What do you do if your healthcare team is resistant to embracing resilience?

I believe the best way to get staff to buy into change is getting the staff to have trust in the leadership and the leadership to show trust in their staff. Once this bond is established anything can happen!

A common problem in healthcare is fear the unknown, feel overwhelmed by the demands of adapting, or simply be comfortable with the status quo. Unfortunately creating a forum for a non threatening dialogue is not often utilised by administrators. Mangers are too often using a micro management strategy which empowers their own feelings self worth

Essentially, our own minds, in their quest to protect us, can inadvertently hinder our acceptance of change by signaling fear, fight, or flight responses. Understanding this innate response is crucial in recognizing why change can be met with resistance and in developing strategies to navigate it effectively.

Se sua equipe de saúde está resistente a abra?ar a resiliência, considere estas estratégias: 1. Educa??o: Ofere?a workshops sobre resiliência e seus benefícios. 2. Modelagem: Líderes devem exemplificar comportamentos resilientes. 3. Comunica??o: Crie um ambiente aberto para discuss?es sobre resiliência. 4. Suporte Psicológico: Disponibilize acesso a aconselhamento. 5. Mudan?as Gradativas: Introduza práticas de resiliência aos poucos. 6. Reconhecimento: Recompense comportamentos resilientes. 7. Comunidade: Promova atividades que fortale?am la?os de equipe. 8. Avalia??o: Monitore o progresso e ajuste conforme necessário. Com paciência, sua equipe pode se tornar mais receptiva.

One of the greatest causes of poor adoption of new interventions and the resilience in applying them is the knowledge gap. Educating staff on such issues improves their adoption and utility.

When employees are uninformed or poorly educated about the change, it breeds fear and uncertainty. Without a clear understanding of the change’s purpose, expected outcomes, and how it aligns with the organization’s goals, employees may perceive it as a threat rather than an opportunity for growth.

When talking to your healthcare team about resilience, start by letting them know why it matters to you. You might say something like, "I’ve been reading that building resilience can really help with handling stress and even improve recovery. I think it could be really helpful for me. What do you think about including some of these strategies in my treatment plan?" This way, you’re opening up a conversation and inviting them to explore how these ideas might fit with your care. It’s a good way to get their thoughts and see if you can find a way to blend resilience practices with your current treatment.

Educating the team on the benefits of resilience is crucial for overcoming resistance. I would organize workshops and training sessions to highlight how resilience can improve personal well-being and professional performance. For instance, sharing real-life examples and success stories of resilience in healthcare can inspire and motivate the team. Providing practical tools and techniques, such as stress management strategies and mindfulness practices, helps them see the tangible benefits. Education fosters a deeper understanding and appreciation of resilience, encouraging the team to embrace it.

Im Gesundheitwesen sind Stressfaktoren h?ufig. Dem Einzelnen positiv zu begegnen, sie abzuholen, da wo es grad mangelt, oder Widerstand geboten wird. Dabei ist wichtig die F?rderung offener Kommunikation, ein Kultur des Vertrauens und Unterstützung zu bieten. Ermutigung zur Selbstpflege und Achtsamkeit. Regelm?ssige Nachbesprechungen nach stressigen od. traumatischen Ereignissen - um Emotionen zu verarbeiten und aus Erfahrungen zu lernen.

It’s not resilience that needs to be taught. The definition of the word really doesn’t fit here. It’s adaptability that should be modeled. Being adaptable is a real sign of mental maturity. It doesn’t mean someone can walk over you nor does it mean that you will allow someone to walk all over your team. It means that when things change, you are in a place that is transparent enough in sharing information so you understand the change and that you are transparent enoughto inform your people about the change so they can adapt to it. Transparency goes along, as when people feel that they are not being led astray, or being lied to in any way they will usually get on board with most new proposals.

Leading through change can be a daunting task, and self-doubt can hinder a leader’s effectiveness. It’s essential for leaders to recognize and address their own concerns and seek support when needed through leadership development programs, change management training, or other executive development tools.

Leading by example has proven to be most effective way of bringing about a change or promoting resilience among the team members. Practice before you preach , duh !

People aren't going to put their faith in you especially when they have nothing to go off. Show them! First by example and then in the future they will come around. Lead by Example.

Ofere?o: reuni?es de aprendizagem Oportunidades presentes e futuras Salário Isso n?o funciona mais Devemos ter: rigidez com flexibilidade sem futuro. Resumos e exigências até do óbvio. ( ética básica que antes n?o precisava mas com tik tok se perdeu). Reestabelecer meritocracia é medicina baseada em conhecimento e TBL.

Beispielsweise in der Palliative care kann es essentiell sein, die Mitarbeitenden in den Prozess des Resilienzaufbaues miteinzubeziehen. Hierbei sehe ich Schutz- und Resilienz. Begleiten - zus. Pflegen - Achtsamkeit hilft dem Patienten, der Patientin, Sorgfalt im Tun miteinander beispielhaft - danach besprechen -wichtige Punkte ansprechen und wohlwollend motivieren - dass nach einer gewissen Zeit des Mitpflegens- Sprechens, die Rolle der selbst?ndigen Aufgabe erteilt wird, zu Anfang im Hintergrund bleibend - dass Affektregulation aufrecht erhalten bleibt. Wenn Bereitschaft gegeben - loslassen, tun lassen - erfordert ein gutes Erkennen und Verstehen der Teammitglieder - generiert Vertrauensbildung in den Einzelnen. Koh?renzgefühl

Capacite sendo modelo para a equipe, passa seguran?a do que é para ser feito, do propósito e resultados esperado. Gest?o estratégica é primordial. Além de olhar o micro para atingir o macro.

Successful incremental change requires a deep understanding of your team’s perspective. By actively listening to staff, identifying challenges, and creating a supportive environment, you can foster change. However, it's essential to recognize that individual experiences and beliefs influence how change is perceived. Aligning ethics, morals, skills, and passions is crucial for overcoming obstacles and maximizing the potential of the change process. Also do not be afraid to change a process if it does not align with your team. One pilar of Agility that speaks to change management is to create key initiatives by combining leadership direction with team member driven goals.

Conhecer o micro (pessoa) para que o macro (equipe) seja alcan?ado. Capacitar com envolvimento, engajamento e resiliência promovem aceita??o e seguran?a para a capacita??o.

Most things in life are more palatable in small bites, but we shouldn't wait for a major change to employ incremental change method. To set the stage for successful adoption of any change, we should embrace an explore-learn-grow continuous cycle for our team members. A process where they are in change of always looking for greater efficiency, better outcomes, etc. Once discovered, they decide how to pilot small changes and learn pros and cons of each iteration to maintain positive continuous growth. Over time, properly fostered, this becomes a mentality rather than a tedious task. As leadership, if we set these expectations and provide encouragement, we will not only have a team willing to accept change, they will be asking for change.

Apenas engajar a equipe e n?o dar tratativas sobre o andamento do processo, resultado e feedback só trás desgaste e desmotiva??o. é necessário incluir sempre como co-responsáveis de todo retorno positivo.

Starting with self change. I've always said that there is one important attribute for all caregivers, at every level of care to have, and that is a steadfast commitment to lovingly support an ever changing population, in an ever changing environment.

Empatia, n?o só delegar, ensinar, descentralizar, valorizar, escuta ativa…pontos que a gest?o se perde seja por alta demanda ou mesmo considerar irrelevante. Poder e lideran?a s?o completamente diferentes.

Here are a combination of strategies that have proved to help build a resilient team. 1. Share the why. Be authentic and transparent. Demonstrate how team success benefits employees, not just your organization. 2. Communicate the vision clearly, without ambiguity. 3. Seek team members input in decisions that affect team dynamics and ability to achieve team goals. Set the vision and give the team the opportunity to contribute ideas for realizing the vision. They're more likely to stick through thick and thin if they're part of the decision. 4. Inspire your team. Be hands-on and lead by example. 5. Set measurable milestones. Celebrate each milestone. Seeing early success encourages the team to hang around for the long haul.