PIC 0: A title card with the words “Following Up” is displayed.
JOSEPH: A resilient team can help each other identify and address moral distress. You should also keep talking with your team after a distressing event, whether you experienced it yourself or it involved others on the team.
You may want to speak individually with team members and learn about what others are experiencing. Or, you could request a team huddle.
Talking with colleagues, separately or together, can help alleviate some feelings of distress.
Begin the conversation by reflecting: share what you’re feeling, what constraints were experienced, and what values are at stake, and allow others to share.
PIC 1: Three bullet points appear under the title, “Reflection” reading,
JOSEPH: Collect information about the incident from colleagues and ask about other incidents that may be similar. Identify any patterns that emerge and connect them to impacts on patient care.
PIC 2: Three bullet points appear under the title “Collect Information” reading,
JOSEPH: Ask what the team can learn from the incident and how to improve moving forward.
PIC 3: Two bullet points appear under the title “Action Steps” reading
JOSEPH: If action steps are necessary to prevent future incidents, share those concerns with leadership and work to establish a plan. Speaking with leadership is itself a resilience strategy. Even if there are obstacles to change, it can alleviate distress to know you’ve spoken up and shared your concerns.
Start by bringing information and concerns to your direct manager or supervisor.
Your goals are to:
Refer to your organization’s values when possible.
Then:
Finally:
PIC 4: Four bullet points appear under the title “Goals when speaking with leadership”.
The first two bullet points are bracketed under the word “Values”, and read
The second two bullet points read
JOSEPH: There are a few techniques I recommend for accomplishing these goals.
Use “I” Statements when speaking with leadership.
“I” statements start with yourself and your feelings. They help you express concerns professionally and firmly, without assigning blame. This can take some pressure off a difficult conversation.