BMJ 2014;348:g1400 doi: 10.1136/bmj.g1400 (Published 12 February 2014)
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Letters
LETTERS 2013—A HORRIBLE YEAR FOR NURSING
A programme of “compassionate conversations” to help staff cope Sharryn E Gardner paediatric consultant Southport and Ormskirk NHS Trust, Southport PR8 6PN, UK
2013 was a terrible year for the NHS as a whole, and for nurses in particular.1 There is a dichotomy between most staff who remain compassionate in very challenging circumstances and those few who have lapses in compassion. Edmund Burke said that good men need only do nothing to allow evil to triumph (he was speaking of lapses rather than actual evil). Many may have known something, but in a system where careers and livelihoods are put at risk as a consequence (consultants and senior managers included), what could any individual reasonably have done?
It seems that we’ve been shoved down an overgrown path in search of an efficiency nirvana with no time to look right or left. That path has now closed behind us—Francis has made us stop squinting in a clearing wondering how we got there, and where to turn next—continuing down the same path is not an option. Compassion must now be part of that new path, although not it seems at the expense of efficiency.
Greater numbers of senior staff are experiencing burn out owing to endless changes. In the relentless pressures that many work under, it is not surprising that staff just cannot keep going with the same level of compassion as before. Staff and patients meet in the most emotional and intimate of circumstances. It’s hard, really hard, and the public doesn’t seem to understand that.
Competing interests: None declared.
Funding will remain an increasing pressure, and I completely agree about safe levels of care in wards.1 Nobody is asking for luxury here, just safe and efficient care to allow compassion to come more to the fore.
So, short of hiring the 200 new nurses described, what else can be done? What does seem to work is staff supporting each other and recognising that colleagues at all levels struggle with similar problems and may have found ways of coping. We have instigated a programme of “compassionate conversations,” which succeeded in bringing staff together on this. Full response at: www.bmj.com/content/348/bmj.g126/rr/682816. 1
Mahony C. 2013 was a horrible year for nursing—nurses are “burnt out,” says chief. BMJ 2014;348:g126. (14 January.)
Cite this as: BMJ 2014;348:g1400 © BMJ Publishing Group Ltd 2014
[email protected] For personal use only: See rights and reprints http://www.bmj.com/permissions
Subscribe: http://www.bmj.com/subscribe
Page 1 of 1
Letters
LETTERS 2013—A HORRIBLE YEAR FOR NURSING
A programme of “compassionate conversations” to help staff cope Sharryn E Gardner paediatric consultant Southport and Ormskirk NHS Trust, Southport PR8 6PN, UK
2013 was a terrible year for the NHS as a whole, and for nurses in particular.1 There is a dichotomy between most staff who remain compassionate in very challenging circumstances and those few who have lapses in compassion. Edmund Burke said that good men need only do nothing to allow evil to triumph (he was speaking of lapses rather than actual evil). Many may have known something, but in a system where careers and livelihoods are put at risk as a consequence (consultants and senior managers included), what could any individual reasonably have done?
It seems that we’ve been shoved down an overgrown path in search of an efficiency nirvana with no time to look right or left. That path has now closed behind us—Francis has made us stop squinting in a clearing wondering how we got there, and where to turn next—continuing down the same path is not an option. Compassion must now be part of that new path, although not it seems at the expense of efficiency.
Greater numbers of senior staff are experiencing burn out owing to endless changes. In the relentless pressures that many work under, it is not surprising that staff just cannot keep going with the same level of compassion as before. Staff and patients meet in the most emotional and intimate of circumstances. It’s hard, really hard, and the public doesn’t seem to understand that.
Competing interests: None declared.
Funding will remain an increasing pressure, and I completely agree about safe levels of care in wards.1 Nobody is asking for luxury here, just safe and efficient care to allow compassion to come more to the fore.
So, short of hiring the 200 new nurses described, what else can be done? What does seem to work is staff supporting each other and recognising that colleagues at all levels struggle with similar problems and may have found ways of coping. We have instigated a programme of “compassionate conversations,” which succeeded in bringing staff together on this. Full response at: www.bmj.com/content/348/bmj.g126/rr/682816. 1
Mahony C. 2013 was a horrible year for nursing—nurses are “burnt out,” says chief. BMJ 2014;348:g126. (14 January.)
Cite this as: BMJ 2014;348:g1400 © BMJ Publishing Group Ltd 2014
[email protected] For personal use only: See rights and reprints http://www.bmj.com/permissions
Subscribe: http://www.bmj.com/subscribe
