Addressing Burnout among Healthcare Technology Management Professionals.

This article suggests ways in which healthcare delivery organizations (HDOs) may address and mitigate burnout among healthcare technology management (HTM) professionals. Burnout is defined as a state of emotional and physical exhaustion resulting from workplace stressors. Although not intended to be a fully comprehensive empirical analysis of causes of burnout, this article discusses four likely causes for burnout that are particularly relevant to HTM professionals in HDOs: (1) gaps in developing a trained and sustainable workforce, (2) growing demand for HTM expertise across knowledge domains, (3) increasing occupational stressors related to patient safety, and (4) perceived lack of understanding of employee needs. Next, based on existing literature, the article proposes four possible solutions in response to each of these issues: (1) developing human resource planning and mentoring to ensure adequate transfer of skills and knowledge, (2) implementing ways to accomplish knowledge filtering, (3) integrating HTM workers in quality improvement initiatives, and (4) implementing employee voice practices. The article concludes by discussing the possible benefits that may be derived from implementing these solutions.

Seven Ways to Inspire Innovation in the Health Technology Industry.

This article explores ways in which technological innovation can be bolstered in organizations that operate in the health technology industry. We present seven interventions at the team level (employee empowerment, servant leadership, hiring innovators, and scheduling time for innovation) and organizational level (intrapreneurship, flat management, and allowing for failure) that organizations can use to encourage and inspire innovation among employees. Given the increasingly dynamic nature of work within the health technology fields, in terms of both manufacturing processes and clinical developments, creating a culture of innovation and creativity and emboldening employees to regularly engage in such behaviors within these workplaces are critical.

Feature: Five Ways to Encourage Stakeholder Voice in the Healthcare Industry.

This article discusses the construct of stakeholder voice. It highlights the importance of encouraging voice, which is the discretionary behavior of asserting ideas, criticisms, or improvements for organizational functioning within healthcare organizations. Five methods by which healthcare facilities can motivate, support, and maintain voice engagement from a range of individuals (including employees, managers, patients, and caregivers) are elaborated. Given the importance of collective work and opinion sharing in generating innovative solutions to dynamic healthcare issues, the value of enabling voice within such settings should not be underestimated.

The 6I model: an expanded 4I framework to conceptualise interorganisational learning in the global health sector.

INTRODUCTION: An organisation's ability to learn and adapt is key to its long-term performance and success. Although calls to improve learning within and across health organisations and systems have increased in recent years, global health is lagging behind other sectors in attention to learning, and applications of conceptual models for organisational learning to this field are needed. LEVERAGING THE 4I FRAMEWORK: This article proposes modifications to the 4I framework for organisational learning (which outlines the processes of intuition, interpretation, integration and institutionalisation) to guide the creation, retention and exchange of knowledge within and across global health organisations. PROPOSED EXPANSIONS: Two expansions are added to the framework to account for interorganisational learning in the highly interconnected field: (1) learning pathways across organisations via formal or informal partnerships and communities of practice and (2) learning pathways to and from macro-level 'coordinating bodies' (eg, WHO). Two additional processes are proposed by which interorganisational learning occurs: interaction across partnerships and communities of practice, and incorporation linking global health organisations to coordinating bodies. Organisational politics across partnerships, communities of practice and coordinating bodies play an important role in determining why some insights are institutionalised while others are not; as such, the roles of the episodic influence and systemic domination forms of power are considered in the proposed additional organisational learning processes. DISCUSSION: When lessons are not shared across partnerships, communities of practice or the research community more broadly, funding may continue to support global health studies and programmes that have already been proven ineffective, squandering research and healthcare resources that could have been invested elsewhere. The '6I' framework provides a basis for assessing and implementing organisational learning approaches in global health programming, and in health systems more broadly.

Causing harm but doing good: Recognizing and overcoming the burden of necessary evil enactment in healthcare service professions.

Necessary evils - defined as acts that cause physical, psychological, or emotional harm to victims but are for the greater good of either the victim or society - are an everyday occurrence in the healthcare industry across the globe and across healthcare service professions. Healthcare professionals are tasked with behaviors that result in pain and suffering (e.g. nurses providing shots to patients; oncologists communicating cancer diagnoses) for the betterment of their patients and stakeholders. Although these behaviors are professionally mandated, they can also be cognitively and psychologically taxing for enactors. The current conceptual paper explores the undesired effects of performing necessary evils and proposes various actions through which healthcare organizations can reduce the negative repercussions of necessary evil enactment on healthcare service professionals.

When caring breeds contempt: The impact of moral emotions on healthcare professionals' commitment during a pandemic.

The novel coronavirus (COVID-19) pandemic is a major heath crisis that continues to impact healthcare organizations worldwide. As infection rates surged, there was a global shortage of personal protective equipment, critical medications, ventilators, and hospital beds, meaning that healthcare professionals faced increasingly difficult workplace conditions. In this conceptual study, we argue these situations can lead to healthcare professionals experiencing moral emotions - defined as specific emotions which relate, or occur in response, to the interest or welfare of others - towards their organizations. This paper explores the three moral emotions of contempt, anger and disgust, and their potential influence on healthcare professionals' workplace commitment in the context of a pandemic. Drawing from the moral emotions and organizational commitment literature, we develop a process model to demonstrate how healthcare professionals' affective and continuous commitment are likely to decrease while, paradoxically, normative, and professional commitment may become amplified. The possible potential for positive outcomes from negative moral emotions is discussed, followed by theoretical and practical contributions of the model, and finally, directions for future research.

Using prosocial behavior to safeguard mental health and foster emotional well-being during the COVID-19 pandemic: A registered report of a randomized trial.

BACKGROUND: The COVID-19 pandemic, the accompanying lockdown measures, and their possible long-term effects have made mental health a pressing public health concern. Acts that focus on benefiting others-known as prosocial behaviors-offer one promising intervention that is both flexible and low cost. However, neither the range of emotional states prosocial acts impact nor the size of those effects is currently clear-both of which directly influence its attractiveness as a treatment option. OBJECTIVE: To assess the effect of prosocial activity on emotional well-being (happiness, belief that one's life is valuable) and mental health (anxiety, depression). METHODS: 1,234 respondents from the United States and Canada were recruited from Amazon's Mechanical Turk and randomly assigned (by computer software) to perform prosocial (N = 411), self-focused (N = 423), or neutral (N = 400) behaviors three times a week for three weeks. A follow-up assessment was given two weeks after the intervention. Participants were blind to alternative conditions. Analyses were based on 1052 participants (Nprosocial = 347, Nself = 365, Nneutral = 340). FINDINGS: Those in the prosocial condition did not differ on any outcome from those in the self-focused or neutral acts conditions during the intervention or at follow-up, nor did prosocial effects differ for those who had been negatively affected socially or economically by the pandemic (all p's > 0.05). Exploratory analyses that more tightly controlled for study compliance found that prosocial acts reduced anxiety relative to neutral acts control (ß = -0.12 [95% CI: -0.22 to -0.02]) and increased the belief that one's life is valuable (ß = 0.11 [95% CI: 0.03 to 0.19]). These effects persisted throughout the intervention and at follow-up. CONCLUSION: Prosocial acts may provide small, lasting benefits to emotional well-being and mental health. Future work should replicate these results using tighter, pre-registered controls on study compliance.

Using prosocial behavior to safeguard mental health and foster emotional well-being during the COVID-19 pandemic: A registered report protocol for a randomized trial.

The COVID-19 pandemic, the accompanying lockdown measures, and their possible long-term effects have made mental health a pressing public health concern. Acts that focus on benefiting others-known as prosocial behaviors-offer one promising intervention that is both flexible and low cost. However, neither the range of emotional states prosocial acts impact nor the size of those effects is currently clear, both of which directly influence its attractiveness as a treatment option. Using a large online sample from Canada and the United States, we will examine the effect of a three-week prosocial intervention on two indicators of emotional well-being (happiness and the belief that one's life is valuable) and mental health (anxiety and depression). Respondents will be randomly assigned to perform prosocial, self-focused, or neutral behaviors each week. Two weeks after the intervention, a final survey will assess whether the intervention has a lasting effect on mental health and emotional well-being. Our results will illuminate whether prosocial interventions are a viable approach to addressing mental health needs during the current COVID-19 pandemic, as well for those who face emotional challenges during normal times.

Managerial modes of influence and counterproductivity in organizations: a longitudinal business-unit-level investigation.

The authors studied the effect of 3 modes of managerial influence (managerial oversight, ethical leadership, and abusive supervision) on counterproductivity, which was conceptualized as a unit-level outcome that reflects the existence of a variety of intentional and unintentional harmful employee behaviors in the unit. Counterproductivity was represented by an objective measure of food loss in a longitudinal study of 265 restaurants. After prior food loss and alternative explanations (e.g., turnover, training, neighborhood income) were controlled for, results indicated that managerial oversight and abusive supervision significantly influenced counterproductivity in the following periods, whereas ethical leadership did not. Counterproductivity was also found to be negatively related to both restaurant profitability and customer satisfaction in the same period and to mediate indirect relationships between managerial influences and distal unit outcomes.