Resilience in healthcare

Resilience in healthcare encompasses the capacity of healthcare systems, professionals, and organizations to adapt, recover, and flourish amidst adversity, stress, and unforeseen circumstances. It involves maintaining high-quality patient care, ensuring safety, and supporting the well-being of healthcare workers. Building resilience involves fostering supportive environments, enhancing communication, and promoting adaptive skills. This resilience is critical in handling crises, such as pandemics, natural disasters, or systemic challenges, ensuring that healthcare services remain robust, effective, and responsive to the needs of patients

Thesis Iris Reijmerink defended on the 26th of March 2025

As healthcare systems face workforce shortages and an aging population, the well-being of healthcare workers (HCWs) is more crucial than ever. However, stress and fatigue continue to impact HCW performance and well-being, particularly in surgeons, whose high-stakes work makes them especially vulnerable.This thesis explores the complex interplay between stress, fatigue, clinical performance and well-being at both individual and system-levels. Findings indicate that while fatigue negatively impacts surgical performance in simulated settings, high motivation can temporarily sustain effort, allowing surgeons to maintain performance. Notably, they do so without succumbing to short-term stress. However, accumulated fatigue is strongly linked to health issues and can ultimately still compromise both well-being and performance. Additionally, performance variability emerges as a crucial factor in surgical sentinel events, emphasizing the need for strategies like structured breaks and stress monitoring to enhance both surgeon resilience and patient safety.Beyond the level of the individual, this research highlights the role of healthcare leaders and medical regulatory authorities (MRAs) in shaping HCW well-being. Despite acknowledging its importance, these entities often take a reactive stance, with inconsistent data collection and a lack of systematic strategies. Many leaders and MRAs shift responsibility for HCW well-being back to individual HCWs or other entities, highlighting a gap between awareness and action. To improve HCW well-being, standardized data collection, clear well-being strategies, and a culture of shared responsibility are essential. By implementing these measures, healthcare organizations and regulatory bodies can foster a supportive work environment, ultimately improving both HCW well-being and care quality.