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Abstract
Problem Statement or Scientific Question: The purpose is to assess nurse manager burnout and implement the Institute for Healthcare Improvement (IHI) “joy at work” framework to reduce nurse manager burnout.
Background/Project Intent: Burnout for nurse managers became apparent following the COVID-19 pandemic. Nurse managers displayed signs of decreased engagement, low satisfaction, exhaustion, and distress at a local hospital. According to literature review, nationally, between 35-54% of healthcare providers demonstrate signs of burnout. In addition, 33% of nurses seek other employment opportunities after one year (Perlo et al. 2017). Burnout affects staff engagement, productivity, performance, and patient outcomes.
Methodology: Nurse directors at the hospital wanted to support the nurse managers and implemented an evidence-based project guided by the i-PARiHS translation model. The population included nurse managers in the manager unit council. The inclusion criteria were nurse managers employed by the local hospital and held the title of inpatient manager. The exclusion criteria were non-employed nurse managers and non-manager titles. Distribution of The Minnesota Organization of Leaders in Nursing (MOLN) nurse leader burnout survey took place to establish baseline data. The sample size included 13 out of 17 managers, who completed the survey. Baseline findings indicated nurse manager burnout, with 92% feeling a great deal of stress from their job, 54% experiencing one or more symptoms of burnout, and 69% becoming calloused toward people once a month or more since becoming a nurse manager. The results of the survey indicated four areas of focus. Utilizing IHI’s change ideas for improving joy in work, the nurse directors implemented interventions for each areas of focus. First focus area was on physical and psychological safety. Implementation of leadership training and a mentorship program addressed this need. The second focus area was choice and autonomy. Interventions implemented included creating work flexibility with a “project day” to work from home, opportunities to voice what matters in touch base meetings with their directors, and department reports at the monthly manager meeting. The next focus area was recognition, which lead to the development of leader recognition cards and a commitment by directors to use the hospital’s recognition program in awarding positive actions of the nurse managers. The final focus area was camaraderie and teamwork. The nurse manager unit council created quarterly team building exercises at offsite outings to build on camaraderie and teamwork.
Results: After one year of implementing IHI’s framework for improving “joy in work” focusing on these 4 key areas for reducing nurse manager burnout: (1) Safety, (2) Autonomy, (3) Recognition, and (4) Teamwork, the nurse managers were resurveyed utilizing the MOLN burnout survey. The sample size included 11 of the original 13 nurse managers. The post survey results indicated a decrease in: • managers feeling a great deal of stress in their job decreased from 92% to 63% • nurse managers experiencing one or more symptoms of burnout decreased from 54% to 9% in. • Nurse managers becoming calloused toward people once a month or more since took job decreased from 69% to 18%. Additionally, there was significant increases in control over how to do my work and autonomy, resources allocated fairly, and organization committed to quality.
Value Proposition: IHI’s framework for improving “joy in work” promoted implementation of change ideas leading to decreased nurse manager burnout. The MOLN survey and IHI framework for improving “joy in work” can be applied to all levels of nursing leadership.
Conclusions: By implementing Safety, Autonomy, Recognition and Teamwork our Nurse Leader Team has not had any turnover despite continual challenges within the healthcare field. Our Manager Unit Council drove these suggestions and allowed for a safe space to make these suggestions in which leadership supported!
References: Kelly, L. A., Lefton, C., & Fischer, S. A. (2019). Nurse leader burnout, satisfaction, and work- life balance. JONA: The Journal of Nursing Administration, 49(9), 404–410. https://doi.org/10.1097/nna.0000000000000784 Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work [IHI white paper]. Institute for Healthcare Improvement. ihi.org Prochnow, J. A., McGill, R. L., Pesut, D. J., Gordon, D., Deno, F. E., & Becknell, M. D. (2021). Challenges and choices: Insights derived from a survey of nurse leader burnout. Nursing Management, 32–40. https://doi.org/10.1097/0..NUMA.0000792012.90700.f2 Rosa-Besa, R., Graboso, R., Banal, M. S., Malpass, A., & Moyer, G. (2021). Work stress and resiliency in nurse leaders. Nursing Management, 42–47. https://doi.org/10.1097/01.NUMA.0000754100.49039.f9
Background/Project Intent: Burnout for nurse managers became apparent following the COVID-19 pandemic. Nurse managers displayed signs of decreased engagement, low satisfaction, exhaustion, and distress at a local hospital. According to literature review, nationally, between 35-54% of healthcare providers demonstrate signs of burnout. In addition, 33% of nurses seek other employment opportunities after one year (Perlo et al. 2017). Burnout affects staff engagement, productivity, performance, and patient outcomes.
Methodology: Nurse directors at the hospital wanted to support the nurse managers and implemented an evidence-based project guided by the i-PARiHS translation model. The population included nurse managers in the manager unit council. The inclusion criteria were nurse managers employed by the local hospital and held the title of inpatient manager. The exclusion criteria were non-employed nurse managers and non-manager titles. Distribution of The Minnesota Organization of Leaders in Nursing (MOLN) nurse leader burnout survey took place to establish baseline data. The sample size included 13 out of 17 managers, who completed the survey. Baseline findings indicated nurse manager burnout, with 92% feeling a great deal of stress from their job, 54% experiencing one or more symptoms of burnout, and 69% becoming calloused toward people once a month or more since becoming a nurse manager. The results of the survey indicated four areas of focus. Utilizing IHI’s change ideas for improving joy in work, the nurse directors implemented interventions for each areas of focus. First focus area was on physical and psychological safety. Implementation of leadership training and a mentorship program addressed this need. The second focus area was choice and autonomy. Interventions implemented included creating work flexibility with a “project day” to work from home, opportunities to voice what matters in touch base meetings with their directors, and department reports at the monthly manager meeting. The next focus area was recognition, which lead to the development of leader recognition cards and a commitment by directors to use the hospital’s recognition program in awarding positive actions of the nurse managers. The final focus area was camaraderie and teamwork. The nurse manager unit council created quarterly team building exercises at offsite outings to build on camaraderie and teamwork.
Results: After one year of implementing IHI’s framework for improving “joy in work” focusing on these 4 key areas for reducing nurse manager burnout: (1) Safety, (2) Autonomy, (3) Recognition, and (4) Teamwork, the nurse managers were resurveyed utilizing the MOLN burnout survey. The sample size included 11 of the original 13 nurse managers. The post survey results indicated a decrease in: • managers feeling a great deal of stress in their job decreased from 92% to 63% • nurse managers experiencing one or more symptoms of burnout decreased from 54% to 9% in. • Nurse managers becoming calloused toward people once a month or more since took job decreased from 69% to 18%. Additionally, there was significant increases in control over how to do my work and autonomy, resources allocated fairly, and organization committed to quality.
Value Proposition: IHI’s framework for improving “joy in work” promoted implementation of change ideas leading to decreased nurse manager burnout. The MOLN survey and IHI framework for improving “joy in work” can be applied to all levels of nursing leadership.
Conclusions: By implementing Safety, Autonomy, Recognition and Teamwork our Nurse Leader Team has not had any turnover despite continual challenges within the healthcare field. Our Manager Unit Council drove these suggestions and allowed for a safe space to make these suggestions in which leadership supported!
References: Kelly, L. A., Lefton, C., & Fischer, S. A. (2019). Nurse leader burnout, satisfaction, and work- life balance. JONA: The Journal of Nursing Administration, 49(9), 404–410. https://doi.org/10.1097/nna.0000000000000784 Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work [IHI white paper]. Institute for Healthcare Improvement. ihi.org Prochnow, J. A., McGill, R. L., Pesut, D. J., Gordon, D., Deno, F. E., & Becknell, M. D. (2021). Challenges and choices: Insights derived from a survey of nurse leader burnout. Nursing Management, 32–40. https://doi.org/10.1097/0..NUMA.0000792012.90700.f2 Rosa-Besa, R., Graboso, R., Banal, M. S., Malpass, A., & Moyer, G. (2021). Work stress and resiliency in nurse leaders. Nursing Management, 42–47. https://doi.org/10.1097/01.NUMA.0000754100.49039.f9
Problem Statement or Scientific Question: The purpose is to assess nurse manager burnout and implement the Institute for Healthcare Improvement (IHI) “joy at work” framework to reduce nurse manager burnout.
Background/Project Intent: Burnout for nurse managers became apparent following the COVID-19 pandemic. Nurse managers displayed signs of decreased engagement, low satisfaction, exhaustion, and distress at a local hospital. According to literature review, nationally, between 35-54% of healthcare providers demonstrate signs of burnout. In addition, 33% of nurses seek other employment opportunities after one year (Perlo et al. 2017). Burnout affects staff engagement, productivity, performance, and patient outcomes.
Methodology: Nurse directors at the hospital wanted to support the nurse managers and implemented an evidence-based project guided by the i-PARiHS translation model. The population included nurse managers in the manager unit council. The inclusion criteria were nurse managers employed by the local hospital and held the title of inpatient manager. The exclusion criteria were non-employed nurse managers and non-manager titles. Distribution of The Minnesota Organization of Leaders in Nursing (MOLN) nurse leader burnout survey took place to establish baseline data. The sample size included 13 out of 17 managers, who completed the survey. Baseline findings indicated nurse manager burnout, with 92% feeling a great deal of stress from their job, 54% experiencing one or more symptoms of burnout, and 69% becoming calloused toward people once a month or more since becoming a nurse manager. The results of the survey indicated four areas of focus. Utilizing IHI’s change ideas for improving joy in work, the nurse directors implemented interventions for each areas of focus. First focus area was on physical and psychological safety. Implementation of leadership training and a mentorship program addressed this need. The second focus area was choice and autonomy. Interventions implemented included creating work flexibility with a “project day” to work from home, opportunities to voice what matters in touch base meetings with their directors, and department reports at the monthly manager meeting. The next focus area was recognition, which lead to the development of leader recognition cards and a commitment by directors to use the hospital’s recognition program in awarding positive actions of the nurse managers. The final focus area was camaraderie and teamwork. The nurse manager unit council created quarterly team building exercises at offsite outings to build on camaraderie and teamwork.
Results: After one year of implementing IHI’s framework for improving “joy in work” focusing on these 4 key areas for reducing nurse manager burnout: (1) Safety, (2) Autonomy, (3) Recognition, and (4) Teamwork, the nurse managers were resurveyed utilizing the MOLN burnout survey. The sample size included 11 of the original 13 nurse managers. The post survey results indicated a decrease in: • managers feeling a great deal of stress in their job decreased from 92% to 63% • nurse managers experiencing one or more symptoms of burnout decreased from 54% to 9% in. • Nurse managers becoming calloused toward people once a month or more since took job decreased from 69% to 18%. Additionally, there was significant increases in control over how to do my work and autonomy, resources allocated fairly, and organization committed to quality.
Value Proposition: IHI’s framework for improving “joy in work” promoted implementation of change ideas leading to decreased nurse manager burnout. The MOLN survey and IHI framework for improving “joy in work” can be applied to all levels of nursing leadership.
Conclusions: By implementing Safety, Autonomy, Recognition and Teamwork our Nurse Leader Team has not had any turnover despite continual challenges within the healthcare field. Our Manager Unit Council drove these suggestions and allowed for a safe space to make these suggestions in which leadership supported!
References: Kelly, L. A., Lefton, C., & Fischer, S. A. (2019). Nurse leader burnout, satisfaction, and work- life balance. JONA: The Journal of Nursing Administration, 49(9), 404–410. https://doi.org/10.1097/nna.0000000000000784 Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work [IHI white paper]. Institute for Healthcare Improvement. ihi.org Prochnow, J. A., McGill, R. L., Pesut, D. J., Gordon, D., Deno, F. E., & Becknell, M. D. (2021). Challenges and choices: Insights derived from a survey of nurse leader burnout. Nursing Management, 32–40. https://doi.org/10.1097/0..NUMA.0000792012.90700.f2 Rosa-Besa, R., Graboso, R., Banal, M. S., Malpass, A., & Moyer, G. (2021). Work stress and resiliency in nurse leaders. Nursing Management, 42–47. https://doi.org/10.1097/01.NUMA.0000754100.49039.f9
Background/Project Intent: Burnout for nurse managers became apparent following the COVID-19 pandemic. Nurse managers displayed signs of decreased engagement, low satisfaction, exhaustion, and distress at a local hospital. According to literature review, nationally, between 35-54% of healthcare providers demonstrate signs of burnout. In addition, 33% of nurses seek other employment opportunities after one year (Perlo et al. 2017). Burnout affects staff engagement, productivity, performance, and patient outcomes.
Methodology: Nurse directors at the hospital wanted to support the nurse managers and implemented an evidence-based project guided by the i-PARiHS translation model. The population included nurse managers in the manager unit council. The inclusion criteria were nurse managers employed by the local hospital and held the title of inpatient manager. The exclusion criteria were non-employed nurse managers and non-manager titles. Distribution of The Minnesota Organization of Leaders in Nursing (MOLN) nurse leader burnout survey took place to establish baseline data. The sample size included 13 out of 17 managers, who completed the survey. Baseline findings indicated nurse manager burnout, with 92% feeling a great deal of stress from their job, 54% experiencing one or more symptoms of burnout, and 69% becoming calloused toward people once a month or more since becoming a nurse manager. The results of the survey indicated four areas of focus. Utilizing IHI’s change ideas for improving joy in work, the nurse directors implemented interventions for each areas of focus. First focus area was on physical and psychological safety. Implementation of leadership training and a mentorship program addressed this need. The second focus area was choice and autonomy. Interventions implemented included creating work flexibility with a “project day” to work from home, opportunities to voice what matters in touch base meetings with their directors, and department reports at the monthly manager meeting. The next focus area was recognition, which lead to the development of leader recognition cards and a commitment by directors to use the hospital’s recognition program in awarding positive actions of the nurse managers. The final focus area was camaraderie and teamwork. The nurse manager unit council created quarterly team building exercises at offsite outings to build on camaraderie and teamwork.
Results: After one year of implementing IHI’s framework for improving “joy in work” focusing on these 4 key areas for reducing nurse manager burnout: (1) Safety, (2) Autonomy, (3) Recognition, and (4) Teamwork, the nurse managers were resurveyed utilizing the MOLN burnout survey. The sample size included 11 of the original 13 nurse managers. The post survey results indicated a decrease in: • managers feeling a great deal of stress in their job decreased from 92% to 63% • nurse managers experiencing one or more symptoms of burnout decreased from 54% to 9% in. • Nurse managers becoming calloused toward people once a month or more since took job decreased from 69% to 18%. Additionally, there was significant increases in control over how to do my work and autonomy, resources allocated fairly, and organization committed to quality.
Value Proposition: IHI’s framework for improving “joy in work” promoted implementation of change ideas leading to decreased nurse manager burnout. The MOLN survey and IHI framework for improving “joy in work” can be applied to all levels of nursing leadership.
Conclusions: By implementing Safety, Autonomy, Recognition and Teamwork our Nurse Leader Team has not had any turnover despite continual challenges within the healthcare field. Our Manager Unit Council drove these suggestions and allowed for a safe space to make these suggestions in which leadership supported!
References: Kelly, L. A., Lefton, C., & Fischer, S. A. (2019). Nurse leader burnout, satisfaction, and work- life balance. JONA: The Journal of Nursing Administration, 49(9), 404–410. https://doi.org/10.1097/nna.0000000000000784 Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work [IHI white paper]. Institute for Healthcare Improvement. ihi.org Prochnow, J. A., McGill, R. L., Pesut, D. J., Gordon, D., Deno, F. E., & Becknell, M. D. (2021). Challenges and choices: Insights derived from a survey of nurse leader burnout. Nursing Management, 32–40. https://doi.org/10.1097/0..NUMA.0000792012.90700.f2 Rosa-Besa, R., Graboso, R., Banal, M. S., Malpass, A., & Moyer, G. (2021). Work stress and resiliency in nurse leaders. Nursing Management, 42–47. https://doi.org/10.1097/01.NUMA.0000754100.49039.f9
Clinical Nurse Leader Burnout
Stacey Young
Affiliations:
null
null
Abstract
Problem Statement or Scientific Question: The purpose is to assess nurse manager burnout and implement the Institute for Healthcare Improvement (IHI) “joy at work” framework to reduce nurse manager burnout.
Background/Project Intent: Burnout for nurse managers became apparent following the COVID-19 pandemic. Nurse managers displayed signs of decreased engagement, low satisfaction, exhaustion, and distress at a local hospital. According to literature review, nationally, between 35-54% of healthcare providers demonstrate signs of burnout. In addition, 33% of nurses seek other employment opportunities after one year (Perlo et al. 2017). Burnout affects staff engagement, productivity, performance, and patient outcomes.
Methodology: Nurse directors at the hospital wanted to support the nurse managers and implemented an evidence-based project guided by the i-PARiHS translation model. The population included nurse managers in the manager unit council. The inclusion criteria were nurse managers employed by the local hospital and held the title of inpatient manager. The exclusion criteria were non-employed nurse managers and non-manager titles. Distribution of The Minnesota Organization of Leaders in Nursing (MOLN) nurse leader burnout survey took place to establish baseline data. The sample size included 13 out of 17 managers, who completed the survey. Baseline findings indicated nurse manager burnout, with 92% feeling a great deal of stress from their job, 54% experiencing one or more symptoms of burnout, and 69% becoming calloused toward people once a month or more since becoming a nurse manager. The results of the survey indicated four areas of focus. Utilizing IHI’s change ideas for improving joy in work, the nurse directors implemented interventions for each areas of focus. First focus area was on physical and psychological safety. Implementation of leadership training and a mentorship program addressed this need. The second focus area was choice and autonomy. Interventions implemented included creating work flexibility with a “project day” to work from home, opportunities to voice what matters in touch base meetings with their directors, and department reports at the monthly manager meeting. The next focus area was recognition, which lead to the development of leader recognition cards and a commitment by directors to use the hospital’s recognition program in awarding positive actions of the nurse managers. The final focus area was camaraderie and teamwork. The nurse manager unit council created quarterly team building exercises at offsite outings to build on camaraderie and teamwork.
Results: After one year of implementing IHI’s framework for improving “joy in work” focusing on these 4 key areas for reducing nurse manager burnout: (1) Safety, (2) Autonomy, (3) Recognition, and (4) Teamwork, the nurse managers were resurveyed utilizing the MOLN burnout survey. The sample size included 11 of the original 13 nurse managers. The post survey results indicated a decrease in: • managers feeling a great deal of stress in their job decreased from 92% to 63% • nurse managers experiencing one or more symptoms of burnout decreased from 54% to 9% in. • Nurse managers becoming calloused toward people once a month or more since took job decreased from 69% to 18%. Additionally, there was significant increases in control over how to do my work and autonomy, resources allocated fairly, and organization committed to quality.
Value Proposition: IHI’s framework for improving “joy in work” promoted implementation of change ideas leading to decreased nurse manager burnout. The MOLN survey and IHI framework for improving “joy in work” can be applied to all levels of nursing leadership.
Conclusions: By implementing Safety, Autonomy, Recognition and Teamwork our Nurse Leader Team has not had any turnover despite continual challenges within the healthcare field. Our Manager Unit Council drove these suggestions and allowed for a safe space to make these suggestions in which leadership supported!
References: Kelly, L. A., Lefton, C., & Fischer, S. A. (2019). Nurse leader burnout, satisfaction, and work- life balance. JONA: The Journal of Nursing Administration, 49(9), 404–410. https://doi.org/10.1097/nna.0000000000000784 Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work [IHI white paper]. Institute for Healthcare Improvement. ihi.org Prochnow, J. A., McGill, R. L., Pesut, D. J., Gordon, D., Deno, F. E., & Becknell, M. D. (2021). Challenges and choices: Insights derived from a survey of nurse leader burnout. Nursing Management, 32–40. https://doi.org/10.1097/0..NUMA.0000792012.90700.f2 Rosa-Besa, R., Graboso, R., Banal, M. S., Malpass, A., & Moyer, G. (2021). Work stress and resiliency in nurse leaders. Nursing Management, 42–47. https://doi.org/10.1097/01.NUMA.0000754100.49039.f9
Background/Project Intent: Burnout for nurse managers became apparent following the COVID-19 pandemic. Nurse managers displayed signs of decreased engagement, low satisfaction, exhaustion, and distress at a local hospital. According to literature review, nationally, between 35-54% of healthcare providers demonstrate signs of burnout. In addition, 33% of nurses seek other employment opportunities after one year (Perlo et al. 2017). Burnout affects staff engagement, productivity, performance, and patient outcomes.
Methodology: Nurse directors at the hospital wanted to support the nurse managers and implemented an evidence-based project guided by the i-PARiHS translation model. The population included nurse managers in the manager unit council. The inclusion criteria were nurse managers employed by the local hospital and held the title of inpatient manager. The exclusion criteria were non-employed nurse managers and non-manager titles. Distribution of The Minnesota Organization of Leaders in Nursing (MOLN) nurse leader burnout survey took place to establish baseline data. The sample size included 13 out of 17 managers, who completed the survey. Baseline findings indicated nurse manager burnout, with 92% feeling a great deal of stress from their job, 54% experiencing one or more symptoms of burnout, and 69% becoming calloused toward people once a month or more since becoming a nurse manager. The results of the survey indicated four areas of focus. Utilizing IHI’s change ideas for improving joy in work, the nurse directors implemented interventions for each areas of focus. First focus area was on physical and psychological safety. Implementation of leadership training and a mentorship program addressed this need. The second focus area was choice and autonomy. Interventions implemented included creating work flexibility with a “project day” to work from home, opportunities to voice what matters in touch base meetings with their directors, and department reports at the monthly manager meeting. The next focus area was recognition, which lead to the development of leader recognition cards and a commitment by directors to use the hospital’s recognition program in awarding positive actions of the nurse managers. The final focus area was camaraderie and teamwork. The nurse manager unit council created quarterly team building exercises at offsite outings to build on camaraderie and teamwork.
Results: After one year of implementing IHI’s framework for improving “joy in work” focusing on these 4 key areas for reducing nurse manager burnout: (1) Safety, (2) Autonomy, (3) Recognition, and (4) Teamwork, the nurse managers were resurveyed utilizing the MOLN burnout survey. The sample size included 11 of the original 13 nurse managers. The post survey results indicated a decrease in: • managers feeling a great deal of stress in their job decreased from 92% to 63% • nurse managers experiencing one or more symptoms of burnout decreased from 54% to 9% in. • Nurse managers becoming calloused toward people once a month or more since took job decreased from 69% to 18%. Additionally, there was significant increases in control over how to do my work and autonomy, resources allocated fairly, and organization committed to quality.
Value Proposition: IHI’s framework for improving “joy in work” promoted implementation of change ideas leading to decreased nurse manager burnout. The MOLN survey and IHI framework for improving “joy in work” can be applied to all levels of nursing leadership.
Conclusions: By implementing Safety, Autonomy, Recognition and Teamwork our Nurse Leader Team has not had any turnover despite continual challenges within the healthcare field. Our Manager Unit Council drove these suggestions and allowed for a safe space to make these suggestions in which leadership supported!
References: Kelly, L. A., Lefton, C., & Fischer, S. A. (2019). Nurse leader burnout, satisfaction, and work- life balance. JONA: The Journal of Nursing Administration, 49(9), 404–410. https://doi.org/10.1097/nna.0000000000000784 Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work [IHI white paper]. Institute for Healthcare Improvement. ihi.org Prochnow, J. A., McGill, R. L., Pesut, D. J., Gordon, D., Deno, F. E., & Becknell, M. D. (2021). Challenges and choices: Insights derived from a survey of nurse leader burnout. Nursing Management, 32–40. https://doi.org/10.1097/0..NUMA.0000792012.90700.f2 Rosa-Besa, R., Graboso, R., Banal, M. S., Malpass, A., & Moyer, G. (2021). Work stress and resiliency in nurse leaders. Nursing Management, 42–47. https://doi.org/10.1097/01.NUMA.0000754100.49039.f9
Problem Statement or Scientific Question: The purpose is to assess nurse manager burnout and implement the Institute for Healthcare Improvement (IHI) “joy at work” framework to reduce nurse manager burnout.
Background/Project Intent: Burnout for nurse managers became apparent following the COVID-19 pandemic. Nurse managers displayed signs of decreased engagement, low satisfaction, exhaustion, and distress at a local hospital. According to literature review, nationally, between 35-54% of healthcare providers demonstrate signs of burnout. In addition, 33% of nurses seek other employment opportunities after one year (Perlo et al. 2017). Burnout affects staff engagement, productivity, performance, and patient outcomes.
Methodology: Nurse directors at the hospital wanted to support the nurse managers and implemented an evidence-based project guided by the i-PARiHS translation model. The population included nurse managers in the manager unit council. The inclusion criteria were nurse managers employed by the local hospital and held the title of inpatient manager. The exclusion criteria were non-employed nurse managers and non-manager titles. Distribution of The Minnesota Organization of Leaders in Nursing (MOLN) nurse leader burnout survey took place to establish baseline data. The sample size included 13 out of 17 managers, who completed the survey. Baseline findings indicated nurse manager burnout, with 92% feeling a great deal of stress from their job, 54% experiencing one or more symptoms of burnout, and 69% becoming calloused toward people once a month or more since becoming a nurse manager. The results of the survey indicated four areas of focus. Utilizing IHI’s change ideas for improving joy in work, the nurse directors implemented interventions for each areas of focus. First focus area was on physical and psychological safety. Implementation of leadership training and a mentorship program addressed this need. The second focus area was choice and autonomy. Interventions implemented included creating work flexibility with a “project day” to work from home, opportunities to voice what matters in touch base meetings with their directors, and department reports at the monthly manager meeting. The next focus area was recognition, which lead to the development of leader recognition cards and a commitment by directors to use the hospital’s recognition program in awarding positive actions of the nurse managers. The final focus area was camaraderie and teamwork. The nurse manager unit council created quarterly team building exercises at offsite outings to build on camaraderie and teamwork.
Results: After one year of implementing IHI’s framework for improving “joy in work” focusing on these 4 key areas for reducing nurse manager burnout: (1) Safety, (2) Autonomy, (3) Recognition, and (4) Teamwork, the nurse managers were resurveyed utilizing the MOLN burnout survey. The sample size included 11 of the original 13 nurse managers. The post survey results indicated a decrease in: • managers feeling a great deal of stress in their job decreased from 92% to 63% • nurse managers experiencing one or more symptoms of burnout decreased from 54% to 9% in. • Nurse managers becoming calloused toward people once a month or more since took job decreased from 69% to 18%. Additionally, there was significant increases in control over how to do my work and autonomy, resources allocated fairly, and organization committed to quality.
Value Proposition: IHI’s framework for improving “joy in work” promoted implementation of change ideas leading to decreased nurse manager burnout. The MOLN survey and IHI framework for improving “joy in work” can be applied to all levels of nursing leadership.
Conclusions: By implementing Safety, Autonomy, Recognition and Teamwork our Nurse Leader Team has not had any turnover despite continual challenges within the healthcare field. Our Manager Unit Council drove these suggestions and allowed for a safe space to make these suggestions in which leadership supported!
References: Kelly, L. A., Lefton, C., & Fischer, S. A. (2019). Nurse leader burnout, satisfaction, and work- life balance. JONA: The Journal of Nursing Administration, 49(9), 404–410. https://doi.org/10.1097/nna.0000000000000784 Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work [IHI white paper]. Institute for Healthcare Improvement. ihi.org Prochnow, J. A., McGill, R. L., Pesut, D. J., Gordon, D., Deno, F. E., & Becknell, M. D. (2021). Challenges and choices: Insights derived from a survey of nurse leader burnout. Nursing Management, 32–40. https://doi.org/10.1097/0..NUMA.0000792012.90700.f2 Rosa-Besa, R., Graboso, R., Banal, M. S., Malpass, A., & Moyer, G. (2021). Work stress and resiliency in nurse leaders. Nursing Management, 42–47. https://doi.org/10.1097/01.NUMA.0000754100.49039.f9
Background/Project Intent: Burnout for nurse managers became apparent following the COVID-19 pandemic. Nurse managers displayed signs of decreased engagement, low satisfaction, exhaustion, and distress at a local hospital. According to literature review, nationally, between 35-54% of healthcare providers demonstrate signs of burnout. In addition, 33% of nurses seek other employment opportunities after one year (Perlo et al. 2017). Burnout affects staff engagement, productivity, performance, and patient outcomes.
Methodology: Nurse directors at the hospital wanted to support the nurse managers and implemented an evidence-based project guided by the i-PARiHS translation model. The population included nurse managers in the manager unit council. The inclusion criteria were nurse managers employed by the local hospital and held the title of inpatient manager. The exclusion criteria were non-employed nurse managers and non-manager titles. Distribution of The Minnesota Organization of Leaders in Nursing (MOLN) nurse leader burnout survey took place to establish baseline data. The sample size included 13 out of 17 managers, who completed the survey. Baseline findings indicated nurse manager burnout, with 92% feeling a great deal of stress from their job, 54% experiencing one or more symptoms of burnout, and 69% becoming calloused toward people once a month or more since becoming a nurse manager. The results of the survey indicated four areas of focus. Utilizing IHI’s change ideas for improving joy in work, the nurse directors implemented interventions for each areas of focus. First focus area was on physical and psychological safety. Implementation of leadership training and a mentorship program addressed this need. The second focus area was choice and autonomy. Interventions implemented included creating work flexibility with a “project day” to work from home, opportunities to voice what matters in touch base meetings with their directors, and department reports at the monthly manager meeting. The next focus area was recognition, which lead to the development of leader recognition cards and a commitment by directors to use the hospital’s recognition program in awarding positive actions of the nurse managers. The final focus area was camaraderie and teamwork. The nurse manager unit council created quarterly team building exercises at offsite outings to build on camaraderie and teamwork.
Results: After one year of implementing IHI’s framework for improving “joy in work” focusing on these 4 key areas for reducing nurse manager burnout: (1) Safety, (2) Autonomy, (3) Recognition, and (4) Teamwork, the nurse managers were resurveyed utilizing the MOLN burnout survey. The sample size included 11 of the original 13 nurse managers. The post survey results indicated a decrease in: • managers feeling a great deal of stress in their job decreased from 92% to 63% • nurse managers experiencing one or more symptoms of burnout decreased from 54% to 9% in. • Nurse managers becoming calloused toward people once a month or more since took job decreased from 69% to 18%. Additionally, there was significant increases in control over how to do my work and autonomy, resources allocated fairly, and organization committed to quality.
Value Proposition: IHI’s framework for improving “joy in work” promoted implementation of change ideas leading to decreased nurse manager burnout. The MOLN survey and IHI framework for improving “joy in work” can be applied to all levels of nursing leadership.
Conclusions: By implementing Safety, Autonomy, Recognition and Teamwork our Nurse Leader Team has not had any turnover despite continual challenges within the healthcare field. Our Manager Unit Council drove these suggestions and allowed for a safe space to make these suggestions in which leadership supported!
References: Kelly, L. A., Lefton, C., & Fischer, S. A. (2019). Nurse leader burnout, satisfaction, and work- life balance. JONA: The Journal of Nursing Administration, 49(9), 404–410. https://doi.org/10.1097/nna.0000000000000784 Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI framework for improving joy in work [IHI white paper]. Institute for Healthcare Improvement. ihi.org Prochnow, J. A., McGill, R. L., Pesut, D. J., Gordon, D., Deno, F. E., & Becknell, M. D. (2021). Challenges and choices: Insights derived from a survey of nurse leader burnout. Nursing Management, 32–40. https://doi.org/10.1097/0..NUMA.0000792012.90700.f2 Rosa-Besa, R., Graboso, R., Banal, M. S., Malpass, A., & Moyer, G. (2021). Work stress and resiliency in nurse leaders. Nursing Management, 42–47. https://doi.org/10.1097/01.NUMA.0000754100.49039.f9
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