Compassion fatigue and burnout: what managers should know
Lise Anne Slatten1, Kerry David Carson, Paula Phillips Carson
1Department of Management, University of Louisiana at Lafayette, USA. las3678@louisiana.edu
The Health Care Manager
|November 2, 2011
Summary
Healthcare professionals can experience compassion satisfaction but also compassion fatigue from patient trauma. Managers can mitigate compassion fatigue with interventions, unlike burnout, which requires addressing organizational issues.
Area of Science:
- Healthcare Professionals
- Psychology
- Occupational Health
Background:
- Healthcare employees often derive satisfaction from patient care.
- High empathy in providers can increase the risk of compassion fatigue.
- Compassion fatigue is a syndrome linked to patient trauma.
Purpose of the Study:
- To differentiate compassion fatigue from burnout in healthcare.
- To identify symptoms and causes of compassion fatigue.
- To outline management strategies for compassion fatigue.
Main Methods:
- The study differentiates compassion fatigue from burnout.
- It details symptoms of compassion fatigue, such as intrusive thoughts, sleep disturbances, and depression.
- It contrasts the onset and scope of compassion fatigue versus burnout.
Main Results:
- Compassion fatigue is a rapid-onset disorder from patient suffering.
- Burnout is a slower, broader disorder linked to organizational burdens.
- Empathy is a key factor in developing compassion fatigue.
Conclusions:
- Healthcare managers can mitigate compassion fatigue through interventions like patient reassignment, mentoring, training, and fostering a compassionate culture.
- Addressing chronic organizational problems is key for managing burnout.
- Understanding the distinction is crucial for effective employee support.
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