February 4th, 2021 by Caregiving Kinetics
November 5th, 2019 by Caregiving Kinetics
Resilience is the ability to adapt to difficult situations. Resilient caregivers find the strength to continue to help others, even in the face of adversity. How do caregivers develop resilience?
Based on research and practice, I have created a model of caregiver resilience. In this model, caregiver resilience is developed across five domains represented by “R” words: Roles, Relationships, Realities, Rewards, and Readiness.
- Understanding ROLES involves making adjustments to an emerging caregiving story. Resilient caregivers learn what it means to fulfill a caregiving role. They know that the care receiver didn’t choose to be in this position, and they socially adapt to the changing conditions of their loved one.
- Honoring RELATIONSHIPS allows caregivers to nurture, and continue to be present, for the important people in their lives. While the functions of caregiving may change the nature of interactions between participants, the historic relational bond between caregivers and their loved ones motivate resilient caregivers to continue to be there.
- Confronting REALITIES enables caregivers to deal with the hard parts of caregiving. Instead of denial or discouragement, resilient caregivers realistically assess and strive to overcome the challenges they experience while caregiving. Although some things cannot be changed, acknowledging and embracing what is hard enables caregivers to endure and occasionally triumph.
- Cultivating REWARDS opens the mind and heart to the good parts of caregiving. Sometimes adversity reveals unexpected blessings, such as personal growth, moments of joy, paradigm shifts, or enhanced relationships. Resilient caregivers seek and recognize the good even as they struggle with the bad.
- Practicing for READINESS is how caregivers prepare themselves to offer appropriate support to their loved ones. Resilient caregivers are not innately endowed with the ability to deliver the tasks of caregiving; it is only through practice (trial and error) that they develop the sustainable capacity to do what is physically required for a loved one in need.
This model of caregiver resilience allows caregivers and the professionals who support them to review a current care situation, impose a frame on it, and assess the implications. It’s a learning model. By examining a care situation in this manner, the reflective caregiver or practitioner can identify problematic areas, formulate strategies for improvement, and evaluate progress over time.
If you’d like to invite Dr. Blight to speak to your group about the caregiver resilience model, please contact us.
February 22nd, 2019 by Caregiving Kinetics
Caregiving consultant and healthcare keynote speaker Dr. Aaron Blight takes time to post topics and answer questions on Quora about caregiving organizational development, senior care, healthcare consulting, and many other topics. In this month’s post, we highlight his recent question regarding how employers can support employees who are caregivers.
Employees who are family caregivers find themselves asking this question: which comes first, my job or my family?
“Checklist care” is faster and easier to provide because it focuses on the physical needs of the care receiver.
Caregiving has the potential to tip the scales of balance that conscientious people strive to achieve in doing good, both at work and at home. Family caregivers go about their daily lives knowing that at any particular moment, they may have to drop what they are doing to attend to the needs of their loved one.
Your family is important. Your job is important. Family and work should not be mutually exclusive, but sometimes, for caregivers, they are. Or at least it seems like they are.
The Family Caregiving Alliance (FCA) has gathered some statistics about caregivers who work. Here are a few of the highlights from the linked page:
- 70% of working caregivers suffer work-related difficulties due to their dual roles.
- Many caregivers feel they have no choice about taking on caregiving responsibilities (49%). This sense of obligation is even higher in caregivers that provide 21 or more hours of care per week (59%) and live-in caregivers (64%).
- 60% of caregivers in 2015 were employed at one point while also caregiving.
- Only 56% of caregivers report that their work supervisor is aware of their caregiving responsibilities.
Employees bring their “whole selves” to work. As much as an employer might want to tell an employee to keep personal problems at home, it’s never quite that easy, especially for family caregivers. While at work, family caregivers may become distracted or preoccupied with their loved one’s needs; they may show signs of depression or moodiness; or their actual work performance may be affected. In turn, employers are confronted with lost productivity and potential performance management issues.
The Path Ahead
Employers need to understand these caregiving challenges. It has become a business necessity. Our aging population signals that there will be an ever-increasing number of employed family caregivers for the foreseeable future.
Employers need to do better helping employees who are serving as family caregivers. According to the FCA, approximately one-quarter or less of the caregivers surveyed stated that they have access to employer-sponsored support (e.g. support group discussions, ask-a-nurse type services, financial or legal consultation, and assisted living counselors).
What can employers do? They can take steps to ensure that work and family caregiving are not mutually exclusive ideals. Here are some suggestions:
create policies that permit accommodations for employees who are family caregivers, such as flextime and flexplace.
make counseling services available to employees who juggle family caregiving responsibilities.
start a caregiver support group for employees.
establish pathways to professional services that meet the needs of employed caregivers, including home care, assisted living, legal and financial help, and/or geriatric medicine.
facilitate training opportunities for employees to develop their capacity to care for aging and disabled loved ones.
educate managers on caregiver discrimination (strong word, I know) so that employees are not presumed to be less committed to work simply because they care for a loved one in need at home.
We hear lots of discussion about equal employment opportunity and fostering supportive workplace environments for people of all races, genders, and ethnic backgrounds. Family caregivers come from all backgrounds, but in the dialogue about supportive workplaces, the needs of this growing segment of the workforce are often overlooked. It’s time for bosses, employers, and governments to take a hard look at the plight of the employed family caregiver.
Today I had the privilege of delivering the keynote address at Beloved Foundation’s REACH Oncology Symposium at the University of California Riverside. Attendees were from oncology-related organizations, including healthcare providers and advocacy groups, with professional backgrounds in nursing, social work, and patient advocacy.
Regardless of organization or official role, it was apparent that each person in attendance is passionate about helping cancer patients. Most (if not all) have a personal connection to cancer that prompted them to do this work. While the Symposium didn’t include patients, I could easily see the commitment these good people have to providing relief and assistance to patients and their families.
As a bit of an experiment, I asked attendees to turn to the “neighbor” sitting next to them and describe the work role that prompted them to attend today’s meeting. After a minute of discussion amongst themselves, I invited the entire group – by show of hands – to share if the “neighbor” talked about their role in terms of others or in terms of themselves. Every single attendee spoke of what they do in terms of other people.
I wasn’t surprised by the show of hands. People who enter caring professions usually have altruistic motivations and find intrinsic satisfaction in service to others.
Often these most admirable qualities are also what lead caregivers to prioritize the needs of others over their own personal needs. An unfortunate and unintended consequence can be compassion fatigue – a state of physical, emotional, and/or spiritual depletion associated with caring for others.
In the ensuing discussion, we talked about the importance of not only caring for others but also caring for yourself. It’s not selfish to acknowledge you have needs. Caregivers are always more effective if they nurture body, mind, and spirit, recharging their personal batteries and developing the resilience to carry on for those who depend on them.