Abstract
The systemic challenges confronting healthcare workers are often framed through individualistic concepts like burnout and moral injury, yet this obscures how these conditions produce a broader, collective transformation of the institutional care environment. The present study addresses this gap by investigating how the many challenges in rural Malawian district hospitals transform the broader work environment that ultimately impacts the quality of care. Employing an institutional ethnographic approach, the study drew on observation and in-depth interviews conducted in two district hospitals in rural Malawi. Our findings indicate that the many ongoing systemic challenges produced institutional-level collective behavioural responses that normalised detachment from patient care. We label this detachment as "culture of indifference," a sedimented, organisational-level orientation that is woven into the informal norms, unwritten rules, and taken-for-granted practices as the normalised way of functioning. The culture of indifference is a self-sustaining cycle composed of three mutually reinforcing elements: a systemic lack of effort to improve working conditions, a normalisation of dysfunction, and resigned passivity. For quality improvement initiatives to be effective in such settings, they must engage not only with individual behaviours but with the institutional culture that produces and reproduces them. This requires attending to what healthcare workers themselves identify as constraints on their practice and addressing the systemic signals that convey to those on the front lines that their work and their patients do not matter.