Decision-Making Under Stress

 

The life of every human being is a collection of decisions. Humans face challenges at every stage of life that require them to make critical decisions. Some of these decisions are straightforward, while others can be quite difficult. Tough choices can cause stress, which may lead to health complications; however, life must go on, and regardless of how challenging or stressful the decisions may be, they must be made. Occasionally, the importance or severity of a decision can mean the difference between life and death. For instance, the treatment of an extremely ill person, where a medical professional's ability to make critical decisions could determine the patient's survival. No one wants to find themselves in such situations; nevertheless, this is a reality of life, illustrating how split-second choices can be crucial for survival. One example of a life-altering choice is the decision to relocate to a new city for education or better career prospects, which often leads individuals to start life anew with the hope of achieving something greater.

There is a higher chance that critical decision-making can contribute to chronic stress, potentially jeopardizing the long-term well-being of an individual. The most common cause is the psychological burden of leadership faced by executives and medical professionals, which leads to extreme stress. Research suggests that burnout is one of the most prevalent effects of making decisions under high stress, and its symptoms include emotional exhaustion, depression, and a decreased sense of personal accomplishment (1). Studies indicate that burnout among physicians is a growing concern, with prevalence nearing or exceeding 50% (1). This suggests that for many physicians and medical professionals, there is a potential imbalance between personal and professional life; as a result, they may shift their focus entirely to their careers, neglecting their well-being. There is evidence that professional burnout negatively impacts patient care and safety. It affects the physician’s professionalism and self-care and threatens the healthcare system (1).

Research suggests that hospital preparedness is highly important for dealing with critical situations, and both structural and non-structural preparedness play crucial roles (2). Apart from these, a highly trained healthcare workforce is required to manage crisis incidents (2). Studies indicate deficiencies in knowledge and experience among hospital staff, highlighting the need for robust training standards to help healthcare professionals successfully manage mass casualty incidents (2). There is significant emphasis on effective training related to mass casualty incidents and disasters, and the most common mechanism for this involves the completion of organizational competencies by individual employees, as well as the improvement of teamwork skills (2). Additionally, healthcare professionals must demonstrate leadership, conflict resolution, and management skills (2). With enhanced preparedness and ongoing skill development, extreme levels of stress can be prevented or reduced, allowing healthcare professionals to provide the highest level of care to patients.

There is an increasing need for the development of emotional resilience among healthcare professionals, as dealing with frequent critical cases can have a psychological effect. Anxiety is one of the prominent factors that arise in healthcare professionals as a result of crisis intervention, contributing to impairments in mental reasoning and abstract thinking skills while also leading to a lack of attention and coordination (3). Emotions such as fear and anxiety can affect problem-solving skills and performance (3). The decline in the ability to problem-solve can reduce the effectiveness of healthcare services provided to patients (3). Given the severe health consequences that professionals may face due to continuous exposure to critical cases, self-regulation techniques are essential. These techniques include mindfulness, cognitive reframing, and stress inoculation training, all of which aid in managing stress effectively. Additionally, developing support systems within healthcare settings, such as peer debriefing sessions and workplace mental health resources, can play a crucial role in reducing burnout and sustaining professional well-being.

The presence of teamwork, along with a focus on well-being, can buffer the adverse effects of stress on employees, contributing to a reduction in burnout (4). According to statistics, high levels of team support and strong well-being policies significantly reduce the impact of stress on burnout (4). This suggests that support and well-being at work, especially for healthcare professionals, are extremely important for reducing stress and enhancing decision-making abilities.

There is a significant impact of stress on human decision-making. This can lead to psychological problems, particularly in healthcare professionals, resulting in burnout and an imbalance in work-life balance. To reduce the severe effects of stress, hospital infrastructure and staff preparedness are extremely important for increasing the quality of care provided to patients. Stress management strategies, such as mindfulness, are essential for reducing burnout and improving the well-being of healthcare professionals. Additionally, team support and robust well-being policies serve as effective tools for reducing stress and burnout.

References

1. De Golia, S.G., Houston, L.J., Madaan, V., Zalpuri, I., Welton, R., Bernstein, C., Sengupta, S., Chaudhry, M.A. and Sudak, D.M. (2022). The Burden of Leadership: a Survey of Burnout Experiences Among Psychiatry Program Directors. Academic Psychiatry. doi:https://doi.org/10.1007/s40596-022-01675-4.
2. Goniewicz, K., Goniewicz, M., Włoszczak-Szubzda, A., Burkle, F.M., Hertelendy, A.J., Al-Wathinani, A., Molloy, M.S. and Khorram-Manesh, A. (2021). The importance of pre-training gap analyses and the identification of competencies and skill requirements of medical personnel for mass casualty incidents and disaster training. BMC Public Health, 21(1). doi:https://doi.org/10.1186/s12889-021-10165-5.
3. Deger, V.B. (2024). Editorial: Anxiety, burnout, and stress among healthcare professionals. Frontiers in Psychology, [online] 14(14). doi:https://doi.org/10.3389/fpsyg.2023.1348250.
4. Saud, J. and Rice, J. (2024). Stress, Teamwork, and Wellbeing Policies: A Synergistic Approach to Reducing Burnout in Public Sector Organizations. Administrative Sciences, 14(12), p.319. doi:https://doi.org/10.3390/admsci14120319.