The research assignment requirements can be found in the description and file upload sections.

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Question Description

Part One:

Please watch library tutorial #3 (https://learn.umuc.edu/d2l/le/content/324626/viewC...). After you have watched the tutorial, please complete the following tasks:

1. Conduct a keyword search on a topic that interests you.

What word or phrase did you search on?

How many search results do you get?

2. Follow the instructions provided on the video and select a new database on the right-hand side of your screen. Then answer the following questions:

What database did you select?

How many search results did you get after adding this database?

3. Next, locate the research guide for your major. If you have not declared a major yet, please select one from that interests you from the options from the drop-down menu.

Peruse the research guide for that major. Describe to the rest of the class in a few sentences any interesting resources you discovered.

If you have the same major as another student in the class, this would be a great time to collaborate and share any resources you found with which others might no be familiar.

Note: Q #3, my major is Computer Network and CyberSecurity but you can select a different one from the drop-down as suggested.

Note: Initial Response and two (2) follow-up responses


Part Two:

Please read the sample white paper, “Clinical Burnout (uploaded).” This white paper is linked to in Content in week 6.

Then answer the following questions:

1. One weakness of this white paper is its grammar and mechanics. It has numerous grammatical errors.

Examine the Introduction. Locate the sentence fragment. Rewrite the fragment so that it is a complete sentence.

2. Examine the Previous Approaches section. Locate at least two word form errors. Rewrite the sentences in which the errors occur, but with the correct word forms.

3. Examine the Conclusion. Locate at least two errors, either at the sentence level or at the word level. Rewrite the sentences in which these errors appear, but with correct grammar.

4. Describe your overall response to this white paper. Does it identify a problem and provide reasonable “new approaches” to the problem? Does the writing affect the persuasiveness of the white paper? Please write a paragraph in answering this question.

Note: Initial Response and two (2) follow-up responses

Unformatted Attachment Preview

Clinical Burnout Clinical Burnout Student WRTG 393 Clinical Burnout EXECUTIVE SUMMARY Burnout; physical or mental collapse caused by overwork or stress. Clinical burnout is what is being called today as a national crisis. With clinicians and healthcare executives alike experiencing symptoms of burnout, healthcare leaders need to look into the root causes and implement changes systemwide in order to better improve the patient experience and patient care in their hospital settings. Burnout can be experienced for a number of reasons but a majority of burnout symptoms can be measured by allowing your employees to communicate through surveys. Once burnout causes are measured, only then can healthcare leaders address how to help their team and lead them to healthier lifestyles which in turn will make for a healthier environment for our patients. Clinical Burnout INTRODUCTION Burnout; physical or mental collapse caused by overwork or stress. More medical staff personal are feeling the effects of burn out annually. With most physicians and nurses alike testifying to experiencing symptoms of burnout. According to Mark Linzer, the director of general internal medicine at Hennepin County Medical Center in Minneapolis, it’s [clinician burnout] somewhere between 30% and 50% nationally in physicians and it is rising” (Thew, 2017). After completing a study where researchers surveyed 6,880 physicians in 2014, the Mayo Clinic found that 54.4% reported experiencing at least one of the three components of burnout. Burnout is assessed using what is known as the Maslach Burnout Inventory with three components including, “emotional exhaustion, depersonalization and low personal accomplishment” (Wellwork, N.D.). Previous Approaches In the past there has been little done to understand burnout. According to Karen Weiner, a Chief Medical officer and CEO of a physician owned group of around 140 healthcare providers after completing a survey said, 86% of CEOs (chief executive officers), 86% of CMOs (chief medical officers), and 81% of COOs (chief operating With burnout symptoms on the rise it begins to become clear that it is not just a problem for clinicians but for healthcare executives as well. With more than half of our clinicians and executives experiencing some form of burnout, one must question how this effects the organization as a whole. Linzer states, “With 50% of people experiencing at least one component of burnout nationally, you’re looking at problems with morale and turnover. There are risks to patient safety, quality, and patient satisfaction, not necessarily from the burned-out physician, but from the adverse work conditions that led to the burnout”. In order to understand and attempt fixing burnout, one must asses what causes these symptoms to begin with. Leaders in the healthcare field also need to find ways to eliminate the causes of these burnout symptoms and implement changes systemwide before the effect of burnout is too great. officers) thought they had an issue with clinician burnout. However out of those, only 21% of CEOs, 18% of CMOs, and 21% of COOs said they were doing anything about it (Thew, 2017). It may not have previously been an issue of hospital executives not realizing that burnout was a very serious issue in their organization but rather more so that they did not understand how to fix it. Previously, Clinical Burnout some burnout causes seem to stem from a lack of communication from the clinician and the executives or management team, overworking due to lack of staff, not creating easily accessible stress management strategies, and a lack of trust of management to clinicians. According to Christina Maslach, the inventor of the Maslach Burnout Inventory, burnout most always stem from these six avenues (Thew, 2017): - Workload - amount of work to be done in the amount of time allotted - Control - the ability to make decisions - Reward - appreciation for work done - Community- feeling as if you're apart of something, you belong - Fairness - “just” and fair rules - Values- matching values of employee and organization. Those who knew burnout was an issue versus those who did something about it Those who put solutions into place Those who thought burnout is an issue 90 67.5 45 22.5 0 CEOs CMOs COOs Clinical Burnout New findings Most healthcare leaders are now truly attempting to understand what exactly causes burnout and once they have they are now putting into place ways to help their clinicians. Firstly, putting together an engagement survey is what is needed to asses the issues your employees are experiencing and measure what exactly your hospital staff is needing from you. Once time and effort is put into delivering these engagement surveys and thoroughly picked through you can establish ways to help relieve the burnout symptoms in your hospital staff. Karen Weiner, in her attempt to measure just how to solve their burnout crisis put to test an instrument their organization used, called the MBI, Maslach burnout Inventory, which was developed by a professor of psychology at the University of California, Berkeley, who has studied burnouts since the 1970s. The MBI is broken down into three main components: emotional exhaustion explained by feeling emotionally drained and fatigued at work, cynicism explained by uncaring feelings and even feeling angry towards coworkers or even patients and finally a feeling of inadequacy and overall ineffectiveness towards your work. This allowed their organization to realize that burnout was very real amongst their doctors and even 10% of their doctors struggled with all three components. Most organizations found success in finding the time for the healthcare leaders to meet with physicians and clinicians alike and start a new. By doing this it is thought that the clinicians will feel as though their opinions matter and that the healthcare leaders are taking their wants and needs seriously. Most organizations are finding that providing a wellness program for their employees to be the best fix for these type of burnout issues. William Norcross, an executive director of a physician wellness program at U.C.S.D believes that mindfulness meditation and self awareness exercises are the key to bouncing back from burnout. According to Work Well, a wellness program provider, “hospitals in which [nurse] burnout was reduced by 30% had a total of 6,239 fewer infections, for an annual cost saving of up to $68 million” (Work Well, N.D.). Clinical Burnout According to an article written in the Journal of Palliative Medicine, a study was used to find methods physicians could do in order to promote self-care and assist with burnout. Thirty different physicians were separated into 1 of 13 different thematic classes. The majority of physicians found physical activity to be the most common strategy in regards to help with burnout and improving self-care (60%), followed closely by professional relationships (57%), changing to a more religious perspective (43%), communicating with others (43%), hobbies (40%), changing up daily tasks (37%), personal relationships (37%), Personal Boundaries Physical Activity and personal boundaries (37%) (Swetz, et al, 2009). According Personal Relationships to the American Hospital Association, “approximately 86% of hospitals have Professional Relationships implemented workplace Variety at Work wellness programs” (Work Well, N.D.). When the right causes are found there are several Hobbies ways to reduce burnout Religious Perspective amongst your staff members. Communication (Thew, 2017) Thoroughly training new staff According to Kristine Kilgore, RN, BSN, an administrative director at Surgical Care Center of Michigan, says that she has all new employees shadow the jobs for which they are getting hired for (Worried About Staff Burnout?, 2017). She also recommends tailoring the training of new employees to the new employee, rather than the employee being forced into how everyone else learns. Kilgore also recommends walking the trainee through all areas of their expected jobs ranging from the slowly paced jobs to the more detailed one’s in order to establish a good learning environment as well as making sure the job is the correct one for the new employee. This hands on approach from day one of a new employee would leave them feeling as though Clinical Burnout they would be taken care of from the very beginning and establish a solid ground of training to base their careers off of. Wellness program activities Adrienne Shultz, RN, HN-BC, assistant vice president of patient care services says that organizations can offer wellness programs that include several different activities that promote physical health, including gym membership discounts (Worried About Staff Burnout?, 2017). Work Well’s wellness program states that most classes should include self-awareness, stressreduction, or mindfulness classes. Many researchers seem to think yoga would be a way to battle burnout by involving physical activity as well as mindfulness and breathing techniques (Work Well, N.D.). According to Work Well, “yoga reduces stress by shifting the body away from fight-orflight into a more relaxed, parasympathetic response. In doing so, it lowers breathing and heart rate, decreases blood pressure, lowers cortisol levels, and increases blood flow to the intestines and vital organs” (Work Well, N.D.). Overlap and stagger shifts and include breaks One major stressor and complaint heard most often in surgical settings is that of not having enough nurses, too many call outs, or that nurses need to wait far too long to be able to take their lunches. Kilgore states that a way around this is to stagger shifts (Worried About Staff Burnout?, 2017). By staggering nurses who come in between six thirty and nine she has the ability to sub nurses in and out and also gives her the ability to have one nurse always available to relieve others for lunches. A way to beat too many call outs would be to have a calling system that allows for calling in available nurses from different locations who may not be needed at those locations. As well as having a number of varied shifts as in part time and full time employees where you are able to send full time employees who would like to leave early the opportunity to do so because of the part time staff that are available. Listen to your employees Shultz says that at the Cancer Treatment Centers of America, employees are encouraged to speak up about issues that are on their minds (Worried About Staff Burnout?, 2017). These meetings, according to Shultz, take place during lunch time therefor most people are able to attend. In these sessions, no topic is off limits and can even speak upon things that have personally effected them. Reward your staff Whether it just be addressing the entire team and praising them for their previous efforts or putting together a small lunch for everyone working late in the hours, finding ways to show special appreciation to others is a great way to encourage morale and a way to allow your team to feel appreciated. Also, some companies choose to have get togethers once or twice a year as a way to create camaraderie amongst employees and employers alike as well as boosting morale. Keep in touch with your staff Many employers make the mistake of having a once of year function and never again returning to address your staff until a year later at the following function. This should not be the only time hospital leaders are addressing the issues that the staff has. Therefor, reviews should be done throughout the year in order to address the employee and the issues they might have. This could also be a way to establish bonds with your staff as well as get to understand their future goals in the company and how management can assist with achieving these goals. In Conclusion Burnout in the clinical setting can be an incredibly difficult problem to assess and quantify however if the leaders of healthcare can realize that burnout amongst their employees Clinical Burnout dramatically hinders their success as an organization they might consider taking the steps to further understand it. Once measured and found necessary, organizations can take steps toward a healthier organization. Research has found that this can be accomplished by creating a successful wellness program that speaks to your employees and gives them the ability to focus more on self-care. When most hospitals showed their employees that their health matters just as much, or more, than the patients its then that the staff seemed to feel less burnt out during their daily work duties. This was done by incorporating wellness activities, keeping in touch the staff, changing shifts in order to help your staff, as well as starting off new employees on the right foot. Clinical Burnout References Shanafelt, TD. (2009). Enhancing Meaning in Work: A prescription for preventing physician burnout and promoting patient- centered. American Medical Association. Swetz, K., Harrington, S., Matsuyama, R., Shanafelt, T., & Lyckholm, L. (2009). Strategies for avoiding burnout in hospice and palliative medicine: peer advice for physicians on achieving longevity and fulfillment. Journal Of Palliative Medicine, 12(9), 773-777. doi:10.1089/jpm.2009.0050 Thew, J. (2017). Beating Clinician BURNOUT. (cover story). Healthleaders Magazine, 20(3), 10-21. Work Well NW. (N.D.) Reducing clinical burnout with yoga and mindfulness training. Retrieved from https://www.experixllc.com/file_view.php? download_key=1cac95aacfc0287c62317431963e431b53d7e1f90574d7.31925572 Worried About Staff Burnout? Here Are Prevention Strategies. (2017). Case Management Advisor, 28(3), 32-34. ...
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