HUMAN SERVICES WORKERSIN CRISIS:BURNOUT, VICARIOUS TRAUMATIZATION, AND COMPASSION FATIGUE    Chapter Sixteen
HELPING PROFESSIONALS:                 PRIME CANDIDATES   Nature of the job is to be intensely involved with    people wh...
DEFINING BURNOUT   Historical roots from the 1970s          “Burned out” physically, emotionally, spiritually,          ...
DYNAMICS OF BURNOUT   Foundation Blocks of Burnout        Role ambiguity        Role conflict        Role overload    ...
DYNAMICS OF BURNOUT Levels   of Burnout     Trait     State     Activity Stages   of Burnout     Enthusiasm     Sta...
WORKER–CLIENT RELATIONSHIPS Countertransference Secondary   Traumatic Stress     Vicarious Traumatization     Compassi...
THE CULPABILITY OF ORGANIZATIONS   Much of the responsibility lies with the employer.        Employee’s influence on pol...
SELF-RECOGNITION OF BURNOUT NO   ONE IS IMMUNE! Everyone   has a blind spot. Typical        MO is to increase effort (a...
INTERVENTION STRATEGIES   Assessment        Burnout        Compassion Fatigue and Compassion Satisfaction        Work ...
PRIVATE PRACTITIONERS AND BURNOUT   Isolation   Business Concerns        Financial        Client base        Marketin...
INTERVENTION WITH THE INDIVIDUAL Direct Action Palliative Action BASIC IDS      Behavior      Affect      Sensation ...
EPILOGUE:  CROSS-CULTURAL COMPARISONS Victor       Savicki (2002) landmark study using the Maslach Burnout Inventory subs...
Upcoming SlideShare
Loading in …5
×

16 human service workers in crisis

2,109 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,109
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
40
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

16 human service workers in crisis

  1. 1. HUMAN SERVICES WORKERSIN CRISIS:BURNOUT, VICARIOUS TRAUMATIZATION, AND COMPASSION FATIGUE Chapter Sixteen
  2. 2. HELPING PROFESSIONALS: PRIME CANDIDATES Nature of the job is to be intensely involved with people who are in need of assistance. Recipe for burnout:  High levels of motivation  Idealistic  Expectation that their work will give their life a sense of meaning Many helping professions have historically low success rates. Human service field is becoming more difficult .
  3. 3. DEFINING BURNOUT Historical roots from the 1970s  “Burned out” physically, emotionally, spiritually, interpersonally, and behaviorally to the point of exhaustion. Herbert Freudenberger (1974, 1975)  Described young, idealistic volunteers working in alternative health-care settings who started to look and act worse than many of their clients. Burnout consists of the following:  Lost energy to the point of exhaustion  Lost enthusiasm to the point of absolute indifference  Passion is replaced by cynicism  Complete lack of confidence that your work is having any positive impact
  4. 4. DYNAMICS OF BURNOUT Foundation Blocks of Burnout  Role ambiguity  Role conflict  Role overload  Inconsequentiality  Isolation  Autonomy Research on Burnout Dynamics Myths That Engender Burnout Symptoms of Burnout  Behavioral  Physical  Interpersonal  Attitudinal
  5. 5. DYNAMICS OF BURNOUT Levels of Burnout  Trait  State  Activity Stages of Burnout  Enthusiasm  Stagnation  Frustration  Apathy
  6. 6. WORKER–CLIENT RELATIONSHIPS Countertransference Secondary Traumatic Stress  Vicarious Traumatization  Compassion Fatigue Compassion Satisfaction
  7. 7. THE CULPABILITY OF ORGANIZATIONS Much of the responsibility lies with the employer.  Employee’s influence on policy and procedures  Employee’s level of autonomy  Employee’s feeling of appreciation Employers should provide consultation and supervision. Employers should offer support, social connection, and self-care opportunities.
  8. 8. SELF-RECOGNITION OF BURNOUT NO ONE IS IMMUNE! Everyone has a blind spot. Typical MO is to increase effort (actually increases the problem) rather than attempting to change the situation.
  9. 9. INTERVENTION STRATEGIES Assessment  Burnout  Compassion Fatigue and Compassion Satisfaction  Work Environment Intervention Through Training Intervention With the Organization  Burnout-Proofing an Agency  Social Support Systems  Support Groups  The Individual and the Organization Self-Care
  10. 10. PRIVATE PRACTITIONERS AND BURNOUT Isolation Business Concerns  Financial  Client base  Marketing services Maintaining a Public Presence Difficult Work Schedule  Evenings  Weekends  Few vacations
  11. 11. INTERVENTION WITH THE INDIVIDUAL Direct Action Palliative Action BASIC IDS  Behavior  Affect  Sensation  Imagery  Cognition  Interpersonal relationships  Drugs/biology  Setting
  12. 12. EPILOGUE: CROSS-CULTURAL COMPARISONS Victor Savicki (2002) landmark study using the Maslach Burnout Inventory subscales General environmental work measures Individual conformity measures

×