Interference: COVID-19 and the Impact on Potential and Performance in Healthcare | Zendy

Leslie M. Sizemore | Zendy; Shirley Peganoff-O’Brien | Zendy; Camille Skubik-Peplaski | Zendy

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Interference: COVID-19 and the Impact on Potential and Performance in Healthcare

Author(s) -

Leslie M. Sizemore,

Shirley Peganoff-O’Brien,

Camille Skubik-Peplaski

Publication year - 2021

Publication title -

work

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 0.5

H-Index - 50

eISSN - 1875-9270

pISSN - 1051-9815

DOI - 10.3233/wor-213512

Subject(s) - health care , transparency (behavior) , covid-19 , psychological resilience , productivity , interference (communication) , metric (unit) , unintended consequences , business , healthcare system , knowledge management , computer science , psychology , medicine , political science , social psychology , economics , computer security , marketing , telecommunications , channel (broadcasting) , disease , pathology , infectious disease (medical specialty) , law , macroeconomics

BACKGROUND: COVID-19 has had a significant effect on all aspects of life and occupational performance most recently. OBJECTIVE: This aim of this article was to discuss the concept of interference and the role that interference plays in productivity and potential across healthcare settings. METHODS: The framework design was the application of Bolea and Atwater’s interference framework to probe the COVID-19 pandemic within healthcare organizations. RESULTS: Leadership that focuses on transparency, frequent metric measurement can increase potential and then managing for unintended consequences can foster optimal occupational performance for both the practitioner and client. CONCLUSION: Interference is a critical concept in understanding organizational behavior. Transparent leadership is needed to adequately support organizations to create resilience in the workplace.

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