2002
DOI: 10.1191/0969733002ne557oa
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Nurse Moral Distress: a proposed theory and research agenda

Abstract: As professionals, nurses are engaged in a moral endeavour, and thus confront many challenges in making the right decision and taking the right action. When nurses cannot do what they think is right, they experience moral distress that leaves a moral residue. This article proposes a theory of moral distress and a research agenda to develop a better understanding of moral distress, how to prevent it, and, when it cannot be prevented, how to manage it.

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Cited by 582 publications
(706 citation statements)
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“…Almost all of the participants in our study, including companions, spoke about the increasing pressure on health professionals in LTC to compensate for low staffing levels by performing more tasks more quickly. The tension between cost and quality care has been welldocumented in literature on health care restructuring (Armstrong & Armstrong, 2010;Fine, 2006;Tudor Hart, 2006) and its impacts are addressed in the literature on the relationship between low staffing levels and the potential for moral distress (Austin et al, 2003;Cocco et al, 2003;Corley, 2002). LTC staff members have large numbers of residents, with greater care needs, and less time to spend with each of them.…”
Section: Limited Health and Human Resources: Cost Vs Carementioning
confidence: 99%
“…Almost all of the participants in our study, including companions, spoke about the increasing pressure on health professionals in LTC to compensate for low staffing levels by performing more tasks more quickly. The tension between cost and quality care has been welldocumented in literature on health care restructuring (Armstrong & Armstrong, 2010;Fine, 2006;Tudor Hart, 2006) and its impacts are addressed in the literature on the relationship between low staffing levels and the potential for moral distress (Austin et al, 2003;Cocco et al, 2003;Corley, 2002). LTC staff members have large numbers of residents, with greater care needs, and less time to spend with each of them.…”
Section: Limited Health and Human Resources: Cost Vs Carementioning
confidence: 99%
“…Others recommend that the structure of the management of the unit become more open via a shared governance model, thereby increasing feelings of autonomy and empowerment among health workers. [55][56][57] The actions taken on an organizational level are also similar to the tend and befriend model in a nursing work setting as they encourage nurses to tend and befriend one another by creating a supportive work environment. Examples of actions to be taken on an organizational level were presented previously.…”
Section: Actmentioning
confidence: 99%
“…Unit managers are recommended to create a positive care environment or culture where ethical practice is considered standard practice. 53,56 An ethical work environment is described as a unit where trust, respect, and open communication are used to create a sense of equality and shared decision making among members, thereby removing a sense of imbalance of power. 55 In the example with Nurse N, if she worked in what she considered an ethical environment, she would feel free to discuss openly her workload concerns with her nursing superiors and end-of-life decisions with the medical staff.…”
Section: Actmentioning
confidence: 99%
“…Despite the generalized preoccupations of researchers of the health field and their studies about work in care environments throughout the last two decades, many nursing professionals still face serious challenges in the performance of their duties (2,4) . Exhaustive routines, high demands for work and productivity, stress, precariousness in the cares rendered, lack of dialogue, banalization of death, and bureaucracy, among other characteristics, may influence the way nursing cares are carried out, resulting in feelings of impotence toward situations and apparent negligence to users (8) .…”
Section: Moral Distress In Nursing Practicementioning
confidence: 99%
“…When there are attempts to face conflicts, workers seem to be poorly answered in their requests, being often ignored by their leaders and heads, thus being insufficiently supported in the practice of their professional autonomy, and this may cause workers to feel angry, indignant, guilty, sad, hopeless, frustrated and impotent toward problems (2) .…”
Section: Descriptores Introductionmentioning
confidence: 99%