| Sumario: | Introduction: Oncology nurses are vulnerable to compassion fatigue and burn out. Organizational compassion, the process in which members collectively notice, feel, and respond to pain of another within their organization, has been shown to increase healthcare providers' wellbeing. However, efforts to foster workplace compassion have shown varying levels of success. Purpose: We explored how compassion is experienced and demonstrated among employees at a Canadian healthcare organization where compassion is identified as a core value. Methods: We conducted an exploratory case study. Survey data from employees and patients were analyzed using descriptive statistics. Interview data from employees were analyzed using reflexive thematic analysis. A review of internal and external documents was completed. Results: Two hundred and seventeen employees completed the survey, among whom 78 (36%) were nurses. Survey responses indicated that an individual's ability to demonstrate compassion was greater than that of the organization, and that there were limited programs to promote compassion within the organization. Thirty-one employees, including six nurses, were interviewed: Their data is being analysed. Fifty-one documents (i.e., policies, newsletters) were reviewed. Integrated results will be presented. Conclusion: CANO/ACIO's Professional Practice and Leadership Standard urges oncology nurses to know the risks of compassion fatigue and burn out and use strategies to mitigate these risks. Our findings can be used by oncology nurses to lead the development and/or implementation of policy changes that cultivate compassionate workplace cultures to optimize oncology nurse wellbeing.
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