The burnout rate among physicians is expected to be higher during COVID-19 period due to the additional sources of physical and emotional stressors. Throughout the current COVID-19 pandemic, numerous studies have evaluated the impacts of COVID-19 on physicians’ burnout, but the reported results have been inconsistent. This current systematic review and meta-analysis aims to assess and estimate the epidemiology of burnout and the associated risk factors during the COVID-19 pandemic among physicians. A systematic search for studies targeting physicians’ burnout was conducted using PubMed, Scopus, ProQuest, Cochrane COVID-19 registry, and pre-print services (PsyArXiv and medRχiv) for English language studies published within the time period of 1 January 2020 to 1 September 2021. Search strategies resulted in 446 possible eligible studies. The titles and abstracts of these studies were screened, which resulted in 34 probable studies for inclusion, while 412 studies were excluded based on the predetermined inclusion criteria. These 34 studies went through a full-text screening for eligibility, which resulted in 30 studies being included in the final reviews and subsequent analyses. Among them, the prevalence of physicians’ burnout rate ranged from 6.0–99.8%. This wide variation could be due to the heterogeneity among burnout definitions, different applied assessment tools, and even cultural factors. Further studies may consider other factors when assessing burnout (e.g., the presence of a psychiatric disorders, other work-related and cultural factors). In conclusion, a consistent diagnostic indices for the assessment of burnout is required to enable consistent methods of scoring and interpretation.
Physician’s Burnout During the COVID-19 Pandemic: A Systematic Review and Meta-Analysis
[This is an excerpt.] The inpatient environment is much different now compared to the time when the term “hospitalist” was coined. In 1995, amidst a rapidly changing and complex inpatient medical environment, the field of hospital medicine was formally launched and gained traction.1 Gains made by hospitalists in the areas of patient care, patient throughput, and patient experience have been acknowledged and embraced by patients, outpatient providers, and other stakeholders within the broad healthcare system. Health management organizations (HMOs) have leveraged these potential benefits by operating their own hospitalist programs, although physician organizations and healthcare systems/hospitals are responsible for operating most groups. [To read more, click View Resource.]
Physician Wellness in the Changing World of Hospital Medicine
OBJECTIVE: The current research was performed to assess professional quality of life; identify factors associated with secondary traumatic stress, burnout, and compassion satisfaction; and evaluate the effectiveness of a peer support pilot intervention among air medical crewmembers. METHODS: Quantitative research methods were used to assess secondary traumatic stress, compassion satisfaction, and burnout among flight nurses and paramedics. Demographic variables and secondary traumatic stress, burnout, and compassion satisfaction scores using the Professional Quality of Life Scale were assessed. A comparison of survey scores obtained before and 16 months after the implementation of a piloted peer support program was performed. RESULTS: Crewmembers with less experience within an air medical program and those without a support system are at the highest risk of developing secondary traumatic stress, burnout, and impaired compassion satisfaction. Observed scores for secondary traumatic stress, burnout, and compassion satisfaction suggest that peer support may be an effective intervention among air medical crewmembers. No statistically significant differences in secondary traumatic stress, burnout, or compassion satisfaction were observed by clinical role, marital status, or years in their profession. CONCLUSION: Peer support after emotionally challenging or stressful transports may combat secondary traumatic stress, compassion fatigue, and burnout. This intervention would be most beneficial for crewmembers who are newer to the transport organization and lack social or familial support.
Piloting Peer Support to Decrease Secondary Traumatic Stress, Compassion Fatigue, and Burnout Among Air Medical Crewmembers
OBJECTIVE: To evaluate the association of politicization of medical care with burnout, professional fulfillment, and professionally conflicting emotions (eg, less empathy, compassion; more anger, frustration, resentment). PARTICIPANTS AND METHODS: Physicians in select specialties were surveyed between December 2021 and January 2022 using methods similar to our prior studies, with additional assessment of politicization of medical care; moral distress; and having had to compromise professional integrity, workload, and professionally conflicting emotions. RESULTS: In a sample of 2780 physicians in emergency medicine, critical care, noncritical care hospital medicine, and ambulatory care, stress related to politicization of medical care was reported by 91.8% of physicians. On multivariable analysis, compromised integrity (odds ratio [OR], 3.64; 95% CI, 2.31 to 5.98), moral distress (OR, 2.82; 95% CI, 2.16 to 3.68), and feeling more exhausted taking care of patients with coronavirus disease 2019 (COVID-19) (OR, 3.46; 95% CI, 2.63 to 4.54) were associated with burnout. Compromised integrity, moral distress, and feeling more exhausted taking care of patients with COVID-19 were also statistically significantly associated with lower odds of professional fulfillment and professionally conflicting emotions. Stress related to conversations about non-approved COVID-19 therapies (OR, 1.74; 95% CI, 1.08 to 2.89), patient resistance to mask wearing (OR, 1.84; 95% CI, 1.35 to 2.55), and working more hours due to COVID (OR, 0.66; 95% CI, 0.49 to 0.89) were associated with professionally conflicting emotions. CONCLUSION: Most physicians experienced intrusion of politics into medical care during the pandemic. These experiences are associated with professionally conflicting emotions, including less compassion and empathy, greater frustration, and resentment. COVID-19–related moral distress and compromised integrity were also associated with less professional fulfillment and greater occupational burnout.
Politicization of Medical Care, Burnout, and Professionally Conflicting Emotions Among Physicians During COVID-19
This systematic literature review (SLR) synthesized existing research regarding positive engagement techniques used by peer support mentors to build resilience, including an examination of how a positive police culture may impact the engagement levels in peer support programs. Peer support mentors in law enforcement provide much-needed support for police officers. Witnessing traumatic events and receiving ongoing job scrutiny can negatively impact police officers. In addition, officers may not be comfortable talking about struggles with people outside the profession. The findings of this applied doctoral project brought insight into the positive engagement techniques used by peer support mentors to build resilience and how a positive police culture affected the engagement levels in peer support programs. The analysis of the scholarly research literature revealed four themes: value and worth, trustworthiness, dependability, and support. The findings indicated the need for peer support mentors who demonstrate positive relationship skills and for administrations to support procedures outlining the agency’s peer support program and mentor responsibility. These factors contribute to positive police culture, laying the groundwork to support law enforcement officers in developing professional resiliency.
Positive Engagement Techniques in Peer Support Programs and Police Culture: A Systematic Literature Review
BACKGROUND: Health and social care professionals experience high-stress levels during end-of-life care. Various intervention programs have been proposed to reduce stress and prevent burnout among physicians and nurses, including arts-based activities that have shown potential. However, it is unclear how art programs can alleviate stress among healthcare professionals providing end-of-life care. This study aimed to explore the potential of Clinical Art programs to alleviate distress in professionals providing end-of-life care. METHODS: Two Clinical Art workshops, held in October and November 2020, were attended by local health and social care professionals. Focus groups were conducted with those who attended and consented to participate in the study. Verbatim transcripts were made, and a qualitative analysis of the text was conducted. RESULTS Thirteen health and social work professionals participated in the study. Perceived difficulties in end-of-life care included the complexity and uncertainty of end-of-life care services, the approaches to patients and families, and the difficulties due to human aspects of healthcare providers. The positive effects of Clinical Art included pure enjoyment of art, empathic communication with patients and families and the application of an ontological view of human beings, which were identified as reasons for Clinical Art's effectiveness and applicability to care. CONCLUSIONS: The results suggest that the Clinical Art program has a psychosocial moderating effect on health and social work professionals and can be used for empathic communication with patients and families in end-of-life care and for applying an ontological view of human beings in caring for patients.
Possibility of Alleviating Difficulties of Health and Social Care Professionals Engaged in End-Of-Life Care Through Clinical Art Program
INTRODUCTION: Clinician burnout is far-reaching and impact individuals, healthcare systems, and patient care, and has been declared an area of major priority by leading critical care societies. The unprecedented demands of the COVID-19 pandemic have exacerbated mental health issues, including anxiety and post-traumatic stress disorder for intensive care unit (ICU) staff who were already at increased risk, leading to subsequent increased burnout. Therefore, we explored the secondary role that post-ICU clinics may play in reducing the symptoms of ICU staff burnout. METHODS: We performed a qualitative secondary analysis of semi-structured interviews with multidisciplinary post-ICU clinician members of the Critical and Acute Illness Recovery Organization (CAIRO) between February and March 2021. The original study examined how clinicians perceived the COVID-19 pandemic changed post-ICU care delivery. Data were analyzed post-hoc through a constant comparative method. RESULTS: Twenty-nine multidisciplinary clinicians from 15 international sites (Canada, the United States, the United Kingdom) participated in the study. The sample was largely female (72.4%) working in academic clinical settings (69.0%). Median length of time in clinician role was 16 years (IQR 7, 21), and median length of time working with a post-ICU program was 3 years (IQR 1, 4). We identified two overlapping mechanisms by which participants perceived reduced symptoms of ICU staff burnout: 1) staff exposure to and expression of humanizing behaviors and 2) visualizing and communicating treatment successes. Practical examples included sharing videos, photographs, and written stories of survivors with the ICU team; directly staffing post-ICU clinics; and in-person contact between ICU staff and survivors and families after ICU discharge. CONCLUSIONS: Multidisciplinary clinicians in postICU clinics commonly perceived that a bidirectional compassionate relationship and authentic interaction and communication with ICU survivors reduced the symptoms of burnout. Interprofessional teams in the ICU and healthcare administration should consider how programs that facilitate interaction with critical illness survivors may reduce the symptoms of burnout in ICU staff.
Post-ICU Clinics May Reduce ICU Staff Burnout: Critical & Acute Illness Recovery Organization Report
[This is an excerpt.] Governors have prioritized addressing healthcare workforce shortages related to retirement and burnout from the COVID-19 pandemic, the “silver wave” of baby boom generation workers aging out of the workforce and other compounding factors. To support state efforts to address these shortages, the National Governors Association Center for Best Practices(NGA Center) launched a Learning Collaborative to work with states on implementing strategies to strengthen and grow the next generation of the healthcare workforce. The states in the Next Generation of the Healthcare Workforce project took a variety of policy approaches to address this challenge. Bringing project states together on this topic fostered discussion of best practices to address these challenges, and this paper summarizes these approaches and identifies best practices from the states’ efforts over the past year. [To read more, click View Resource.]
This resource is found in our Actionable Strategies for Government: Advancing Measurement & Accountability (Establish Health & Public Safety Workforce Analysis and Planning Bodies) AND Optimizing Workload & Workflows (Support & Ensure Safe Staffing) AND Fair and Meaningful Reward & Recognition (Support Career Development).
Preparing the Next Generation of the Healthcare Workforce: State Strategies for Recruitment and Retention
BACKGROUND: Graduate medical education is demanding, and many residents eventually experience a reduced sense of well-being. Interventions are in development, but knowledge gaps remain in terms of time commitment and efficacy. OBJECTIVE: To evaluate a mindfulness-based wellness program for residents—PRACTICE (Presence, Resilience, and Compassion Training in Clinical Education). METHODS: PRACTICE was delivered virtually by the first author in the winter and spring of 2020-2021. The intervention totaled 7 hours delivered over 16 weeks. An intervention group of 43 residents (19 primary care and 24 surgical) participated in PRACTICE. Program directors electively enrolled their programs, and PRACTICE was integrated into residents' regular educational curriculum. The intervention group was compared to a non-intervention group of 147 residents whose programs did not participate. Repeated measure analyses were conducted before and after the intervention using the Professional Fulfillment Index (PFI) and Patient Health Questionnaire (PHQ)-4. The PFI measured professional fulfillment, work exhaustion, interpersonal disengagement, and burnout; the PHQ-4 measured depression and anxiety symptoms. A mixed model was used to compare scores between the intervention and non-intervention groups. RESULTS: Evaluation data were available from 31 of 43 (72%) residents in the intervention group, and from 101 of 147 (69%) residents in the non-intervention group. Significant and sustained improvements were demonstrated in professional fulfillment, work exhaustion, interpersonal disengagement, and anxiety in the intervention group versus the non-intervention group. CONCLUSIONS: Participation in PRACTICE resulted in improvements in measures of resident well-being that were sustained over the 16-week duration of the program.
Presence, Resilience, and Compassion Training in Clinical Education (PRACTICE): A Follow-Up Evaluation of a Resident-Focused Wellness Program
BACKGROUND: Burnout is a significant public health problem among healthcare professionals. Burnout negatively impacts patient care, the health of the professional, and the healthcare system. While all healthcare professionals face burnout, it is important to explore burnout among healthcare staff who operate in unique settings, including staff who work on Mobile Health Clinics (MHCs). OBJECTIVES: The overall goal of this study is to describe burnout and the work-related factors associated with burnout among staff who work with patients on MHCs. This dissertation aims to (1) describe burnout, job demands, and job resources among MHC staff through key informant interviews, (2) describe burnout, job demands, job resources, and personal characteristics among MHC staff through a quantitative survey and (3) describe the impact of finding meaning in work on the relationship between workplace violence and burnout among MHC staff through a quantitative survey. METHODS: This study utilized a mixed-methods sequential exploratory study design. Key informant interviews were used to obtain qualitative data describing experiences of burnout and unique work environments on MHCs. An electronic survey collected data on prevalence of burnout and the job demands and job resources associated with burnout among staff who work with patients on MHCs. RESULTS: Aim 1: Interviews from 5 key informants identified the following key themes: working on an MHC, workplace violence, meaning in work, leader support, and teamwork. Aim 2: 35.6% and 39.7% of the sample (N=73) reported having personal or work burnout. Burnout was associated with age (<45), gender (female), leaders support, teamwork, and praise. Staff who had not experienced sexual violence or report having support from their leaders were more likely to report not having burnout. Aim 3: No associations were identified between meaningful work and burnout. IMPLICATIONS FOR PUBLIC HEALTH: Researching burnout levels can drive recommendations for interventions that seek to reduce burnout, especially those that reduce workplace violence or that increase leadership support and teamwork. It is paramount to understand, anticipate, and mitigate burnout among MHC staff to ensure MHCs continue to provide care directly in communities.
Prevalence and Factors Associated With Burnout Among Mobile Health Clinic Staff in the United States
The outbreak of the COVID-19 pandemic exerted significant mental burden on healthcare workers (HCWs) operating in the frontline of the COVID-19 care as they experienced high levels of stress and burnout. The aim of this scoping review was to identify prevalence and factors associated with burnout among HCWs during the first year of the COVID-19 pandemic. A literature search was performed in PubMed, Web of Science, and CINAHL. Studies were selected based on the following inclusion criteria: cross-sectional, longitudinal, case-control, or qualitative analyses, published in peer-reviewed journals, between January 1, 2020 and February 28, 2021. Studies carried out on other occupations than healthcare workers or related to other pandemics than COVID-19 were excluded. Following the abstract screen, from 141 original papers identified, 69 articles were eventually selected. A large variation in the reported burnout prevalence among HCWs (4.3–90.4%) was observed. The main factors associated with increase/ decrease of burnout included: demographic characteristics (age, gender, education level, financial situation, family status, occupation), psychological condition (psychiatric diseases, stress, anxiety, depression, coping style), social factors (stigmatisation, family life), work organization (workload, working conditions, availability of staff and materials, support at work), and factors related with COVID-19 (fear of COVID-19, traumatic events, contact with patients with COVID-19, having been infected with COVID-19, infection of a colleague or a relative with COVID-19, higher number of deaths observed by nurses during the COVID-19 pandemic). The findings should be useful for policy makers and healthcare managers in developing programs preventing burnout during the current and future pandemics.
Prevalence of Burnout Among Healthcare Professionals During the COVID-19 Pandemic and Associated Factors – A Scoping Review
Primary care clinicians came under great pressure during the Covid-19 pandemic, exacerbating a long-standing crisis in U.S. primary care. In March 2020, the Larry A. Green Center for the Advancement of Primary Health Care for the Public Good launched a survey series of primary care physicians, nurse practitioners, physician assistants/associates, and other specialists. Analyzing both quantitative and open-ended responses over 2 years of the survey, which drew 32,817 responses from 8,100 respondents in every state, the authors report on clinicians’ concerns and propose a sweeping package of policy reforms to strengthen U.S. primary care practice. The findings showed severe staff shortages, financial stress, difficulty providing accessible care, challenges in sustaining telehealth, and mental exhaustion due to the growing patient burdens in mental health, untreated chronic disease, and acute care delays. These data support the 2021 recommendations on primary care by the National Academies of Sciences, Engineering, and Medicine, including expansion of population-based payment models. The authors also recommend immediate establishment of a Federal Emergency Primary Care Support Fund.
Primary Care in Peril: How Clinicians View the Problems and Solutions
OBJECTIVE: To determine if individualized professional coaching reduces burnout, improves quality of life, and increases resilience among surgeons. BACKGROUND: Burnout is common among surgeons and associated with suboptimal patient care and personal consequences. METHODS: A randomized controlled trial of 80 surgeons evaluating the impact of 6 monthly professional coaching sessions on burnout (Maslach Burnout Inventory), quality of life (single-item linear analog scale), and resilience (Connor-Davidson Resilience Scale) immediately postintervention and 6 months later. Participants randomized to the control group subsequently received 6 professional coaching sessions during months 6 to 12 (delayed intervention). RESULTS: At the conclusion of professional coaching in the immediate intervention group, the rate of overall burnout decreased by 2.5% in the intervention arm compared with an increase of 2.5% in the control arm [delta: −5.0%, 95% confidence interval (CI): −8.6%, −1.4%; P=0.007]. Resilience scores improved by 1.9 points in the intervention arm compared with a decrease of 0.2 points in the control arm (delta: 2.2 points; 95% CI: 0.07, 4.30; P=0.04). Six months after completion of the coaching period, burnout had returned to near baseline levels while resilience continued to improve among the immediate intervention group. The delayed intervention group experienced improvements in burnout during their coaching experience relative to the immediate intervention group during their postintervention period (18.2% decrease vs 2.9% increase, delta: −21.1%, 95% CI: −24.9%, −17.3%; P<0.001). CONCLUSIONS: Professional coaching over 6 months improved burnout and resilience among surgeons, with reductions in improvement over the ensuing 6 months.
Professional Coaching and Surgeon Well-being: A Randomized Controlled Trial
Physician distress and burnout are reaching epidemic proportions, threatening physicians' capacities to develop and maintain competencies in the face of the increasingly demanding and complex realities of medical practice in today's world. In this article, we suggest that coaching should be considered both a continuing professional development intervention as well as an integral part of a balanced and proactive solution to physician distress and burnout. Unlike other interventions, coaching is intended to help individuals gain clarity in their life, rather than to treat a mental health condition or to provide advice, support, guidance, or knowledge/skills. Certified coaches are trained to help individuals discover solutions to complex problems and facilitate decision-making about what is needed to build and maintain capacity and take action. Across many sectors, coaching has been shown to enhance performance and reduce vulnerability to distress and burnout, but it has yet to be systematically implemented in medicine. By empowering physicians to discover and implement solutions to challenges, regain control over their lives, and act according to their own values, coaching can position physicians to become leaders and advocates for system-level change, while simultaneously prioritizing their own well-being.
Professional Coaching as a Continuing Professional Development Intervention to Address the Physician Distress Epidemic
RATIONALE & OBJECTIVE: High professional fulfillment and low burnout and staff turnover are necessary for a stable dialysis workforce. We explored professional fulfillment, burnout, and turnover intention among US dialysis patient care technicians (PCTs). STUDY DESIGN: Cross-sectional national survey. Setting & Participants: National Association of Nephrology Technicians/Technologists (NANT) members in March-May 2022 (N = 228; 42.6% aged 35-49 years, 83.9% female, 64.6% White, 85.3% non-Hispanic). EXPOSURE: Likert-scale items (range, 0-4) related to professional fulfillment and 2 domains of burnout (work exhaustion and interpersonal disengagement) and dichotomous items related to turnover intention. ANALYTICAL APPROACH: Summary statistics (percentages, means, medians) were calculated for individual items and average domain scores. Burnout was defined by combined work exhaustion and interpersonal disengagement scores of ≥1.3 and professional fulfillment by a score ≥3.0. RESULTS: Most respondents (72.8%) worked ≥40 hours per week. Overall scores for work exhaustion, interpersonal disengagement, and professional fulfillment (median [IQR]) were 2.3 (1.3-3.0), 1.0 (0.3-1.8), and 2.6 (2.0-3.2), respectively; 57.5% reported burnout, and 37.3% reported professional fulfillment. Important contributors to burnout and professional fulfillment included salary (66.5%), supervisor support (64.0%), respect from other dialysis staff (57.8%), sense of purpose about work (54.5%), and hours worked per week (52.9%). Only 52.6% reported that they plan to be working as a dialysis PCT in 3 years. Free text responses reinforced perceived excessive work burden and lack of respect. LIMITATIONS: Limited generalizability to all US dialysis PCTs. CONCLUSIONS: More than half of dialysis PCTs reported burnout, driven by work exhaustion; only about one-third reported professional fulfillment. Even among this relatively engaged group of dialysis PCTs, only half intended to continue working as PCTs. Because of the critical, frontline role of dialysis PCTs in the care of patient receiving in-center hemodialysis, strategies to improve morale and reduce turnover are imperative.
Professional Fulfillment, Burnout, and Turnover Intention Among US Dialysis Patient Care Technicians: A National Survey
[This is an excerpt.] Mayo Clinic's Program on Physician Well-Being supports the well-being of all members of the health care team to better meet patient needs. [To read more, click View Resource.]
This resource is found in our Actionable Strategies for Health Organizations: Strengthening Leadership.
Program on Physician Well-Being: Commitment to Physician Well-Being
OBJECTIVE: To analyze the role of short (<30 minutes) and frequent (quarterly) check-ins between clinic leaders and employees in reducing emotional exhaustion. METHODS: Three interrelated studies were conducted: a 3-year repeated cross-sectional survey at 10 primary care clinics (n=505; we compared emotional exhaustion, perceived stress, and values alignment among employees of a clinic where check-ins were conducted vs 9 control clinics); interviews with leaders and employees (n=10) regarding the check-ins process and experiences; and interviews with leaders and employees (n=10) after replicating the check-ins at a new clinic. RESULTS: Outcomes were similar at baseline. After a year, emotional exhaustion was lower at the check-ins compared with control clinics (standardized mean difference, d, -0.71 [P<.05]). After 2 years, emotional exhaustion remained lower at the check-ins clinic, but this difference was not significant. The check-ins were associated with an increment in values alignment (2018 vs 2017, d=0.59 [P<.05]; 2019 vs 2017, d=0.76 [P<.05]). There were no differences for perceived job stress. Interviews indicated that work-life challenges were discussed in the check-ins. However, employees need confidentiality and to feel safe to do so. The replication suggested that the check-ins are feasible to implement even amid turbulent times. CONCLUSION: Periodic check-ins wherein leaders acknowledge and address work-life stressors might be a practical tactic to reduce emotional exhaustion in primary care clinics.
This resource is found in our Actionable Strategies for Health Organizations: Strengthening Leadership.
Promise and Perils of Leader-Employee Check-Ins in Reducing Emotional Exhaustion in Primary Care Clinics: Quasi-Experimental and Qualitative Evidence
Continuity of care is a critical element for delivering quality of care in inpatient units, however it has rarely been considered in nurse-patient assignment (NPA) models. The nursing literature suggests that continuity of care helps reduce medical errors and readmissions and increases patient satisfaction. Balancing patient assignments to nursing staff is also critical to avoid overwork and burnout. This study investigates the relationship between continuity of care and workload balance in NPA decisions in hospital inpatient units. We develop an NPA heuristic to guide continuity-care assignment while addressing the trade-off with workload balance. The heuristic prioritizes higher-acuity patients to the objective of continuity of care, while assignment of lower acuity patients seeks to minimize workload imbalance. A discrete event simulation model of an inpatient hospital unit is used to evaluate how the heuristic addresses the tradeoff between the two objectives under distinct work design scenarios. The heuristic enables significant increases in continuity of care for specific patient segments while limiting the impact on workload balance. We discuss implications for theory and managerial practice.
Promoting Continuity of Care in Nurse-Patient Assignment: A Multiple Objective Heuristic Algorithm
Healthcare delivery is increasingly complex, with frontline leader roles, especially the nurse manager (NM), pivotal for success. This role is highly stressful, often leading to burnout influencing job satisfaction and leadership effectiveness. A quality improvement project, including preintervention and postintervention assessment with a focused improvement event for NMs, in a large children's hospital was completed. Organization strategies to support professional well-being and enhance support for the NMs were identified and implemented.
Promoting Nurse Manager Professional Well-being
Education in self care is a core focus for beginning generalist social work trainees to boost trauma awareness, or the ability to recognize and respond to emotional responses from direct practice with clients with a history of trauma, and oppression, as well as for diminishing worker burnout. This paper presents a description and assessment of an asynchronous teaching module comprised of a video lecture, quiz and assignment piloted with beginning graduate-level social work students in the United States to situate self care as a component of professional development toward trauma-informed and ethical care. The module aimed to translate knowledge and skills in self care directly to practice and framed targets of self care including emotional regulation, and meaning-making. It provided students opportunities to identify self care practices at the individual level on their own, as well as agency-based self care practices in consultation with their field supervisors. The module was piloted with 57 master’s students enrolled in beginning generalist practice courses and the outcomes of a survey and thematic analysis suggests it warrants consideration as a tool for promoting competency regarding self care in an asynchronous, easily transportable format for online or hybrid learning.
