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Background <p>Healthcare teams encounter adverse events and medical errors, and inadequate awareness and support can leave these teams vulnerable as “second victims” (SV). The objectives of our study were to assess healthcare professionals’ understanding of the SV concept, evaluate the existing support systems in place, and identify the types of support mechanisms they consider most desirable.</p> Methods <p>In February 2024, the SV Experience and Support online survey was administered to healthcare workers in hospitals owned by Clalit Health Services, Israel. The survey focused on emotional responses following involvement in medical errors, perceived support from supervisors, and the availability of organizational resources. Statistical analysis was performed using SPSS statistical software. A Likert scale was used, where 1 represented “strongly disagree” and 6 represented “strongly agree.”</p> Results <p>The survey was sent to 6,645 physicians and 11,855 nurses. A total of 483 physicians and 1,359 nurses participated in the survey (7.2% and 11.4% response rate, respectively). Both physicians and nurses reported high emotional stress (Mean scores: 4.89 ± 1.17 and 5.16 ± 1.06, respectively, <i>p</i> &lt; 0.001) and embarrassment (Mean scores: 4.76 ± 1.16 and 4.94 ± 1.22, respectively, <i>p</i> &lt; 0.001) following errors, with a notable desire for peer support (51.6%). Sleep disturbances also highlighted the adverse events’ somatic burden and impact (Mean scores: 3.96 ± 1.49 and 4.22 ± 1.50, respectively, <i>p</i> = 0.002). The most desired support path was having a colleague to discuss the event (<i>p</i> &lt; 0.001).</p> Conclusions <p>Healthcare workers face a significant risk of becoming SV after unexpected medical events, and peer support is preferred. Program directors should therefore prioritize structured peer support initiatives, alongside robust formal systems and open communication, in accordance with workers’ preferences. Addressing gaps in resource awareness and refining managerial approaches is essential.</p>

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Uncovering unmet needs in healthcare teams: a cross-sectional study on the second victim phenomenon

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年5月20日

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  • Shani Fisher,
  • Ranit Djerassi,
  • Yulia Gendler,
  • Avinoam Pirogovsky,
  • Jacob Dreiher

摘要

Background

Healthcare teams encounter adverse events and medical errors, and inadequate awareness and support can leave these teams vulnerable as “second victims” (SV). The objectives of our study were to assess healthcare professionals’ understanding of the SV concept, evaluate the existing support systems in place, and identify the types of support mechanisms they consider most desirable.

Methods

In February 2024, the SV Experience and Support online survey was administered to healthcare workers in hospitals owned by Clalit Health Services, Israel. The survey focused on emotional responses following involvement in medical errors, perceived support from supervisors, and the availability of organizational resources. Statistical analysis was performed using SPSS statistical software. A Likert scale was used, where 1 represented “strongly disagree” and 6 represented “strongly agree.”

Results

The survey was sent to 6,645 physicians and 11,855 nurses. A total of 483 physicians and 1,359 nurses participated in the survey (7.2% and 11.4% response rate, respectively). Both physicians and nurses reported high emotional stress (Mean scores: 4.89 ± 1.17 and 5.16 ± 1.06, respectively, p < 0.001) and embarrassment (Mean scores: 4.76 ± 1.16 and 4.94 ± 1.22, respectively, p < 0.001) following errors, with a notable desire for peer support (51.6%). Sleep disturbances also highlighted the adverse events’ somatic burden and impact (Mean scores: 3.96 ± 1.49 and 4.22 ± 1.50, respectively, p = 0.002). The most desired support path was having a colleague to discuss the event (p < 0.001).

Conclusions

Healthcare workers face a significant risk of becoming SV after unexpected medical events, and peer support is preferred. Program directors should therefore prioritize structured peer support initiatives, alongside robust formal systems and open communication, in accordance with workers’ preferences. Addressing gaps in resource awareness and refining managerial approaches is essential.