The team resilience prescription: Navigating adaptive and maladaptive processes in healthcare teams.
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 incr...
| Publicado en: | Journal of Interprofessional Care Vol. 39; no. 2; pp. 314 - 321 |
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| Autores principales: | , , , , , |
| Formato: | research tables/charts Journal Article |
| Publicado: |
Taylor & Francis Ltd
Mar/Apr2025
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=183842669&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 183842669 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 13561820 57N jtl: Journal of Interprofessional Care issn: 13561820 maglogo: Y pubinfo: dt: Mar/Apr2025 vid: 39 iid: 2 pid: 377 pub: Taylor & Francis Ltd place: Philadelphia, Pennsylvania artinfo: ui: 183842669 183048937 183842669 183842669 10.1080/13561820.2025.2460477 183842669 ppf: 314 ppct: 7 formats: fmt: – @attributes: type: T – @attributes: type: P tig: atl: The team resilience prescription: Navigating adaptive and maladaptive processes in healthcare teams. aug: au: Fernández Castillo, Gabriela Khan, Maryam Berger, Lila Linhardt, Rylee Jean-Baptiste, Tisnue Salas, Eduardo affil: Department of Psychological Sciences, Rice University, Houston, Texas, USA sug: subj: Hardiness Teamwork Prescriptions, Drug Attitude of Health Personnel Multidisciplinary Care Team Adaptation, Psychological COVID-19 Pandemic Patient Navigation Group Processes Human Conceptual Framework Health Personnel Psychosocial Factors Longevity Burnout, Professional Organizational Culture Professional Practice Health Care Delivery Descriptive Statistics Funding Source ab: 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. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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