Discussion: Response to Peer 1: The effects of stress and burnout on clinical decision making

Questions: Offer a brief response to this peer with at least one original peer-reviewed article within the last 5 years. No more than 2 paragraphs. All references correctly must be cited in APA style. Please observe conventions of APA style as outlines in chapters two and three of the APA manual. In APA, you make a statement that verified in the literature and cite. Avoid making your posts article reviews. I am not looking for a summary of an article. I am looking for new ideas to a topic from peer-reviewed articles. If you rehash and reiterate something that was already stated in a post or something basic that we all already know, then you will not gain points. Do not state whether you agree or not. I am not interested in your opinions; I would rather you write something interesting. You are not writing social media and opinion pieces. Your posts should be free of bias and opinion. Avoid adjectives like "crucial" and "critical" etc. because in APA, those words must be defined, and because they seem opinionated and biased. Merely state findings and facts. Avoid exaggerated comments to your peers like "that was excellent." Just thank them and write your contribution. If your posts are just repeats of nothing new and filling up white space, then you will not gain points. I do not like fluff. Peer 1: The effects of stress and burnout on clinical decision making Burnout is a psychological phenomenon affecting providers, leading to emotional exhaustion, mental fatigue, and personal dissatisfaction with their work (Rollins et al., 2021). While burnout can impact any provider, mental health professionals are particularly vulnerable due to the challenges of working with mentally unstable patients (Yang & Hayes, 2020). Several factors contribute to provider burnout, with some being more predictive than others. Key factors include perceived job control, caseload, supervisor support, countertransference reactions, and personal mental health history (Yang & Hayes, 2020). Providers with greater autonomy in clinical decision-making, manageable caseloads that do not exceed an average of 44 hours per week, and supportive supervisors who conduct regular check-ins are less likely to experience burnout (Yang & Hayes, 2020). Countertransference, which involves developing a strong emotional attachment to patients, increases the risk of burnout (Yang & Hayes, 2020). Interestingly, providers with a personal history of mental health disorders similar to those of their patients may be protected against burnout, possibly due to their familiarity with the condition (Yang & Hayes, 2020). The implications of burnout extend beyond the providers themselves, affecting their patients as well. Burnout not only takes a toll on the physical and emotional well-being of the provider but also leads to high job turnover and decreased effectiveness in future roles (Yang & Hayes, 2020). Patients may become disengaged from treatment, negatively impacting their outcomes (Yang & Hayes, 2020). Research has identified several organizational characteristics that can reduce the risk of burnout, including a work culture that prioritizes patient-centered care over productivity, opportunities for professional development and self-care, and management practices that minimize bureaucracy (Rollins et al., 2021). References: Rollins, A. L., Eliacin, J., Russ-Jara, A. L., Monroe-Devita, M., Wasmuth, S., Flanagan, M. E., Morse, G. A., Leiter, M., & Salyers, M. P. (2021). Organizational conditions that influence work engagement and burnout: A qualitative study of mental health workers. Psychiatric Rehabilitation Journal, 44(3), 229–237. https://doi(dot)org/10.1037/prj0000472 Yang, Y., & Hayes, J. A. (2020). Causes and consequences of burnout among mental health professionals: A practice-oriented review of recent empirical literature. Psychotherapy, 57(3), 426–436. https://doi(dot)org/10.1037/pst0000317