Addressing the Nursing Burnout Crisis

**Nursing CE Central**

Nursing burnout is an ongoing crisis in the U.S. healthcare system and is one of the main contributors to the mass exodus of nurses currently leaving the profession. Those who have stepped up to the plate and continued caring for patients amidst these national staffing shortages are now struggling with combating feelings of burnout.

Although it can stem from many factors, burnout is usually a result of emotional and physical exhaustion, depersonalization (or compassion fatigue), and low professional achievement. Not only is this a matter of staffing shortages, but a significant patient safety issue.

A 2021 nursing burnout review evaluating the results of over 15 studies and almost 20,000 nurses determined that 34.1% of respondents are emotionally exhausted (one of three major burnout factors). The passion nurses have for their profession is being stretched thin. They are exhausted, overworked, and burnt out at the bedside.

With the continuance of the COVID-19 pandemic, it seems as if there is no end in sight to this ongoing burnout crisis. Something must be done, but what?

Whether you are a nurse in the field or are simply passionate about the status of our current healthcare system, it is vital that we recognize, address, and develop initiatives that will actively work to decrease the prevalence of nursing burnout.

What is the Nursing Burnout Cycle?

Although nursing burnout has been around for many years, the COVID-19 pandemic has only exacerbated the situation. The cycle, however, has remained consistent. Let’s break it down.

Phase 1:

A healthcare facility is understaffed, and those who were planning to head home after their shift are now being asked to stay to cover the next until a replacement can take their spot.

This is now a daily occurrence.

Phase 2:

A couple of weeks go by and a nurse has compiled over 100 working hours in just one pay period (equaling out to 50 hours per week). The other nurses on staff are beginning to argue with each other, and it is evident that the workplace morale is exceptionally low.

Although the overtime payout is nice, the nurse is beginning to feel detached from reality and disconnected from her team. She has confided in a colleague that she is struggling mentally.

Phase 3:

Despite talking to her superior about not wanting to work any more overtime because it is affecting her health, she is told that they are so short-staffed that no one else is able to come in to fill the gaps; she feels compelled to push her feelings aside and continue to work. Lives are on the line.

Phase 4:

At this point, both physical and emotional exhaustion are in full effect. The workplace morale has only worsened over time, and it seems like no one is able to get along or work together.

The nurse is beginning to miss changes in vital signs, and her quality of patient care delivery has plummeted. She is now a risk to patient safety.

She discloses with her superior that she is burnt out and that she is putting in her two-weeks' notice, as she feels that she can no longer live under the circumstances that she has been for the past several months.

The hospital is now one nurse short and they cannot afford to lose anyone else, as it would detrimental to their continuously rising patient influx.

This is just one of many examples of the nursing burnout cycle. If you are a nurse, I am certain that you have experienced something similar during your career.

The question is, “how can we stop this?”

What You Can Do

Unfortunately, there is no tried-and-true way to reduce this never-ending cycle. Everyone is different, and what may work for you, may not work for someone else.

However, it cannot hurt to try various methods!

The Cleveland Clinic suggests setting boundaries (if possible) or engaging in healthy activities outside of the workplace.

From an organizational standpoint, more needs to be done to prevent nursing burnout.

Institutions hire providers to care for patients, so they must be able to return the favor when their employees are struggling to stay afloat.

If workload demands are going to continue to increase because of staffing shortages, there must be processes or initiatives that are put in place to assist those who are continuing to work, and potentially at their own health’s expense, too.

From burnout-specific trainings, mental health and well-being initiatives to various educational resources, there is so much that can be done to help providers who are struggling with burnout that does not solely involve monetary benefits.

Hospital administrators and executives must make these initiatives a priority before it is too late.

Positive patient outcomes are on the line, and nothing is going to improve if we do not address, recognize, and act on implementing true changes.