Background/Objectives: Healthcare workers at the frontline of managing pandemics are at increased risk for adverse physical and mental health outcomes, which has been shown to result in burnout. The relationship between personal resilience and burnout among clinical and non-clinical healthcare staff working in an acute care setting was assessed at the start of the COVID-19 pandemic. Methods: A prospective cross-sectional survey design with electronic questionnaires was used to measure resilience (Connor-Davidson Resilience Scale,) and burnout (Maslach Burnout Inventory—Human Services Survey). Linear regression analyses were conducted to examine the relationship between resilience and emotional exhaustion, depersonalization, and personal accomplishment. Results: A significant inverse relationship between resilience and both emotional exhaustion and depersonalization, and a positive relationship between resilience and personal accomplishment were identified. Higher resilience scores were significantly associated with lower emotional exhaustion and depersonalization and higher personal accomplishment under pandemic conditions. Conclusions: Strategies to boost resilience organization-wide amongst healthcare staff providing patient care are critical for providing skills to reduce the onset of burnout and support employee mental health. From a pandemic preparedness lens, organizational-level emergency management should consider the importance of resilience-building among staff to proactively prevent burnout and its subsequent effects on patient-care and general hospital functioning.

Purpose: Sustaining high-functioning interprofessional teamwork in intensive care settings is essential for patient safety, workforce well-being, and reliable care delivery. However, evidence regarding the role of structured team-training interventions in already high-performing critical care teams remains limited. The purpose of this study was to assess the impact of the Team Training and Clinical Excellence Academy (TTrACE), a structured interprofessional team training program, on collaboration, psychological safety, need satisfaction, and team effectiveness in a critical care setting. Methods: We conducted a prospective pre-post evaluation of an interprofessional critical care team-training program in a medical/surgical ICU at a large academic hospital. The evaluation used previously published measures of collaborative environments and psychological need satisfaction, along with exploratory team-functioning items assessing shared mental models, psychological safety and communication, and perceived team effectiveness. Results: Of the 35 TTrACE enrollees, 28 (80%) consented to participate in the evaluation study. Baseline scores across collaboration, psychological need satisfaction, and team functioning were high and remained stable at one-month follow-up, suggesting preservation of strong team functioning over time. Descriptive improvements were observed in perceived teamness and shared mental models. Most respondents reported having an opportunity to implement TTrACE learnings in practice (11/13, 84.6%; 1 missing response). All respondents who answered the recommendation item indicated they were likely or very likely to recommend TTrACE to colleagues. Conclusions: In high-performing critical care environments, structured interprofessional training may contribute less to large measurable performance gains and more to reinforcing and sustaining relational, communicative, and psychological processes essential for safe patient care. These findings suggest that TTrACE may support the maintenance of high-functioning team environments in critical care, while future longitudinal and comparative studies are needed to examine longer-term impacts on team functioning, workforce well-being, and patient safety outcomes.

Purpose: Sustaining high-functioning interprofessional teamwork in intensive care settings is essential for patient safety, workforce well-being, and reliable care delivery. However, evidence regarding the role of structured team training interventions in already high-performing critical care teams remains limited. The purpose of this study was to assess the impact of the Team Training and Clinical Excellence Academy (TTrACE), a structured interprofessional team training program, on collaboration, psychological safety, need satisfaction, and team effectiveness in a critical care setting. Methods: We conducted a prospective pre–post evaluation of an interprofessional critical care team training program in a medical/surgical ICU at a large academic hospital. The evaluation used previously published measures of collaborative environments and psychological need satisfaction, along with exploratory team-functioning items assessing shared mental models, psychological safety and communication, and perceived team effectiveness. Results: Of the 35 TTrACE enrollees, 28 (80%) consented to participate in the evaluation study. Baseline scores across collaboration, psychological need satisfaction, and team functioning were high and remained stable at one-month follow-up, suggesting preservation of strong team functioning over time. Descriptive improvements were observed in perceived teamness and shared mental models. Most respondents reported having an opportunity to implement TTrACE learnings in practice (11/13, 84.6%; 1 missing response). All respondents who answered the recommendation item indicated they were likely or very likely to recommend TTrACE to colleagues. Conclusions: In high-performing critical care environments, structured interprofessional training may contribute less to large measurable performance gains and more to reinforcing and sustaining relational, communicative, and psychological processes essential for safe patient care. These findings suggest that TTrACE may support the maintenance of high-functioning team environments in critical care, while future longitudinal and comparative studies are needed to examine longer-term impacts on team functioning, workforce well-being, and patient safety outcomes.