Gerrein Joy 20180501 1330 - cdn.ymaws.com · Physical & emotional exhaustion Feeling cynical, emotionally distant, numb toward others ... Identify unique impediments to joy in the

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Increasing Joy in Work to

Reduce Clinician BurnoutBetsy Gerrein, DNP, APRN, PPCNP

No Disclosures

Betsy Gerrein, DNP, APRN, PPCNPAPRN Clinical ManagerCincinnati Children’s Hospital Medical CenterDivision of Pediatric General & Thoracic Surgery3333 Burnet Avenue, Cincinnati, OH 45229Betsy.Gerrein@cchmc.org

Contact Information

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Objectives

• Describe the symptoms of clinician burnout syndrome • Restate 4 of the 9 critical components for improving

joy in work• Identify at least 2 system-level measures of joy in

work

Burnout SyndromePhysical & emotional exhaustion

Feeling cynical, emotionally distant, numb toward others

Reduced performance

At least 50% of physicians experience

burnout

Burnout among nurses can be as high

as 70%

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33% of new RNs seek a new job within one year

Consequences of Burnout

Can lead to a decrease in patient

safety & quality care

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Can contribute to clinician turnover, increasing costs

Why Work on Burnout?

2017 Provider Survey

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Can We ReallyDo Anything

About Burnout?

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Joy in WorkIs

Possible!

Good News!

IHI Framework for Improving Joy in Work

IHI’s Four Steps for Leaders

Perlo, J., Balik, B., Swenson, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work. IHI White Paper. Retrieved from http://www.ihi.org/resources/Pages/IHIWhitePapers/Framework-Improving-Joy-in-Work.aspx

Ask What Matters to You?

Identify unique impediments to joy in the local context

Commit to a systems approach to making joy in work a shared responsibility at all levels of the organization

Use improvement science to test approaches to improving joy in your organization

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Contributing to regular feedback systems, radical candor in assessments

Health & wellness self-care, cultivating resilience & stress management, role modeling values, system appreciation for whole person, & family, work-life balance, mental health

Employing knowledge of improvement science & critical eye to recognize opportunities to improve, regular proactive learning from defects & successes

Commensality, social cohesion, productive teams, shared understanding, trusting relationships

IHI Framework for Improving Joy in WorkEquitable environment, free from harm. Just Culture that is safe & respectful, support for the Second Victim

Daily work is connected to what called individuals to practice, line of sight to organization mission & goals, constancy of purpose

Environment supports choice & flexibility in work hours & use of electronic health records

Leaders understand daily work, recognizing what team members are doing & celebrating outcomes

Co-production of joy; leaders create space to hear, listen, & involve before acting; clear communication & consensus building as part of decision-making

IHI.org

Our Team’s Journey to Adding Joy:A Multi-faceted Approach

Conducted focus groups with our team(What Matters to You)

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Working toward solutions(Impediments in our environment)

Mindfulness and Meditation as a Team

Socializing Together

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Celebrate Together

Pet Therapy Helps Too!

Organizational Approach

Provider Focus GroupsIHI Joy in Work Course

Services for Providers

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Measures of Success

Our Journey Continues…

Thank You

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ReferencesMaslach, C., Jackson, S.E., & Leitner, M. (1996). The Maslach Burnout Inventory Manual. Palo Alto,

CA: Consulting Psychologists Press

Perlo, J., Balik, B., Swenson, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work. IHI White Paper. Retrieved from http://www.ihi.org/resources/Pages/IHIWhitePapers/Framework-Improving-Joy-in-Work.aspx

Shanafelt, T.D., & Noseworthy, J.H. (2017). Executive leadership and physician well-being: nine organizational strategies to promote engagement and reduce burnout. Mayo Clinic Proceedings. 92(1), 129-146. doi: 10.1016/j.mayocp.2016.10.004.