Psychosocial Risk Management and the Cane Toads of Australia are both what we call ‘Wicked Problems'.’ That is, a problem which is difficult to solve because of complex and changing requirements that interact with each other, to the point that there is no single solution.
Think about your Psychosocial Risk Management process (or any other process that has been implemented by your organisation as a way to solve a problem). Did it solve the problem? Or did it create other problems?
What does a shared hatred of bad parking have to do with Psychosocial Risk Management within a world-renowned aeronautical engineering company?
Recently, a friend told me about the staff communications channel within their new job role. The channel includes a multitude of totally non-work related employee group chats, on topics ranging from a love of cats to photos and commentary of terrible parking in their neighbourhoods.
Why would an organisation - especially one with a very serious image - encourage what some might consider frivolous oversharing of personal trivia during company time?
The answer - (in part, at least): Psychosocial Risk Management.
I love survival stories. Whilst often harrowing, they demonstrate the incredible power of the human mind and spirit in the most inhospitable conditions.
Laura Dekker, New-Zealand born Dutch sailor, pursuing her dream to be the youngest person to sail single-handedly around the world in the face of repeated opposition from Dutch authorities - grit.
Getting up and continuing to sail after being whacked on the head by a flying fish - resilience.
Yet, resilience and grit are perhaps now more readily associated with corporate wellness schemes, positive psychology, and psychometric testing in recruitment.
And yet, I began to wonder, is developing the ability to withstand trauma really what we want at work?
Wouldn’t it be preferable to create an environment where the capacity to avoid PTSD wasn’t a necessary quality?
What is Quiet Quitting?
In a nutshell, Quiet Quitting is simply doing what you are paid to do, and no more.
Oh the horror! Merely fulfilling your contract, as agreed at the outset with your employer? How entitled! How lazy! What is the younger generation coming to?
How can leaders manage Quiet Quitters?
Read on for more..
Feeling able to seek help, to admit mistakes, to speak up when something is wrong in the workplace, is less a reflection of the person doing the speaking and more of a reflection of whether their working environment enables them to feel safe to speak.
This is what we call Psychological Safety.
Ask yourself this - if one of your team members screwed up, would they feel confident that they could let you know, without fear of repercussions? Now dial-up the magnitude of the screw-up.
We are celebrating Platty Jubes this weekend in the UK – the Queen’s Platinum Jublilee.
Seventy years of reign on the throne.
Whatever your thoughts on the monarchy, I think we can all agree that’s a long-ass time to be in the same job. Not to mention a long time to be working at all. Lizzy is 96 and still at it.
It raises an important question. How do you know when to play it like Elizabeth II and stick it out for the long haul, or make like Meghan and Harry and get the hell out of Dodge?
“Do what you love, and you’ll never work a day in your life,” or so the old saying goes.
Anyone who runs their own business, or whose art is also their work, will tell you that if you do what you love, you will work every hour that God gives and then try to squeeze in a few more.
It is easy to assume that if you enjoy your work, you will be safe from burnout. But in fact, paradoxically, burn-out is associated with purpose-driven work.
Anyone can deliver good news effectively. But life is full of things that don’t go to plan. Even the best employee will make mistakes, or need coaching to improve. No one is immune from economic or political changes that impact the workplace and redundancy or a necessary but unwelcome policy change could impact any of us at any time.
