What is it about?
In recent years, neuroscience and the social sciences have made great strides in understanding the phenomenon of compassion. Using these new findings, this article discusses the importance of rectifying the language associated with 'compassion fatigue' to better understand the symptom set. Research has shown that compassion may in fact mitigate the suffering associated with helping professions as a means to increase quality of life and workplace satisfaction.
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Why is it important?
The term 'compassion fatigue' has lead to the unfortunate concept of 'fear of compassion' which has caused some providers to lean away from providing compassionate care. Simultaneously, the health care industry has recognized the importance of compassionate care for patient satisfaction as well as the overall quality of care. This recognition has prompted the health care industry to request providers to increase their compassion. The article encourages a shift towards understanding compassion based on new research in neuro and social sciences to better support care providers, both in their personal connection to their work as well as workplace morale and satisfaction.
Perspectives
This article began as a curious dive into the history of 'compassion fatigue' as my own personal understanding of compassion did not include the ability to 'fatigue'. I began researching compassion from a neuroscience perspective to better understand the phenomenon of compassion and how it affected our mind and body. This dovetailed with new research that has been explored looking at empathy and boundaries as a means to maintain personal health and well-being, yet still care for our clients and patients. If nothing else, I hope this article brings about a deeper desire to understand ourselves as a way to better care for those around us.
Jenny DeDecker
Saybrook University
Read the Original
This page is a summary of: “Compassion Fatigue” is a Misnomer: How Compassion Can Increase Quality of Life, Creative Nursing, November 2020, Springer Publishing Company,
DOI: 10.1891/crnr-d-19-00086.
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