Burnout has become a familiar topic across health care, and the field of transfusion medicine and biotherapies is not immune. Professionals in our community work in environments where accuracy is essential, patient needs can change within minutes and services must remain available around the clock. At the same time, many organizations in our field face staffing shortages, increasing workloads, expanding regulatory requirements and growing technical complexity.
The traditional response to burnout often focuses on the individual. Employees may be encouraged to exercise, practice mindfulness, improve sleep, use employee assistance programs or develop greater resilience. These strategies can be valuable. However, they address only part of the problem. When burnout is driven by persistent workplace conditions, asking employees to become more resilient does little to change the conditions producing the exhaustion. Preventing burnout in transfusion medicine and biotherapies therefore requires looking beyond individual resilience and examining how our systems are designed.
By Edward Griffin MBA, MS, MLS(ASCP)SBB, CLS, CQA(ASQ), PMP, Contributing Writer
September 2026
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Transfusion is AABB’s scholarly, peer-reviewed monthly journal, publishing the latest on technological advances, clinical research and controversial issues related to transfusion medicine, blood banking, biotherapies and tissue transplantation. Access of Transfusion is free to all AABB members.
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