system at work
ALEXIS BROOK
I
Colt
International
Early warning
4
satisfying it may be, work also brings its disappointments, frustrations and personality clashes. Signs of mental disorder often first appear at work and, if employer5 are alert and enlightened, they can provide an invaluable service for 'picking up' mental However
disturbance before it becomes serious. of the distribution of mental illness have indicated that, in a sample of a thousand of the adult population, there arc, at any one time, about two or three people in a mental hospital, six or eight attending psychiatric out-patient clinics, and about 60 or 80 under the sole care of their general practitioners for overt psychiatric illness. There will also be a much larger group of people who, although not suffering from psychiatric illness in the generally accepted sense of the term, none the less, will have minor symptoms of emotional difficulties for which they may or may not be receiving some professional assistance. Whether they seek help
Studies
or
not, and if
so
from whom, may vary
considerably.
physical pain easier to bear than mental pain and, therefore, experience their emotional difficulties as physical symptoms, they are likely to have little hesitation about consulting their doctor. If they find
hand, if they are actually worried about emotional problem, whether or not they particular to their doctor depends on their relationship with go him and on his attitude towards psychological difficulties. In either case, it is more than probable that physical or psychological symptoms arising from such conflicts would become evident at the individual's place of work, if only because more than half of his waking hours during the week are spent there. Therefore, it could be said that, in an industrial organization where the staff of the medical and personnel departments are trained to notice and identify early signs of such disturbance, many of the people experiencing emotional difficulties might receive help at a much earlier stage than would otherwise be the case. On the other
a
8
For practical purposes, the types of problem tha( ^ may present themselves in a work situation can
divided into
two
groups,
although they are arc personal or farnf)
mutually exclusive. First, there
problems, quite unconnected with the work situation but coming to light there. Second, there are ^ particular psychological problems arising from interaction between the individual and his worki11* t0 environment, i.e. the problems which give rise what is known specifically as 'stress at work'. most frequent problems in the category are the ones which arise at specif times of life when people arc changing fr0111 t0 one stage of development to another and so have make emotional readjustments. One example is ing the change from late adolescence to adultho0 when the individual usually experiences numerouS conflicts about finally relinquishing dependency an, becoming a fully responsible adult. Frequent spells0 sickness or uncertified absences during this phase often reflections of the strains, due to this process0 tC change, which may sometimes lead to the need in These strains regress. may show themselves variety of ways. For example, an intelligent young studcnt-apprcfl tice of 21 was causing concern to the training dcpafI, ment of his firm because he was having studying. Over the previous year he had had hca aches and some bouts of anxiety. His level of and study were below what was expected of him> ^ (, 11 he continued coming to work regularly and did consult his doctor. But two weeks before the tion he became acutely upset and was unable to | it. Investigation in his firm's medical departflic
The
^
difficl1^'
cxam^, J
indicated
that his recent breakdown, and his symthe were connected with all the difficulties past year, he was having in making the emotional ^adjustments in the transition from late adolescence to adult life. A number of supportive interviews over ensuing year helped him to face this change more and he was able to take and pass his lamination the following year. Another period of readjustment is mid-life and it ls that for men, as WeU as for increasingly recognized women, this is often a time of stress when both have to make the adjustment from the first to the second half of life. Disappointments often "have t? be faced and earlier hopes and ambitions may have t0 be reconciled with more realistic possibilities. For example, a skilled technician, in his early forties, in caused concern to his manager engineering because of a fallunit, in his level of work over a period of Several months. The consulted the personnel officer who felt that manager it would be helpful to refer the t^an to the medical department to see whether this Was a problem that could benefit from treatment. It emerged that, until a few years previously, he nad been reasonably contented both at work and in Vls Private life but since then he had had phases of ^hng fed-up and restless and for months had been feeling mildly depressed. \*e described in detail how it had been gradually awning on him that he had not achieved, at work, ,e P?sition for which he had hoped, and how, over e Past few years, he had had the greatest difficulty accepting that he had reached the peak of his ptoms
,
over
effectively
I
,
becoming
^Veral
increasingly
?
CaPacities.
Although this man was beginning to feel depressed
have consulted his doctor himself unless ?V-uld ad become not
much more marked. officer was able
However, because to identify his (jjffiav^?nr as a possible symptom of such personal culties, appropriate help could be arranged at an arly
b
Vi
^ersonnel stage.
example also illustrates another common situation. In the first half of life some people ward off full awareness of their difficulties in the hope that 'time will put things right'. With the change to the second half of life, awareness that this self-deception will no longer work often leads to an influx of overwhelming feelings of disappointment causing anxiety or depression. In such a situation expressions of dissatisfaction with either marriage partner or work may often be used to mask disappointment or frustration with the self. Awareness of the mid-life situation begins to crystallise out in the late thirties and this point ushers in middle-age, with all its problems?sexual, marital, and the possibility of conflict with adolescent children. The man who feels more deeply satisfied with his achievements in the first half of his life will be more likely to cope more easily with his mid-life situation. Similarly, the person who is able, at mid-life, to take stock of himself and his situation, to consider where things have gone well, where they have gone badly and to anticipate some of the personal difficulties ahead, will be better equipped to cope with problems connected with middle-age. He will be more likely to enjoy his middle-age and then, in due course, will be more able to deal more satisfactorily with the next major phase of readjustment at the end of middleage?the period of pre-retirement. The other group of problems to be considered are those which stem specifically from the interaction between the person and his work situation. Stressproducing interactions may be between the man and his job, the man and his colleagues or the man and the culture of the organization for which he works. Such interactions between the person and his job arise, for example, from under-work, over-promotion, and unexpected changes in the nature of his job. Taking the first example, it is not uncommon to find situations where the management do not require enough of the individual. He may be in a job which
This
9
does
him the opportunity to stretch his the full; this is often because his procapacities motions have not kept pace with his developing skills and abilities. Sometimes the difficulty stems from the man's attitude to work when he is not prepared to commit himself to the job to the maximum of his ability. In any of these situations, sooner or later, the individual usually begins to have doubts about his capacities, and to feel fed-up, insecure and disgruntled. can lead to difficulties, parin ticularly middle-age. A man who had been regularly promoted and succeeded in each new job may be promoted again because his record indicates that he might be able to carry the responsibilities of a more senior position. It can then become apparent that his capacities are no longer developing and so he is not up to the increased requirements. It is often very difficult for a man in this situation to be able to acknowledge this and accept demotion. He usually struggles on, and signs and symptoms of stress not
give
in the interaction between the individual and other
to
people at work. Strong feelings of rivalry, or mark^ competitiveness in the pursuit of power, may result $ uneasiness or anxiety. The employee may get 011
Over-promotion
inevitably appear. Changes in the nature of the job, due to technological innovations or administrative reorganization, are a common cause of stress. This is particularly marked if the changes are not managed well; if, for example, sensitive understanding is not given to the feelings of the people involved. One category which seems markedly affected by such changes are the very conscientious and methodical men, in their fifties, who may have been with the organization for ten or fifteen years, and in the same job for perhaps ten years. Such a man is well settled in his job, which he not only enjoys but also regards as his way of life. If there had not been any change he would have remained in his job for another ten years or so and then, almost certainly, retired contentedly. Because of technological changes or administrative reorganization, his whole way of life is disrupted, and he cannot easily adapt to the new situation and becomes dissatisfied, anxious and depressed. Other stressful situations may arise from difficulties 10
badly with his manager because of personal problem15 with authority. On the other hand a manager who may have bcc11 promoted mainly because of his technical skills not have the personality factors necessary in a m?rC senior manager; for example, the manager vM unable to tolerate his own weaknesses, handles h[s subordinates in a way calculated to undermine the'f self-confidence and then tries to establish more coi1' fidence in himself by authoritatively telling what to do, may be responsible for the lowering 0 morale and efficiency in the whole of his as well as causing an increase in the individual si^' ncss rate of his staff. level of stress within an organization be influenced by the degree of its concern ensure, for its employees, work satisfaction the fullest sense. In organizations where the person^ or medical department are interested in the gical, as well the the physical, well-being and enviro11' ment of the individual, trained welfare officers industrial nurses can help to identify psychologic difficulties at an early stage?often before the concerned would have thought of consulting doctor. In some cases the appropriately trainc welfare officer or industrial nurse alone can help person to work out his own solution, but in others industrial medical officer or the GP has to ^ involved. I These common problems account for a great of personal unhappiness and result in an enorm?u amount of lost working time through absences minor illness and through various forms of absent ism. The provision of suitably trained staff at to give people the opportunity, if they wish, to claf1' what may be going wrong, can be a major towards solving problems to the advantage of bot the individual concerned and his employer.
'
,?
,
th^
departm^'
The
Jlj
psycho^0
?|
pers0"
^
^
vvoj
stC^
'
1
lt
ALEXIS BROOK
I
Colt
International
Early warning
4
satisfying it may be, work also brings its disappointments, frustrations and personality clashes. Signs of mental disorder often first appear at work and, if employer5 are alert and enlightened, they can provide an invaluable service for 'picking up' mental However
disturbance before it becomes serious. of the distribution of mental illness have indicated that, in a sample of a thousand of the adult population, there arc, at any one time, about two or three people in a mental hospital, six or eight attending psychiatric out-patient clinics, and about 60 or 80 under the sole care of their general practitioners for overt psychiatric illness. There will also be a much larger group of people who, although not suffering from psychiatric illness in the generally accepted sense of the term, none the less, will have minor symptoms of emotional difficulties for which they may or may not be receiving some professional assistance. Whether they seek help
Studies
or
not, and if
so
from whom, may vary
considerably.
physical pain easier to bear than mental pain and, therefore, experience their emotional difficulties as physical symptoms, they are likely to have little hesitation about consulting their doctor. If they find
hand, if they are actually worried about emotional problem, whether or not they particular to their doctor depends on their relationship with go him and on his attitude towards psychological difficulties. In either case, it is more than probable that physical or psychological symptoms arising from such conflicts would become evident at the individual's place of work, if only because more than half of his waking hours during the week are spent there. Therefore, it could be said that, in an industrial organization where the staff of the medical and personnel departments are trained to notice and identify early signs of such disturbance, many of the people experiencing emotional difficulties might receive help at a much earlier stage than would otherwise be the case. On the other
a
8
For practical purposes, the types of problem tha( ^ may present themselves in a work situation can
divided into
two
groups,
although they are arc personal or farnf)
mutually exclusive. First, there
problems, quite unconnected with the work situation but coming to light there. Second, there are ^ particular psychological problems arising from interaction between the individual and his worki11* t0 environment, i.e. the problems which give rise what is known specifically as 'stress at work'. most frequent problems in the category are the ones which arise at specif times of life when people arc changing fr0111 t0 one stage of development to another and so have make emotional readjustments. One example is ing the change from late adolescence to adultho0 when the individual usually experiences numerouS conflicts about finally relinquishing dependency an, becoming a fully responsible adult. Frequent spells0 sickness or uncertified absences during this phase often reflections of the strains, due to this process0 tC change, which may sometimes lead to the need in These strains regress. may show themselves variety of ways. For example, an intelligent young studcnt-apprcfl tice of 21 was causing concern to the training dcpafI, ment of his firm because he was having studying. Over the previous year he had had hca aches and some bouts of anxiety. His level of and study were below what was expected of him> ^ (, 11 he continued coming to work regularly and did consult his doctor. But two weeks before the tion he became acutely upset and was unable to | it. Investigation in his firm's medical departflic
The
^
difficl1^'
cxam^, J
indicated
that his recent breakdown, and his symthe were connected with all the difficulties past year, he was having in making the emotional ^adjustments in the transition from late adolescence to adult life. A number of supportive interviews over ensuing year helped him to face this change more and he was able to take and pass his lamination the following year. Another period of readjustment is mid-life and it ls that for men, as WeU as for increasingly recognized women, this is often a time of stress when both have to make the adjustment from the first to the second half of life. Disappointments often "have t? be faced and earlier hopes and ambitions may have t0 be reconciled with more realistic possibilities. For example, a skilled technician, in his early forties, in caused concern to his manager engineering because of a fallunit, in his level of work over a period of Several months. The consulted the personnel officer who felt that manager it would be helpful to refer the t^an to the medical department to see whether this Was a problem that could benefit from treatment. It emerged that, until a few years previously, he nad been reasonably contented both at work and in Vls Private life but since then he had had phases of ^hng fed-up and restless and for months had been feeling mildly depressed. \*e described in detail how it had been gradually awning on him that he had not achieved, at work, ,e P?sition for which he had hoped, and how, over e Past few years, he had had the greatest difficulty accepting that he had reached the peak of his ptoms
,
over
effectively
I
,
becoming
^Veral
increasingly
?
CaPacities.
Although this man was beginning to feel depressed
have consulted his doctor himself unless ?V-uld ad become not
much more marked. officer was able
However, because to identify his (jjffiav^?nr as a possible symptom of such personal culties, appropriate help could be arranged at an arly
b
Vi
^ersonnel stage.
example also illustrates another common situation. In the first half of life some people ward off full awareness of their difficulties in the hope that 'time will put things right'. With the change to the second half of life, awareness that this self-deception will no longer work often leads to an influx of overwhelming feelings of disappointment causing anxiety or depression. In such a situation expressions of dissatisfaction with either marriage partner or work may often be used to mask disappointment or frustration with the self. Awareness of the mid-life situation begins to crystallise out in the late thirties and this point ushers in middle-age, with all its problems?sexual, marital, and the possibility of conflict with adolescent children. The man who feels more deeply satisfied with his achievements in the first half of his life will be more likely to cope more easily with his mid-life situation. Similarly, the person who is able, at mid-life, to take stock of himself and his situation, to consider where things have gone well, where they have gone badly and to anticipate some of the personal difficulties ahead, will be better equipped to cope with problems connected with middle-age. He will be more likely to enjoy his middle-age and then, in due course, will be more able to deal more satisfactorily with the next major phase of readjustment at the end of middleage?the period of pre-retirement. The other group of problems to be considered are those which stem specifically from the interaction between the person and his work situation. Stressproducing interactions may be between the man and his job, the man and his colleagues or the man and the culture of the organization for which he works. Such interactions between the person and his job arise, for example, from under-work, over-promotion, and unexpected changes in the nature of his job. Taking the first example, it is not uncommon to find situations where the management do not require enough of the individual. He may be in a job which
This
9
does
him the opportunity to stretch his the full; this is often because his procapacities motions have not kept pace with his developing skills and abilities. Sometimes the difficulty stems from the man's attitude to work when he is not prepared to commit himself to the job to the maximum of his ability. In any of these situations, sooner or later, the individual usually begins to have doubts about his capacities, and to feel fed-up, insecure and disgruntled. can lead to difficulties, parin ticularly middle-age. A man who had been regularly promoted and succeeded in each new job may be promoted again because his record indicates that he might be able to carry the responsibilities of a more senior position. It can then become apparent that his capacities are no longer developing and so he is not up to the increased requirements. It is often very difficult for a man in this situation to be able to acknowledge this and accept demotion. He usually struggles on, and signs and symptoms of stress not
give
in the interaction between the individual and other
to
people at work. Strong feelings of rivalry, or mark^ competitiveness in the pursuit of power, may result $ uneasiness or anxiety. The employee may get 011
Over-promotion
inevitably appear. Changes in the nature of the job, due to technological innovations or administrative reorganization, are a common cause of stress. This is particularly marked if the changes are not managed well; if, for example, sensitive understanding is not given to the feelings of the people involved. One category which seems markedly affected by such changes are the very conscientious and methodical men, in their fifties, who may have been with the organization for ten or fifteen years, and in the same job for perhaps ten years. Such a man is well settled in his job, which he not only enjoys but also regards as his way of life. If there had not been any change he would have remained in his job for another ten years or so and then, almost certainly, retired contentedly. Because of technological changes or administrative reorganization, his whole way of life is disrupted, and he cannot easily adapt to the new situation and becomes dissatisfied, anxious and depressed. Other stressful situations may arise from difficulties 10
badly with his manager because of personal problem15 with authority. On the other hand a manager who may have bcc11 promoted mainly because of his technical skills not have the personality factors necessary in a m?rC senior manager; for example, the manager vM unable to tolerate his own weaknesses, handles h[s subordinates in a way calculated to undermine the'f self-confidence and then tries to establish more coi1' fidence in himself by authoritatively telling what to do, may be responsible for the lowering 0 morale and efficiency in the whole of his as well as causing an increase in the individual si^' ncss rate of his staff. level of stress within an organization be influenced by the degree of its concern ensure, for its employees, work satisfaction the fullest sense. In organizations where the person^ or medical department are interested in the gical, as well the the physical, well-being and enviro11' ment of the individual, trained welfare officers industrial nurses can help to identify psychologic difficulties at an early stage?often before the concerned would have thought of consulting doctor. In some cases the appropriately trainc welfare officer or industrial nurse alone can help person to work out his own solution, but in others industrial medical officer or the GP has to ^ involved. I These common problems account for a great of personal unhappiness and result in an enorm?u amount of lost working time through absences minor illness and through various forms of absent ism. The provision of suitably trained staff at to give people the opportunity, if they wish, to claf1' what may be going wrong, can be a major towards solving problems to the advantage of bot the individual concerned and his employer.
'
,?
,
th^
departm^'
The
Jlj
psycho^0
?|
pers0"
^
^
vvoj
stC^
'
1
lt
