・ Management and Triage―reduce disruptive or inefficient work flows and preserving self-esteem in ways possible for HCWs and patients. This might be achieved by policy, workflow design, and sufficient support staff. Resource allocation with these concepts in mind.

・ Logistical solutions to handle the multiple mandatory and regulatory expectations of HCWs can be offered at institutional level. Assisting the HCWs with compliance helps the healthcare system become compliant and efficient as a whole.

・ Flow design of the physical workspace to reduce interruptions, barriers to physical care of patients and improve safety. Need rank-and-file HCW (those closest to the problem) input on designs.

・ Reducing extraneous cognitive load and administrative toxicity―can the organization take on efforts to apply cognitive ergonomic principles? Use these human factor principles that apply to best use of HCW fund-of-knowledge and decision-making capabilities. Work strategies that are in alignment with best mental function will have better efficiencies and subsequently less stress.

・ Communication methods to be enhanced between administration, HCWs and patients.

・ Social and instrumental support of HCWs during crises and bad outcomes.

・ Allowing HCWs increase decisional control of their practice environment. Sometimes suggestions need to be anonymous to break the silence of staff worried about repercussions on their career.

・ Emotion management interventions―resources and education to assist emotion management to be provided.

・ Emotional work in dealing with patient distress needs to be recognized and accounted for as part of the efforts put forth by HCWs.

・ Psychological contract violation (e.g. of respect, empathy, trust, fairness, expected practice goals vs. expected business goals, etc.). and the perceptions thereof need to be addressed and mitigated for HCWs while still living in the world of the business of medicine.

・ Organizational trauma (OT), like mergers and acquisitions, downsizing, threats of downsizing and other such history should be acknowledged and factored in as the organization and its employees attempt to be resilient and move forward. This takes recognition of how OT affects the workers sense of security, self-worth, health, well-being and consequently engagement.