Compassion fatigue (CF) is the state of emotional, physical and mental exhaustion brought on by the stress of helping others who are often experiencing trauma. Indeed, CF has also been called Secondary Traumatic Stress. Compassion fatigue (CF) is corrosive to even the most successful organizations; the more dedicated and impassioned the staff, the more likely they are to push themselves toward burnout. They become victims of their own success. Even in small numbers, cases of CF can metastasize to impact an entire organization. Caregivers’ inability to engage in self-care leads to low morale, higher turnover rates, and critical errors in practice. An emotionally and mentally healthy workforce of volunteers and staff help to ensure ethical practices in the field and the ability to fulfill its mission.
Signs of CF can initially be hard to spot. Some of the warning signs, such as inability to leave work at work or a strong personal reaction to clients’ setbacks or successes, can be identified as dedication to the job. The differences can be subtle. Furthermore, helpers are often the last to ask for help themselves. Some of the important warning signs include:
• High or unrealistic expectations to “save” everyone
• Isolating from others or difficulty in getting along with co-workers
• Intrusive thoughts about work or clients when away from work
• Difficulty in sleeping or nightmares which leads to chronic fatigue
• Difficulty concentrating on or completing tasks
• Increase in physical ailments such as gastrointestinal upset and headaches
• Increase in use of alcohol or drugs
Organizations suffer when CF rates among staff are high. They suffer in efficiency, in team cohesiveness and ultimately, they suffer in their ability to achieve their mission. Many non-profit organizations already facing the challenges of low-wages, poor physical work environments and instability in management have a higher than average rate of compassion fatigue. Symptoms that organizations are suffering from systemic compassion fatigue include:
• High absenteeism and staff turn-over
• Inability for teams or individuals to work together
• Low morale
• Adversity to change
• Lack of vision for the future
An article published by the British Medical Journal concludes that organizations “should develop a coordinated and cooperative approach to training and managing field workers.” Protecting workers from CF and burnout occur at the personal, professional and organizational levels. A successful compassion fatigue program works directly with staff to help strengthen their resistance and resilience. It also requires consulting with organization management to create an environment that minimizes CF.
Interventions, therefore, need to also occur at the personal, professional and organizational levels. Personal interventions include self-care, mindfulness, creating support systems and healing/ nurturing activities. Professional interventions include supervision, professional development, positive work-life balance, peer support, time management and assertiveness skills. Organizational interventions include ensuring adequate staffing levels, providing comfort and safety, team building, knowledge of compassion fatigue/ secondary traumatic stress and creation of professional self-care guidelines.
The benefit to the organization is a decrease in staff and volunteer burnout. When staff and volunteers are healthy and are able to stay longer in their position and the vision and mission of the organization remains uncompromised.
To schedule a training on Compassion Fatigue Reduction and Workplace Resilience, contact Renee Branson, MA, NCC. 720-220-1152
