ABSTRACT
This article offers a different perspective of the current crisis in health care-burnout that is causing medical errors, disengagement, and economic chaos and forcing talented, experienced health care professionals to leave their institutions or their chosen professions altogether. The lack of meaningful impact lies in the focus on treating problems observed rather than on system issues underlying the more overt symptoms of burnout and attrition. The system within which health care workers perform impacts their capacity to consistently deliver high-quality care. Existing systems and structures often yield undesirable results, and harm individual workers. The authors explore strategies that focus on understanding and responding to the causes impacting staff and organizational performance. Lack of application of continually evolving evidence from numerous intersecting fields of neuroscience leads to the design of work systems that cause trauma and moral injury or that exacerbate original early life trauma, reducing the capability to operate successfully in the complex environments in which we work and live. It also leads to incomplete, insufficient, and, at times, outmoded systems of support for the well-being of all within the system. Too often, burnout results. In contrast to problem-solving, cause-solving requires holistic approaches to understanding interactions of system components. The authors will put forth a road map for creating components of a healing ecosystem that support trauma-informed and system-wide transformation. Recognition leads to commitment to systemic transformation toward a more healing system for all. Long-term, system performance cannot be sustained, nor organizational needs met, when people in the system are distressed.
