The Case of the United States (2)
Reframing the Covid-19 Crisis as a Problem
Bibliographic Data
| ID | 7299094 |
|---|---|
| Authors | Iva A Terwilliger (corresponding author), Kevin J O’leary (0000-0003-4715-5790, corresponding author), Julie K Johnson (0000-0002-7757-5529, corresponding author) |
| Year | 2021 |
| Volume | 11 |
| Issue | 1-2 |
| Pages | 309-320 |
| Publication date | 2021-12-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Social Quality (JOURNAL) |
| Journal identifiers | ISSN: 1757-0344 • E-ISSN: 1757-0352 |
| Publisher | Berghahn Books (PUBLISHER • GB) |
| DOI | 10.3167/ijsq.2021.11010218 |
| OpenAlex | W4200317606 |
| Language | EN |
| References cited | 6 |
Often when a problem is identified, it is quickly labeled and the process of looking for solutions starts. However, we should spend just as much time thinking about the problem itself. But what exactly should we focus on? Taking the time to think through and reframe problems leads to better problem-solving. The COVID-19 pandemic has been called a global crisis, and rightly so. Yet, there is something to be learned from framing it as a problem, or a series of problems, that provides us with an opportunity to look for different solutions. During the COVID-19 pandemic, many hospitals experienced staff turnover, and some nurses even left their jobs to become travel nurses. Clinical staffing challenges provide an example of how reframing may have led to better problem-solving
2019-20 coronavirus outbreak · Cognitive reframing · Coronavirus disease 2019 (COVID-19 · Economics · Framing (construction · Management · Pandemic · Political science · Public relations · Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2 · Staffing · Wicked problem · Disaster Response and Management · Engineering · Law · Medicine · Psychology · Social Psychology · Virology
| Citation velocity | historical |
|---|---|
| Highly cited | No |