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2 results

  • Chapter 5 - How Emergencies, Incidents, Disasters, and Disease Outbreaks Affect People and Healthcare Practitioners

  • from Section 1 - The Nature and Impacts of Twenty-First-Century Healthcare Emergencies
  • Edited by Richard Williams, University of South Wales, Verity Kemp, Independent Health Emergency Planning Consultant, Keith Porter, University of Birmingham, Tim Healing, Worshipful Society of Apothecaries of London, John Drury, University of Sussex
  • Book:
    Major Incidents, Pandemics and Mental Health
    Published online:
    11 January 2024
    Print publication:
    01 February 2024, pp 15-22

  • Summary

    It is usual for humans to experience distress in the aftermath of emergencies, incidents, disasters, and disease outbreaks (EIDD). The manifestation, severity, and duration of the experiences that constitute distress depend on many intrinsic and extrinsic factors. Recent research has demonstrated that distress may be more ubiquitous than was previously thought, and that some interventions, even if well meaning, may not be helpful. Amelioration for most people comes with timely, proportionate, and targeted support and the passage of time. Validation of people’s experiences and minimising the medicalisation of distress are important in helping people to return to ordinary social functioning. This chapter looks at distress related to major events, including the scientific principles, impacts, and implications for intervention. The case study draws on the experience of three members of a pre-hospital team and how a challenging case affected them all.

  • Let us do better: learning lessons for recovery of healthcare professionals during and after COVID-19

  • Part of
  • Esther Murray, Kenneth R. Kaufman, Richard Williams
  • Journal:
    BJPsych Open / Volume 7 / Issue 5 / September 2021
    Published online by Cambridge University Press:
    19 August 2021, e151
    • Article
      • You have access
      • Open access
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  • The COVID-19 pandemic emphasises the need to rethink and restructure the culture of healthcare organisations if we are to ensure the long-term well-being and mental health of healthcare provider organisations and their staff. In this paper, we recognise the high levels of stress and distress among staff of healthcare services before the COVID-19 pandemic began. We identify lessons for care of healthcare staff and illustrate the paths by which support mobilises and later deteriorates. Although this paper focuses on NHS staff in the UK, we contend that similar effects are likely in most healthcare systems.