Nurse Burnout Team 9: Kalina Ikonomova La (Nina) Lin Marielle Maggay Alexsandra Jimenez

HCR 412Team9: Kalina IkonomovaLa (Nina) LinMarielle MaggayAlexandra Jimenez

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Nurse Burnout Team 9: Kalina Ikonomova La (Nina) Lin Marielle Maggay Alexsandra Jimenez by Mind Map: Nurse Burnout  Team 9: Kalina Ikonomova La (Nina) Lin Marielle Maggay Alexsandra Jimenez

1. Problem Statement

1.1. Nurses all around the world have been working hard in their daily life in the healthcare world. However, studies have found that nurses are being overworked which leads to burnt out and thinking of leaving the profession.

1.1.1. A research article defines burnout as “a syndrome of emotional exhaustion, depersonalization, and reduced personal accomplishment” (Vahey et al., 2004). The feeling of burnt out is due to the workload that the nurse’s carry. According to a study, 90% of nurses have thoughts on leaving their hospital for another job due to poor work and life balance (Masterson, 2017). The workload of a nurse is tremendously hard to hold if work/life is unbalanced and if there is a lack of nurses in the departments. According to an RNnetwork study, around 70% of nurses claim to feel burnt out due to their workload being increased. It was recorded that nurses often skipped breaks and not have often slept in between shifts (Masterson, 2017). The issue not only impacts the nurses but also the patients and the health system too. According to an article, a study shows that 150 healthcare workers such as IT workers, doctors, and nurse, “report that so many interruptions from alerts, alarms, pagers, phone calls, and texts create stress that, in turn, fuels burnout” (Siwicki, 2018). These factors create a negative impact that adds on to the nurse’s workload.

2. Systems

2.1. If there are solutions put into play for these "Nurse burnouts", I do believe it would have a large effect on others groups in the medical field setting. The systems of work schedules will be highly effected, they will have to constantly work around the working nurses if the given time-off is included. Payroll would be another system that could be effected, they would have to come to determine if the nurses would have partial paid time-off or if they would have to extend vacation/sick time. Another aspect would be the hiring process to take over other nurses while they are recovering, this could cost a fortune with hiring and paying for nurses leaves.

2.1.1. Nurses and other medical professionals would have to take this big risk into consideration. The stakeholders in the medical field would all be effected. However, nurses would have to see if these stakeholders would be on board with their future plans of reducing "Nurse burnouts", this would help nurses take better care of patients and more awareness to their everyday tasks.

3. Possible Obstacles

3.1. Some obstacles that may be encountered with trying to solve the issue of nurse burnout is that by decreasing hours or responsibilities, this could lead to not giving patients the best care they could possibly get.

3.1.1. Another issue could be convincing nurses to slow down and take time for themselves. Nursing is a very selfless career and many nurses give their all to their job because they care deeply about their patients and want to make a difference, so it may be difficult to initially encourage nurses to stop burning themselves out by working less although it will benefit themselves and their patients in the long run. A British study found, "people who regularly work more than 10 hours a day had a 60% higher risk of heart disease than those who work seven hours" So ideally, decreasing nurse shifts from 12 hours to around 8 could significantly decrease nurse burnout. However, this would potentially cost the hospital more money because they would need more staff to cover the now shorter shifts. (Rhendren, 2010, par. 5).

4. Innovation Process

4.1. To avoid future "burnouts" with nurses, we believe the medical field should be able to create specific schedules for nurses. For example, if they are work 8-10 hour days, they should be required to have a 1-2 day recovery time to relapse and be collected for their next shift. Or even being able to have younger nurses be able to run the longer shifts, being able to help out the seniority with their stress load. Thus having older nurses have two, six hour shifts, versus one twelve hour shift. Also being able to work with a clear mind is much healthier and efficient. Another asset we wish to see are possible "check-in's" for nurses. You can think of this as personal one-on-one meetings to be sure your staff member is mentally and physically able to respond to he/shes tasks and duties for the day, week, or month. This can be managed by the Nurse Director or the Nurse Supervisor.

4.1.1. The risks factors that are associated with these possible solutions can cause money issues. Money issues such as having extra work for those who are in higher command not being able to accomplish what they are primarily capable of. Another way health fields could lose money with these solutions is trying to find and hire more nurses for those nurses who are "recovering" from a previous shifts.

5. Resources to Consider

5.1. Staffing

5.1.1. Are there enough nurses to create a smaller nurse to patient rations?

5.1.2. Increased staff

5.2. Cost

5.2.1. By hiring more nurses to decrease patient ratios, are there sufficient funds to hire on additional staff?

5.2.2. Are there funds in place to offer relaxation classes to the nurses?

5.3. Communication

5.3.1. Are nurses communicating to their supervisors and managers about their feelings in the workplace?

5.3.2. Are supervisors and managers listening to the nurses and are they implementing a safe healthcare environment?

6. Technology

6.1. New technology can create a difficult barrier between nurses and patients. It creates more confusion in communication and uncoordinated care. Nurses already have a workload of managing patient care and to add technology to the case, it increases their chances of becoming burn out.

6.1.1. In order to have the technology to help reduce nurse’s burnout, by implement smart and well-design technology system. For example, having predictive analytics tools are helpful to nurse’s management that decides staffing decisions and runs the health care system. Another example is that “IT that can help reduce burnout is enterprise telehealth programs such as an eICU, Lazarus said. In this case, a remote care team provides the bedside nurse with another set of eyes to watch trends in the patient's status, which reduces the stress on bedside nurses when they have multiple patients to care for simultaneously” (Siwicki, 2018). This can help prevent nurse burnout when they can use technology to better assist the patient’s information and care Technology benefits both the nurses and the patients.

7. Executive Summary

8. References