力有两种形式：适应性的和适应不良的。我们讨论了团队的交流模式如何导致负面的绩效循环，进而对自身、团队和他人（如患者）造成伤害。在这一讨论之后，我们基于职业倦怠的各个方面，提出适应性团队适应力的三大支柱，整合了关于使命感、情绪感染和团队适应性的文献。此外，我们考虑了医疗等级制度在这些过程中的关键作用，以及不同职级的个体如何践行这些支柱。最后，我们简要讨论了如何将这些支柱纳入组织实践。
