**6. Organizational interventions**

Organizational interventions focus primarily on making systematic changes to the work environment, including demands and resources, duty schedules, and interactions with leaders and colleagues.

a.**Work environment intervention**: High demands on HCWs is a primary contributing factor to increased burnout. The 24/7 nature of professional duties affecting personal and family life, the complexity of patients' medical and social needs, increased medical documentation requirements, financial constraints, and lack of administrative support for clerical tasks are adding to the daily demand. Burnout has also been linked to the number of working hours, the number of night duty, longer duration shifts, and consecutive working days.

Interventions like adding medical assistants, offloading clerical tasks, reducing patient–nurse ratios, and improving workload by streamlining workflow or adding clinical support are the most common strategies for burnout reduction, particularly for physicians [32]. Studies have shown improvement in burnout by reducing resident duty hours, physician hours in intensive care units, and teaching rotations [19, 31]. These approaches resonate with the excessive workload as a contributor to burnout. HCW burnout is not simply because of the increased workload. It also occurs when high demands are not in concurrence with resources and organizational support. Leaders can use this knowledge to reduce burnout by balancing new needs with allocated resources.


profession altogether [35–37]. Organization support can lead to significantly less emotional exhaustion and better safety culture among these HCWs [37].

d.**Interactions with colleagues**: Improving teamwork can profoundly affect HCW interactions with colleagues and their overall work environment. A study among almost 8000 HCWs demonstrated that HCWs routinely exposed to rudeness in their workplace had significantly higher levels of exhaustion emotionally and depression than those not exposed [38].
