Definitions/origins | Personal resilience definition | Difference in definitions highlights tension between organisational and individual definitions — so will vary by personal experience and also by how expectations are spelled out |
Professional resilience definition |
Organisational resilience definition |
Use of the term in multiple contexts at work |
Resilience as part of personality/individual characteristics |
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Costs of endeavouring high resilience | Saying no/obstructive behaviours | Exemplifies a conundrum — resource-preserving strategies for individuals (for example, cutting clinical hours) may in turn deplete resources for patient care |
Effect on colleagues |
Effect on patients — reduced access, reduced continuity |
Consumption of resource — time and financial |
Human cost to GP |
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Benefits of high resilience | Organisational benefit — improved working conditions, staff retention | Preserving resilience links to beneficial individual, organisational, and patient outcomes and serves to preserve capacity in a stretched system |
Improvement of outcomes for patients |
Personal benefit — improved mental health, reduced burnout, performing well at work, job satisfaction, career progression, being able to ask for help, a reserve capacity for the future at work |
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Relationships between personal and professional resilience | Professional resilience can be learned | Need to recognise the work–home and work–person interface; a holistic consideration is needed |
Both are interlinked |
Both are separate |
Can be different at home and at work |
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Enhancers of resilience at work | Good communication | The data corroborate that social factors in situ are crucial; no mention of formal training |
Mentoring/support from colleagues |
Accepting failure is part of work |
Good team around you |
Socialising in and out of work |
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Reducers of resilience at work | Burden of fear of complaints/litigation | This theme illustrates how resilience could be enhanced by focusing GPs on meaning of their work, and putting in place administrative systems to combat ‘administration overload’ |
COVID-19 working |
Organisational change |
Overburdensome regulator |
Appraisal and revalidation process |
Workload/work intensification/time pressures |
Financial/partnership/business/estates pressures |
Poor work relationships |
Meeting patient demand |
Burdensome IT systems |
Workforce issues |
Isolation at work |
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Enhancers of resilience outside of work | Hobbies | Finding balance with activities outside work is crucial; which of these are most effective depends on the individual |
Mental health |
Good sleep |
Exercise |
Coping with personal adverse circumstances |
Family support/life partner support |
Friends (medical and non-medical) |
Work–life balance |
Pet ownership |
Religious faith |
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Reducers of resilience outside of work | Perfectionism | Both external events and influences, but also personal tendencies such as perfectionism, need to be recognised |
Social media |
Chronic ill-health |
Challenge in personal life |
Life events |
‘Always-on’ culture |