Team and Organizational Interventions for Burnout in Health Care
Presented by Erika del Pozo
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Burnout has become a hot topic in today’s workplace; however, this phenomenon has been researched for several decades and presents an ongoing challenge in our modern work world. Beyond the buzz, burnout carries significant consequences for individuals, teams, and organizations. This introductory course provides health care professionals, including those in management positions across all settings, with essential information about evidence-based team and organizational interventions to address the root causes of burnout, including communication strategies to reduce work conflict. This course investigates the six core factors that contribute to burnout in the workplace and strategies to address those challenges. Lastly, this course examines the power of leadership and organizational energy, and how to advocate for changes within your health care organization.
Meet your instructor
Erika del Pozo
Erika del Pozo, MOT, OTR/L, holds a BA in dance and a master's degree in occupational therapy from Nova Southeastern University. Erika has practiced in outpatient pediatrics for five years and also has experience working with older adults with progressive neurological conditions. Erika served as an adjunct professor at Nova…
Chapters & learning objectives
1. Six Work Factors That Lead to Burnout: Part 1
An unrealistic workload is one the biggest predictors of burnout. Pioneer burnout researcher Christina Maslach identified six key factors in the work environment that contribute to burnout. This chapter dissects three of those six factors (unrealistic workload, decreased autonomy, and lack of social support), and interventions that can be implemented by teams and organizations to address these challenges, including effective communication strategies.
2. Six Work Factors That Lead to Burnout: Part 2
Have you ever left a high-paying job because you weren’t happy? Rewards in the workplace go beyond financial rewards. This chapter picks up where the last chapter left off and covers the remaining three of the six key factors in the work environment that lead to burnout (insufficient rewards, unfairness, and value conflicts). Interventions that can be implemented by teams and organizations to address these three challenges will be reviewed in this chapter.
3. Leadership and Burnout: How to Be a Transformational Leader
Research shows certain leadership styles are correlated with burnout. This chapter dives into the different styles of leadership and the relationship they have with burnout experienced by employees. This chapter summarizes how individuals of all positions can exhibit leadership, and it provides strategies for those in management positions to engage in transformational leadership.
4. Organizational Energy: The Production or Destruction of Your Organization
Research shows that people tend to avoid interactions that will be negative or de-energizing; cue toxic energy. This chapter examines the four quadrants of organizational energy and offers solutions for teams and organizations to address team conflict. It also discusses how to identify common organizational energy traps in order to to reduce conflict and burnout, and promote productive energy. The importance of conducting a stress audit to address chronic workplace stressors will be reviewed in this chapter.
5. Advocate for Yourself
Are you empowered to make a change but don’t know where to start? This chapter offers methods for advocacy for the creation, restoration, or modification of practices, work demands, and cultural expectations at work for employees. This chapter reviews the benefits of advocacy in order to mobilize positive change in the health care work environment.
