Abstract Introduction Neuro-Oncology providers and supporting staff operate in uniquely high-stress clinical environments characterized by patient suffering, prognostic uncertainty, and complex clinical and ethical decision-making, placing them at elevated risk for psychological distress and burnout. Although stress and burnout have been studied within the field of oncology and critical care, psychological resilience, the capacity to maintain or regain well-being in the face of adversity, remains underexplored as a measurable and modifiable component of care quality. Existing research in oncology has largely excluded Neuro-Oncology and has focused on adjacent specialties, limiting the development of tailored interventions to support well-being in these teams. Methods An anonymous, cross-sectional multi-institutional survey was conducted with Neuro-Oncology providers and staff. The Connor Davidson Resilience Scale (CD-RISC 25), a 25-item self-report questionnaire, was used to quantify resilience levels. The survey collected demographic and professional characteristics to assess formative healthcare and Neuro-Oncology experiences, perceived sources of resilience, and barriers to maintaining emotional well-being at work. Descriptive and comparative analyses were performed to examine resilience scores across roles, experience levels, and socioeconomic barriers to healthcare access. Anticipated Results Data collection will continue through May 2026. Based on findings in adjacent specialties, we anticipate that resilience scores will vary meaningfully across roles, experience levels, and resource availability. These differences may reflect structural and external factors such as role-based autonomy, emotional labor, or access to institutional support. Identifying these patterns will provide preliminary insight into how professional contexts shape resilience in Neuro-Oncology and will inform the design of equitable, role-specific interventions. Conclusion Supporting the well-being of Neuro-Oncology providers and supporting-staff is essential to sustaining high-quality, compassionate patient care. We plan to develop equitable, role-specific interventions to support resilience and well-being in Neuro-Oncology care teams.
Bobrovnikov et al. (Tue,) studied this question.
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