Welcome to the Nexus of Ethics, Psychology, Morality, Philosophy and Health Care

Welcome to the nexus of ethics, psychology, morality, technology, health care, and philosophy
Showing posts with label Organization. Show all posts
Showing posts with label Organization. Show all posts

Thursday, August 10, 2023

Burnout Is About Your Workplace, Not Your People

Jennifer Moss
Harvard Business Review
Originally posted 11 December 2019

We tend to think of burnout as an individual problem, solvable by “learning to say no,” more yoga, better breathing techniques, practicing resilience — the self-help list goes on. But evidence is mounting that applying personal, band-aid solutions to an epic and rapidly evolving workplace phenomenon may be harming, not helping, the battle. With “burnout” now officially recognized by the World Health Organization (WHO), the responsibility for managing it has shifted away from the individual and towards the organization. Leaders take note: It’s now on you to build a burnout strategy.

The Non-Classification Classification

The term “burnout” originated in the 1970s, and for the past 50 years, the medical community has argued about how to define it. As the debate grows increasingly contentious, the most recent WHO announcement may have caused more confusion than clarity. In May, the WHO included burnout in its International Classification of Diseases (ICD-11) and immediately the public assumed that burnout would now be considered a medical condition. The WHO then put out an urgent clarification stating, “Burn-out is included in the 11th Revision of the International Classification of Diseases (ICD-11) as an occupational phenomenon, not a medical condition… reasons for which people contact health services but that are not classed as illnesses or health conditions.”

Although the WHO is now working on guidelines to help organizations with prevention strategies, most still have no idea what to do about burnout. Since it was explicitly not classified as a medical condition, the case is less about liability for employers and more about the impact on employee well-being and the massive associated costs.

The Emotional and Financial Toll

When Stanford researchers looked into how workplace stress affects health costs and mortality in the United States (pdf), they found that it led to spending of nearly $190 billion — roughly 8% of national  healthcare outlays — and nearly 120,000 deaths each year. Worldwide, 615 million suffer from depression and anxiety and, according to a recent WHO study, which costs the global workforce an estimated $1 trillion in lost productivity each year. Passion-driven and caregiving roles such as doctors and nurses  are some of the most susceptible to burnout, and the consequences can mean life or death; suicide rates among caregivers are dramatically higher than that of the general public — 40% higher for men and 130% higher for women.


Summary: Burnout is a serious problem that can have a significant impact on individuals and organizations. It is important to understand that burnout is not just about the individual, but also about the workplace environment. There are a number of factors that can contribute to burnout, including unfair treatment, unmanageable workload, lack of role clarity, lack of communication and support from managers, and unreasonable time pressure.

Friday, May 27, 2022

What to Do If Your Job Compromises Your Morals

R. Carucci and L. N. Praslova
Harvard Business Review
Originally posted 29 APR 22

Here are two excerpts:

The emerging scholarship on reconciling the various terms used to describe responses to moral events points toward a continuum of moral harm. Of course, the complexity and variety of moral situations make any classification imperfect. Situations involving committing moral transgressions are more likely to lead to shame and guilt, while being a victim of betrayal is more likely to result in anger or sadness. In addition, there are also individual differences in sensitivity to morally distressing events, which can be determined by both biology and experience. Nevertheless, here is a useful summary:

  • Moral challenges are isolated incidents of relatively low-stakes transgressions. For example, workers might be instructed to use lower-quality materials in creating a product (e.g., substituting a non-organic product when running out of organic). A manager may require an employee to stay late, as a rare exception. This may result in a somewhat distressing but transitory “moral frustration,” with moderate levels of anger or guilt.
  • Moral stressors can lead to more significant moral distress. This may involve more substantial and/or regular moral transgressions — for example, a manager pushing employees to stay late several times every month, or an HR professional administering a morale survey knowing that the results will never be used, just like all the previous surveys. A dental practice may upsell patients on unnecessary, but not harmful treatments. This may result in negative moral emotions that are bothersome and might be lasting, but do not interfere with daily functioning. (However, in some nursing research, the experience referred to as “moral distress” is seen as very intense, possibly meeting the criteria for moral injury).
  • Injurious events are the most egregious. Executives could pressure a manager into manipulating burned-out employees to regularly sacrifice their time off and well being, while the organization intentionally keeps positions open for months. A health care worker might be required to provide medical treatments that are likely to lead to more treatments even though a cure is available. Situations like these could result in a highly distressing moral injury in which negative moral emotions are sufficiently intense and frequent to interfere with daily functioning. In particular, a person may experience intense shame leading to self-isolation or self-harm, or may quit their job in disgust. This level of moral stress response is similar to and at least partially overlaps with post-traumatic stress disorder (PTSD).
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Moral injuries can leave lasting impacts on our psyche, but they don’t have to remain debilitating. Like other trauma and hurt, we can grow from them. We can find the resilience we need to rise above the injury and restore our moral centers. Sometimes we’re able to take the environments along on that journey, and sometimes we have to leave them. Either way, if you’re carrying the weight of moral injury, don’t wait until it overtakes your whole outlook on life, and yourself. Find the courage to face what you’ve experienced and done, and with it, reclaim the values you hold most dear.

Wednesday, October 2, 2019

Evolutionary Thinking Can Help Companies Foster More Ethical Culture

Brian Gallagher
ethicalsystems.org
Originally published August 20, 2019


Here are two excerpts:

How might human beings be mismatched to the modern business environment?

Many problems of the modern workplace have not been viewed through a mismatch lens, so at this point these are still hypotheses. But let’s take the role of managers, for example. Humans have a strong aversion to dominance, which is a result of our egalitarian nature that served us well in the small-scale societies in which we evolved. One of the biggest causes of job dissatisfaction, people report, is the interaction with their line manager. Many people find this relationship extremely stressful, as it infringes on their sense of autonomy, to be dominated by someone who controls them and gives them orders. Or take the physical work environment that looks nothing like our ancestral environment—our ancestors were always outside, working as they socialized and getting plenty of physical exercise while they hunted and gathered in tight social groups. Now we are forced to spend much of our daytime in tall buildings with small offices surrounded by genetic strangers and no natural scenes to speak of.

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What can business leaders learn from evolutionary psychology about how to structure relationships between bosses and employees?

One of the most important lessons from our research is that leaders are effective to the extent that they enable their teams to be effective. This sounds obvious, but leadership is really about the team and the followers. Individuals gladly follow leaders who they respect because of their skills and competence, and they have a hard time, by contrast, following a leader who is dominant and threatening. Yet human nature is also such that if you give someone power, they will use it—there is a fundamental leader-follower conflict. To keep managers from following the easy route of threat and dominance, every healthy organization should have mechanisms in place to curtail their power. In small-scale societies, as the anthropological literature makes clear, leaders are kept in check because they can only exercise influence in their domain of expertise, nothing else. What’s more, there should be room to gossip about and ridicule leaders, and leaders should be regularly replaced in order to prevent them building up a power base. Why not have feedback sessions where employees can provide regular inputs in the assessment of their bosses? Why not include workers in hiring board members? Many public and private organizations in Europe are currently experimenting with these power-leveling mechanisms.

The info is here.