How healthcare team build Resilience to Stress

Abstract

Introduction: This study explores how the interaction theory of stress and coping, the expansion and construction theory of positive emotions, and the conservation of resources theory can help healthcare teams resist stress. Community resilience has been overlooked in health research on individual resilience. This study examines the resilience of teams to overcome knowledge gaps. Methodology: A snowballing method was used to select 10 members of the oral and maxillofacial surgery team for the study. Zoom was used to conduct 10 semi-structured interviews with three study participants. What causes team stress? How is stress tolerance defined? What strategies does the team use to build resilience? Interviews were coded using thematic analysis. Results: Research has found that patient care, long working hours, conflicting work commitments and a lack of control contribute to employee stress. Transactional theories of stress and coping suggest that a problem- and meaning-centered approach can help people cope with a variety of stressors. Teams also leverage social capital, constructive criticism, and positive emotions. It turns out that people have different definitions of resilience. Resilience is defined as a quality, characteristic, or strategy for coping with stress. Conclusion: The paper concludes with recommendations for implementation. Research shows that unpleasant emotions are expressed in difficult, low-stress work situations. It supports the non-suppression of unpleasant feelings, their resolution, and solutions. Management needs to step in and teach team members to express uncomfortable feelings in a constructive way.