HOW HEALTHCARE TEAM BUILD RESILIENCE TO STRESS

Abstract

This research examines how healthcare teams promote stress resilience using the transactional theory of stress and coping, the broaden-and-build theory of positive emotions, and the conservation of resources theory. Individual resilience research in healthcare ignores the importance of communal resilience. Thus, this research seeks to address literature gaps by studying team resilience.

Snowballing sampling was used to choose 10 oral and maxillofacial surgery team members for this investigation. Three study questions were answered in ten Zoom semi-structured interviews: what are team stressors? How is stress resilience defined? What resilience methods does the team use? Thematic analysis was used to code interview data.

The study found that patient care, lengthy hours, conflicting job obligations, and perceived lack of control stress the team. The transactional theory of stress and coping suggests problem-focused and meaning-based ways to develop resistance to various stresses. Additionally, teams often employ their social resources, constructive criticism, and good emotions. The data show that resilience meant various things to many individuals. The three most common understandings were resilience as a characteristic, resilience evolving with time or experience, and resilience as stress-coping mechanisms.

The report concludes with recommendations and implementation strategies. The study advises expressing negative emotions in difficult and non-stressful work circumstances. Instead than repressing unpleasant feelings, it emphasises acceptance and resolution. Finally, management should intervene and teach team members to constructively communicate unpleasant emotions.