Healthcare workers have never faced a medical crisis that compares to the coronavirus disease-2019 pandemic. This modern-day pandemic fight draws parallels to a war. Because of these similarities, it would make sense that the experiences frontline providers have when transitioning to a normal healthcare routine would emulate experiences service members voice when reintegrating home from a battlefield. These common experiences include a unified mission, an exhausting, adrenaline-packed responsibility, and a celebrity-like status to the public. The pandemic response consumed healthcare with one united mission, but as we reemerge from the pandemic and restore other aspects of our healthcare system, multiple missions develop and compete. Returning to a common routine and regular status can manifest feelings of disappointment in healthcare workers’ everyday lives and career choices and lead to a reexamination of priorities and professions. As an organization with a focus on high reliability, mitigating the harm to staff and delivery system may be our new priority. The risk of not facing this situation head on is a potential exodus of seasoned professionals contemplating their future and selecting other career paths, thus draining the current institutional knowledge and potentially deterring future generations from healthcare. Leaders in the healthcare industry need to take a proactive stance in addressing this reemergence. Integrated, proactive programming is needed utilizing evidence-based resiliency training from professional organizations such as the National Alliance on Mental Illness, the Department of Health and Human Services’ Substance Abuse and Mental Health Services Administration, as well as the existing Department of Defense programs. The Veterans Affairs has the backbone to develop and offer these programs and make a positive difference with Employee Whole Health efforts. Organized, evidence-based programming such as second victim education, mindfulness, and other personal skill building could be key to improving the lifelong well-being of our caregivers.

中文翻译：

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减轻大流行病重新出现对医疗保健的影响

与 2019 年冠状病毒病大流行相比，医护人员从未面临过医疗危机。这场现代流行病斗争与战争相提并论。由于这些相似之处，前线提供者在过渡到正常医疗保健程序时的体验将模仿服务人员在从战场重新融入家中时的体验是有道理的。这些共同的经历包括统一的使命、令人筋疲力尽、肾上腺素飙升的责任，以及公众名人般的地位。大流行应对以一个统一的使命消耗了医疗保健，但随着我们从大流行中重新出现并恢复我们医疗保健系统的其他方面，多个使命发展和竞争。回到普通的日常生活和常规状态可能会表现出对医护人员日常生活和职业选择的失望感，并导致重新审视优先事项和职业。作为一个专注于高可靠性的组织，减轻对员工和交付系统的伤害可能是我们的新优先事项。不直面这种情况的风险是，经验丰富的专业人士可能会外流，考虑他们的未来并选择其他职业道路，从而耗尽当前的机构知识，并可能阻止未来几代人从事医疗保健。医疗保健行业的领导者需要采取积极主动的态度来应对这种重新出现的问题。融合的，需要利用国家精神疾病联盟、卫生与公众服务部的药物滥用和精神卫生服务管理局等专业组织的循证弹性培训，以及现有的国防部项目，进行积极的规划。退伍军人事务部具有开发和提供这些计划的骨干力量，并对员工整体健康工作产生积极影响。有组织的、以证据为基础的计划，例如第二受害者教育、正念和其他个人技能建设，可能是改善我们的照顾者终生福祉的关键。退伍军人事务部具有开发和提供这些计划的骨干力量，并对员工整体健康工作产生积极影响。有组织的、以证据为基础的计划，例如第二受害者教育、正念和其他个人技能建设，可能是改善我们的照顾者终生福祉的关键。退伍军人事务部具有开发和提供这些计划的骨干力量，并对员工整体健康工作产生积极影响。有组织的、以证据为基础的计划，例如第二受害者教育、正念和其他个人技能建设，可能是改善我们的照顾者终生福祉的关键。