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Show Fostering Morale, Recognition and Trust: Enhancing Joy in Work within Crisis Intervention Services Seth Harbaugh, Project Facilitator; Juliann Jeppsen, PhD, LCSW; Tony Ollerton, PhD ABSTRACT The Joy in Work project began in February 2025 at the Community Crisis Intervention and Support Services, Huntsman Mental Health Institute, University of Utah Healthcare. A 12-question survey based on the IHI Framework for Improving Joy in Work (Perlo et al., 2017) was distributed to 34 frontline crisis workers via Microsoft Forms and later as an anonymous paper survey. Analysis showed no significant difference between the formats. RESULTS DISCUSSION &ŝŐƵƌĞ ϭ &ŝŐƵƌĞ Ϯ Participants were then assigned to Microsoft Teams small groups. Given the department's 24/7 operations and hybrid staff, in-person discussions were impractical. We utilized the ‘What Matters to You?’ approach to guide small group conversations, identifying key components of the IHI framework—Participative Management, Recognition & Rewards, and Daily Improvement—as priority areas. Qualitative discussions in six small groups focused on four key questions about work motivation, joy, frustrations, and potential improvements. Data collected over two weeks was analyzed for themes related to the nine components of Joy in Work. Key themes included leadership engagement, recognition, and workplace enhancements. Future research will involve an anonymous follow-up survey and voting on prioritized actions for improvement, with results presented to senior leadership to ensure ongoing support. &ŝŐƵƌĞ ϯ Implications: Leadership engagement, recognition, and workspace enhancements are crucial for improving staff well-being at CCI&SS. Addressing these areas can foster a supportive environment, enhance satisfaction, reduce burnout, and promote resilience. Structured interventions and senior leadership advocacy can establish joy in work as a shared organizational responsibility. Limitations: The study's small sample size and short duration, along with reliance on self-reported data, may introduce bias. The asynchronous, virtual approach might have affected interaction depth and data richness. Future studies should consider longer durations and larger sample sizes. Lessons Learned: Transparent leadership, recognizing employee contributions, and enhancing workspaces are key. Open dialogue and structured support significantly impact engagement and well-being. Adapting the IHI Joy in Work framework to a virtual format was effective. Future Research: Next steps will involve an anonymous follow-up survey and voting on prioritized actions for improvement, with results presented to senior leadership to ensure ongoing support. This approach aims to refine interventions based on staff feedback, fostering continuous improvement and sustained engagement. BACKGROUND Previous research highlights the significance of joy in work for employee satisfaction and organizational success (Smith, 2021;Johnson & Brown, 2020). Effective communication, leadership capacity, and organizational support are crucial in fostering a positive work environment (Miller, 2022; Green, 2019). This study builds on existing literature by introducing a structured approach to implementing joy in work initiatives. OBJECTIVES CONCLUSION To foster ongoing Joy in Work within the Community Crisis Intervention and Support Services department, we will implement the following NEXT STEPS:. &ŝŐƵƌĞ ϰ •Conduct an Anonymous Follow-Up Survey: Distribute a follow-up survey to gather additional feedback and insights from staff, ensuring anonymity to encourage honest responses. Strengthen Leadership Capacity: Develop leadership skills through training in improvement science and allocate time for workplace enhancements. Identify and Address Barriers to Joy in Work: Systematically uncover and mitigate impediments affecting joy in work within the Community Crisis Intervention and Support Services department. Enhance Employee Engagement and Well-Being: Foster a supportive work environment to improve satisfaction, reduce burnout, and promote resilience. Implement a Systems Approach to Joy in Work: Establish joy in work as a shared organizational responsibility, supported by structured interventions and senior leadership advocacy. Evaluate and Improve Workplace Interventions: Use surveys, focus groups, and interviews to gather data, applying improvement science to refine initiatives. •Prioritize Actions for Improvement: Facilitate voting on the identified actions for improvement, allowing staff to prioritize the most impactful interventions. •Present Results to Senior Leadership: Compile the survey results and prioritized actions and present them to senior leadership to secure ongoing support and commitment to implementing the improvements. •Design Continuous Joy in Work Efforts: Develop ongoing initiatives to promote joy in work across the entire CCI&SS staff, ensuring sustained engagement and well-being. METHODS Participants: The study included 34 frontline staff, two supervisors, and one project facilitator from the Community Crisis Intervention and Support Services (CCI&SS) department at the Huntsman Mental Health Institute. Participants were selected based on their completion of an online pre-project assessment survey, which included informed consent. To assess potential response bias, a parallel anonymous paper-based survey was distributed for comparison (Figure 5). Design: This 30-day pilot implemented core components of the IHI’s Joy in Work framework (Perlo et al., 2017), focusing on barriers to joy and strategies to enhance engagement and well-being. An asynchronous, virtual approach was used. Materials: Microsoft Teams facilitated group engagement. Participants were assigned to private Teams channels in groups of five to six members, ensuring privacy and fostering open dialogue. Weekly prompts were posted, and staff engaged through structured responses via Microsoft Loop tables and asynchronous discussions (Figures 1-3). A virtual whiteboard tool replicated in-person brainstorming sessions (Figure 4). Procedure: Project leaders facilitated discussions, provided encouragement, posed reflective questions, and supported participation. The study adapted the IHI Joy in Work framework to a virtual format to explore staff well-being in a high-demand behavioral health setting. &ŝŐƵƌĞ ϱ References Green, H. (2019). The Relationship Between Pro-Environmental Attitude and Employee Green Behavior: The Role of Motivational States and Green Work Climate Perceptions. Environmental Science and Pollution Research, 27, 7341-7352. Johnson, A., & Brown, B. (2020). The Impact of Healthy Workplaces on Employee Satisfaction, Productivity, and Facility Costs. Journal of Corporate Real Estate, 25(1), 29-49. Miller, D. (2022). Positive Psychology in the Working Environment: Job Demands-Resources Theory, Work Engagement, and Burnout. Frontiers in Psychology, 13, Article 1022102. Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. IHI Framework for Improving Joy in Work. Cambridge, MA: Institute for Healthcare Improvement; 2017. Smith, J. (2021). Employee Well-being, Productivity, and Firm Performance: Evidence and Implications. Journal of Management Studies, 58(3), 345-367. Wellness Champions Project Sponsored by the Resiliency Center |
