Organizational Change Management to Staff Burnout in The Community Alcohol and Drug Services

Slide 1

Title: Organizational Change Management to staff burnout in MHAIDS in the community.

Slide 2

-The word “burnout” informally mentioned among workers to describe the feeling of fatigue/drain out and the negative feeling towards the job.

-Bunout in the workplace could have detrimental effects on staff physical and emotional wellbeing. It can also affect confidence and job performance.

-Bunout is commonly referred to as an occupational condition of physical and emotional exhaustion, self-doubt on job performance, and low personal fulfilment caused by excessive or prolonged stress (Dall’Ora et al., 2020).

-Symptoms: there are most common three symptoms of burnout: (i) feelings of physical depletion/exhaustion; (ii) increased feeling distance from one’s job or feelings of negative/cynic towards job; and (iii) a sense of ineffective or lack of achievement (Bianchi & Schonfeld, 2023).

-Impacts: burnout impacts healthcare providers/nurses wellbeing, provision of care to patients, and associated cost to healthcare system (Polo Cobos et al., 2024).

Slide 3 – Causes of burnout

-nurses working with patients who experience mental health base their trauma-informed care on building therapeutic connections, empathy, and compassion. The interaction where nurses absorb the pain and trauma of the patient, and they cannot detach them at the end of the day. Nurses who have history of childhood trauma and who work in a high acuity mental health settings are at risk of exposure to stressful situations, leading to anxiety, depression, and burnout (Wolotira, 2023).

-Another cause of burnout stems from external pressure, such as high expectation in job performance, pressure from organizational policy and practices, including unhealthy like workload, long hour, unsupportive environment, and poor communication (Kelly, 2020).

Slide 4 – Workplace policies and procedures

Work-related health and safety focus on how works impact on workers, and workers health have on their works

By NZ law organisations must have responsibility to look after both the health and safety risks on workers physical and mental health caused by their work (Worksafe, 2020).

Organizations/agencies have responsibility to ensure that the workers are not mentally harmed from their work by implementing effecting interventions to protect workers from work-related mental harm (Government Health and Safety Lead, 2021).

Organizations/agencies implement a risk assessment approach to eliminate or minimize levels of risks related to work (Government Health and Safety Lead, 2021).

Slide 5 – Change management

Change is a vital and inevitable fact of a very demanding, complex healthcare system, and it is a must for healthcare organizations to survive and compete in the modern world (Celebi et al., 2022). Change management involves the process of planning, implementing, and monitoring changes in a healthcare system for patient care improvement and effectiveness (Celebi et al., 2022).

Change to manage staff burnout would involve CADS and nurse leaders’ responsibility to provide safe and healthy working environment that enhances positive outcomes for nurses. This might include workplace environment, better job flexibility and autonomy (Tabakakis et al., 2020). The addressing the workload has been found to effective in reducing physical exhaustion (Bes et al., 2023).

Slide 6 – Kurt Lewin’s change model

There are many different models of change management. One of the most important and widely used in healthcare systems is Kurt Lewin, the three-stage change process – unfreeze, change, and refreeze (Dahl, 2024).

-Unfreeze: At this stage, the need for change has been identified and discussed. Team leaders highlight the negative impacts on staff wellbeing and quality of care, which ultimately motivate for change initiatives.

-Change: implementing the change. This second stage, CADS and team leaders implement interventions to address staff burnout by fostering the environment that allows staff to openly talk about burnout, offering health support services, time off work, and training. This might also include new introduction of manageable workload

-Refreeze: At final stage, the change has been solidified through policies such as ongoing support for staff wellbeing and balanced-workload programme. CADS  ensures that these new practice becomes a norm and create a sustainable, healthy working environment for staff.

Slide 7- measuring success

Key performance indicators (KPI) is a quantifiable measure of performance that organisation use to measure and track progress towards desired outcomes (Devasahay et al., 2021). This might include nurse’s adoption to the change rates, nurses’ satisfaction and engagement, and feedback. The majority of our staff expressed their willingness to participate in the change and returned positive feedback about improved overall wellbeing since the change started. We ensure effective communication to maintain the momentum of change to achieve better health outcomes for us and our care for clients.

Slide 8 – Conclusion

Staff burnout in Community Alcohol and Drug Services is not only has a negative impact on nurses’ wellbeing and cost to the system, but also our care for client. Implementing the new approached to address burnout is critical. If nurses’ health is not well looked after, it would affect our care and reduce health outcomes for clients.

References

Bes, I., Shoman, Y., Al-Gobari, M., Rousson, V., & Guseva Canu, I. (2023). Organizational interventions and occupational burnout: a meta-analysis with focus on exhaustion. International Archives of Occupational and Environmental Health, 96(9), 1211-1223. https://doi.org/10.1007/s00420-023-02009-z

Bianchi, R., & Schonfeld, I. S. (2023). Examining the evidence base for burnout. World Health Organization. Bulletin of the World Health Organization, 101(11), 743-748. doi: https://doi.org/10.2471/BLT.23.289996

Celebi Cakiroglu, O., Ulutas Hobek, G., & Harmanci Seren, A. K. (2022). Nurses’ views on change management in health care settings: A qualitative study. Journal of nursing management, 30(2), 439–446. Hindawi Limited. https://doi.org/10.1111/jonm.13500

Dahl, O. (2024). Change management in the healthcare practice. Physician Leadership Journal, 11(5), 64-67. Doi: HTTPs://doi.org/10.55834/plj.9622832912

Dall’Ora, C., Ball, J., Reinius, M., & Griffiths, P. (2020). Burnout in nursing: a theoretical review. In Human resources for health, 18(1), 1–41. BioMed Central Ltd. https://doi.org/10.1186/s12960-020-00469-9

Devasahay, S. R., DeBrun, D. A., Galligan, D. M., & McAuliffe, P. E. (2021). Key performance indicators that are used to establish concurrent validity while measuring team performance in hospital settings – A systematic review. Computer Methods and Programs in Biomedicine Update, 1, 100040. https://doi.org/https://doi.org/10.1016/j.cmpbup.2021.100040

Government Health and Safety Lead. (2021). Creating mentally healthy work and workplace. https://www.healthandsafety.govt.nz/assets/Uploads/Creating-mentally-healthy-work-and-workplaces.pdf

Kelly, L. (2020). Burnout, Compassion Fatigue, and Secondary Trauma in Nurses: Recognizing the Occupational Phenomenon and Personal Consequences of Caregiving. Critical care nursing quarterly, 43(1). 73–80. Wolters Kluwer Health, Inc. All rights reserved. https://doi.org/10.1097/CNQ.0000000000000293

Polo Cobos, M., Cabello Triguero, C. M., & Ruiz Vera, J. (2024). Burnout in nursing staff, impact on patient safety. Enfermería Cuidándote (Vol. 7). https://doi.org/10.51326/ec.7.9163531

Tabakakis, C., McAllister, M., & Bradshaw, J. (2020). Burnout in New Zealand Registered Nurse: The role of workplace factors. Kai Tiaki Nursing Research, 11(1), 9-16. http://whitireia.idm.oclc.org/login?url=https://www.proquest.com/scholarly-journals/burnout-new-zealand-registered-nurses-role/docview/2667860801/se-2

Wolotira, E. A. (2023). Trauma, Compassion Fatigue, and Burnout in Nurses: The Nurse Leader’s Response. Nurse Leader, 21(2), 202–206. https://doi.org/10.1016/j.mnl.2022.04.009

WorkSafe. (2020). What is work related-health? https://www.worksafe.govt.nz/topic-and-industry/work-related-health/about-wrh/