After this huddle, staff should be able to:
- Identify how moral distress feels in their daily work.
- Recognize that these feelings often come from system barriers (like staffing) rather than personal choice.
- Discuss the importance of talking to peers or supervisors after a distressing situation to prevent burnout.
How to run the safety huddle
As the huddle leader, do the following:
- Before the huddle, review the huddle content and huddle leader notes.
- Have resources ready, such as policies, employee assistance programs, or SafeCare BC resources.
- Choose a scenario that fits your workplace and read it aloud.
- Use the guiding questions to lead the discussion.
- Use huddle leader notes as support while leading the discussion.
- Keep the discussion short to about 5-10 minutes.
Definition
Moral distress is the "knot in your stomach" or the guilt you feel when you know the right thing to do for a resident or client, but cannot do it because of obstacles like short staffing, tight schedules, policies, or procedures. It is a common reaction to workplace pressures, not a sign of personal failure. Protecting ourselves from this distress means sharing the burden as a team rather than carrying it alone.
Scenario for long-term care
Maria is a care aide at a busy care home. Today, her unit is short-staffed. While she is rushing to get residents ready for breakfast, Mrs. Kowalski—who is grieving—grabs her hand and asks, "Can you just sit with me? I’m so lonely." Maria knows the right thing to do is stay, but she has five other residents waiting for care. Heartbroken, Maria gives a quick pat on the shoulder and rushes out. She spends the rest of her shift feeling like a "bad caregiver" and wondering if she should have stayed despite the pressure.
Guiding questions for long-term care
- In Maria's position, what could she have said or done that might have helped both her and Mrs. Kowalski in that moment?
- If you saw a colleague looking upset after a similar interaction, what would you say to help them realize it wasn't their fault?
- How can we support each other during a chaotic shift to remind ourselves we are doing our best with the resources we have?
Facilitation tip: Watch for staff who try to act "tough" or dismiss their feelings. Encourage them to admit when a shift is emotionally hard, as "stuffing down" these feelings can lead to burnout.
Scenario for home care
David is a home health worker with a packed schedule. When he arrives at Mr. Singh's home, he finds that Mr. Singh has soiled himself. Cleaning and changing him properly will take far longer than the 30 minutes David has, and his next client is waiting on time-sensitive medication. David rushes through the cleanup. Mr. Singh goes quiet and looks embarrassed. Driving away, David feels angry — like he let someone down because the schedule left him no real choice.
Guiding questions for home care
- How did the tight schedule force David to make a "least-worst" choice?
- When you are caught between a client's needs and a scheduling policy, who is the best person to talk to?
- What support do you need from leadership to ensure you don't carry this anger home with you?
Facilitation tip: Listen for specific barriers like "communication" or "scheduling". If the team identifies a recurring stressor, commit to looking into that workflow after the huddle.
Huddle leader notes
- Create a safe space:
- Listen, respect all views, and be mindful of others’ challenges.
- Guide the discussion to focus on what participants can control. Move the conversation from complaints to solutions, strengths, and helpful actions. Invite anyone with specific concerns to talk with you after the huddle.
- Key discussion points: Use the objectives and key discussion points below to guide the huddle if needed.
- It’s not just you: Feeling distressed shows you are a caring professional.
- Don't suffer in silence: Talking to a supportive team is the best way to protect your mental health.
- Leaders have your back: Management is there to help guide you when resources are tight.
