As I write this editorial, I am just on my way home from attending the annual conference of the American Psychosocial Oncology Society Conference (APOS 2024). This conference offers an excellent sense of the emerging trends in psychosocial oncology and cancer patient care; and these trends usually have implications for oncology nurses. This year was no exception. There were several trends I heard about throughout various presentations that have clear implications for oncology nurses. The significance of these trends makes them calls for action on the part of oncology nurses both individually and collectively.
The first trend is the rapidly changing landscape of cancer care. We cannot just continue with our usual practices and ignore the changes that are unfolding. Not only did the pandemic force changes in the way we provide care (i.e., move to virtual platforms), but also changes in screening and diagnostic techniques and treatment approaches are upon us. These changes based on advancing science and technology have implications for recruitment to screening programs, patient management of side effects and education, and ethical considerations in decision-making about care.
A second trend is the ever-increasing number of cancer survivors and the reality of living one’s life after a cancer diagnosis. The complexity of cancer treatments and the resulting late- and long-term effects can present ongoing challenges for patients and families long after primary cancer treatment is over. As we learn more about the impact of living after cancer treatment finishes, we are beginning to understand more about what is needed to prepare individuals for this eventuality and the necessary supports they require during survivorship. The realities of providing survivorship care require that partnerships are created with our primary care colleagues who assist cancer survivors in their local settings. Yet, often these primary care colleagues are reporting uncertainty in knowing about the needs of cancer survivors and how best to care for them.
A third trend is that healthcare systems are stretched. Many countries are facing shortages in trained healthcare professionals and are expecting these shortfalls to continue. New models of providing care and new types of partnerships are needed. Collaborations among clinical, community-based, and volunteer agencies are more important than ever, and intentional consideration must be given to task shifting. Doing things the way we have done them over the years may no longer work. Creativity, flexibility, and openness to change are required. We need to look beyond the boundaries of our own institutions or organizations.
A fourth trend is the growing recognition that many types of diversity and inequities exist within the cancer population. This emerging recognition is stimulating the need to better understand the experiences of various members of the diverse communities as a foundation for knowing how best to respond. Interventions need to be tailored and adapted to the local context and the needs of the group members. To be effective, the tailoring of interventions must be based on, and incorporate the perspectives of individuals who are members of the diverse groups. This requires mutually respectful and meaningful interactions. Involving stakeholders in our research and practice change initiatives must be part of our ‘new normal’ in our planning and quality improvement.
As oncology nurses, coping with these trends will likely require working beyond our ‘comfort zone’ and demand we learn new knowledge and skills. Not only do we need to think about practice change in our own environments, but we also need to think about collective action – working together as a professional group to bring about awareness of the needs of patients and survivors, and the potential for viable solutions for meeting those needs.
I am confident we can ‘rise to the occasion’, respond to the need for action, and meet the challenges before us. Oncology nurses have a history of creativity and a capacity for finding innovative solutions for patient care. Given our motivation to make a difference for patients and their family members, and working together as a community of specialists, we can be effective in overcoming barriers and finding innovative care approaches.