In a constantly changing world, volatility, uncertainty, complexity and ambiguity have become the norm. Generational evolution, technological advances and cultural diversity are transforming all areas of knowledge, including healthcare. These changes require new skills and competencies, with leadership becoming essential in the face of this uncertainty.1,2
Humanisation in healthcare is more necessary than ever. The Royal Spanish Academy defines “humanising” as “making something or someone have a human appearance or nature or show human influence, or conferring a more human character (in the moral sense), making something more friendly, fairer or less exacting.” Jane Goodall stated that “technology alone is not enough. We also have to put our heart into it.” This need for humanisation is gaining prominence in various disciplines, including management, human resources, economics and technology.
Since 1984, with the creation of the first INSALUD Hospital Care Humanisation Plan, various measures have been implemented to improve patient care. These include the creation of the patient care service, the extension of visiting hours and the implementation of post-hospitalisation surveys. These initiatives have been vigorously incorporated into the health policies of the autonomous communities, covering aspects such as organisational culture, citizen participation and self-care training for professionals.2
In Spain, thanks to the Humans Foundation and other movements that have incorporated the “H” to give visibility to the “human side” of healthcare work, humanisation has become a significant trend. However, according to a study by the Humans Foundation, 60% of patients do not feel listened to by healthcare professionals, and 25% consider that their experience has been unsatisfactory. This highlights the need to continue advancing in healthcare humanisation. It may seem somewhat paradoxical to talk about “humanising” healthcare or health services, when the essence of these is the human being, and the origin of healthcare institutions arises precisely from the need for someone to care for the sick person.3
Humanising organisations requires building a people-centred community, establishing quality relationships based on empathy and respect. Empathy is not an instinctive process, but requires learning and deliberation. We must bear in mind that we are not empathetic by nature; it is not easy to “put ourselves in someone else’s shoes.” The latest scientific studies on the ability to empathise with others indicate that it is not an instinctive process, but one of learning and mental preparation. The ability to understand and empathise with the pain of others is based on cognitive neural processes rather than on sensory ones. For health professionals, the development of so-called soft skills, such as communication, teamwork and leadership, is increasingly valued to complement their technical skills (hard skills) and improve patient care.2,3
In 2008, Jovell3 had already written that "the voice of patients must be heard," and indicated that there is a significant lack of connection between the functioning of the health system and the perception of citizens. "Why does a system that is described as "patient-cantered" take so little account of the patient in decision-making processes and the design of public policies?" In a context where patients have greater access to information and decision-making capacity, it is essential that health organisations adapt to these new demands. Humanising healthcare management involves fostering an organisational culture that takes into account not only the technical and clinical aspects, but also the needs and experiences of patients, their families, and healthcare professionals.4
As Lévi-Strauss5 said, “a well-ordered humanism does not begin with itself, but puts things back in their place. It puts the world before life, life before man, and the respect of others before love of self.” Humanisation offers us a unique opportunity to regain interest in the interaction and affective relationship between users, professionals, and organisations, and to achieve extraordinary results that can only be achieved by working together.2,5 This humanism in healthcare is not only a necessity, but an opportunity to improve the quality of care and the well-being of all those involved. It is a call to put our hearts into our work and to build a more humane and fair healthcare system for all. The implementation of humanisation in healthcare practice requires a comprehensive approach that encompasses both patients and healthcare professionals. It is not only about improving the patient experience, but also about creating a healthy and sustainable work environment for professionals. For patients, it means adapting care to the individual needs of each patient, respecting their values and preferences. This translates into personalised care that considers the particularities of each individual. In addition, it is essential to actively listen to patients and their families, providing clear and understandable information, which is known as effective communication. Creating physical spaces that are welcoming and comfortable is also crucial, as it helps reduce patients' stress and anxiety. For health professionals, it means providing resources and support programs to manage stress and prevent burnout. It is also key to offer professional development opportunities in soft and technical skills, thus promoting ongoing training. Fostering a work environment where the contributions of all team members are valued and respected is essential to creating a culture of respect.2
However, this humanism faces several challenges, including lack of resources, work overload, current work trends and resistance to change. Changing organisational culture and established practices can be a slow and challenging process. However, it also presents numerous opportunities to improve the quality of care and the well-being of professionals. Artificial intelligence (AI) can act as a humanising element in healthcare by personalising healthcare, thereby improving communication between patients and professionals. Through the analysis of large volumes of data, AI can identify patterns and predict specific needs, allowing healthcare professionals to offer more precise and personalised treatments. This not only improves clinical outcomes, but also makes patients feel more valued and understood. Emerging technologies can facilitate the humanisation of care, for example, through the use of information systems that improve communication and care coordination. Involving patients in the design and evaluation of healthcare services can lead to significant improvements in the quality of care. Investing in the training and development of healthcare professionals can improve their skills and competencies, promoting more humanised care.
Notwithstanding, as we have said, empathy requires a process of deliberation that involves taking another person's perspective, rather than being an instinctive and automatic process. In this sense, the main agents in the creation of value are people. Because the process of becoming ill makes people feel more vulnerable and fragile, the attitude of professionals, willing to respect people and their dignity in interaction with them, is fundamental: "I wish you would treat me as you would like to be treated in a similar situation, but taking into account my values. With your knowledge, advise me as if you were me."
The humanisation of healthcare is more than a necessity - it is an opportunity to transform the healthcare system and improve the quality of life of patients and professionals. In a constantly changing world, it is essential that healthcare organisations adopt a humanised approach, focused on people and their needs. The implementation of humanising practices requires ongoing commitment and collaboration between all those involved in the healthcare system. By putting our hearts into our work and building relationships based on empathy and respect, we can create a more humane and fair healthcare system for all.2
Humanisation not only improves the patient experience, but also contributes to the well-being of healthcare professionals, creating a healthier and more sustainable work environment. Ultimately, the humanisation of healthcare is a call to action for all of us, to put our hearts into our work and build a healthcare system that truly reflects the values of compassion, respect and human dignity. We cannot choose how we feel, but we can choose how we act on those feelings, how they made us feel and, above all, how we make them feel.
More than ever we need to define, study, enhance and research this humanisation in healthcare, that is the action of humanism, so that all of its active elements can guarantee the humanity necessary in healthcare systems, because humanisation is the ingredient that leads ordinary people to achieve extraordinary results.