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Organizational mental health
- 1. Organizational Mental Health: Preventive Strategies Dr Do ug las Ko ng Co nsultant Psychiatrist Ce ntre fo r Effe ctive Living Pte Ltd
- 2. Challenges We Face Today Chaos, complexity and contradiction are common in today’s environment, eg terrorist activities, epidemics, biological threats Today’s organisations are faced by conflicting demands and “tensions” that need to be balanced to achieve a high level of performance, eg ecological, geopolitical A set formula or doctrine cannot overcome the chaos and complexity, needed: flexibility and wisdom to manage paradox
- 3. A New Breed of Customers More demanding . . . Less Loyal . . . Quality the norm . . . Increase complexity of choice . . .
- 4. Stress in the workplace Intrinsic to job Organizational Roles Relationships Organizational Structures Career development Personal Stressors – social, attitudes, values
- 5. New Leadership Qualities Required For horizontal networking For more hands-on involvement For strategic alignment
- 6. What canManagers do? Prepare: get ready to transit Communicate: information empowers Mitigate: attention to support Lead: action plan, manage resistance Galvanise: vision and teamwork
- 7. How to survive and thrive Accept the limitation of reality Be flexible in thought: being creative Take stock of resources: innovate Be courageous in action: motivate self Grasp the opportunities:calculated risk
- 8. Failure to Adapt to Change In individuals, it can lead to psychiatric disorders and poor physical In organisations, it can lead to social disruption and disintegration
- 9. Organizational Stress Symptoms ⇒Oppositiontochange ⇒Passiveresistancetonew ways of working ⇒Avoidanceof new responsibility ⇒Increaseinabsenteeism ⇒Sabotagingof new structures ⇒Challengetoexistingleadership
- 10. STRESS CONTINUUM PRODUCTIVITY ZONE EUSTRESS DISTRESS STRESS TOO LOW STRESS TOO HIGH EFFICIENCYOFPERFORMANCE LEVEL OF STRESS
- 11. STRESS THRESHOLD VARIATION Person B’s Threshold Person A’s Threshold STRESS TIME (B) (A) Rate of Recovery Rate of Recovery
- 12. A MODEL FOR UNDERSTANDING STRESS S T R E S S S Y M P T O M S arousal Coping Strategy Social Support Psycho- Physiological Changes
- 13. Stress Management Strategies for Organizations Vision, set realistic goals Leading the team, make it a high performance team Leadership, empower followers by taking responsibility Cooperation, create a supportive network Security, attend to individual needs
- 15. 5paradoxes of change Positive change requires significant stability To build an enterprise: focus on an individual Focus directly on culture: indirectly True empowerment requires forceful leadership To build, you must tear down Price- Waterhouse Team
- 16. The7habits of ineffective people Be re active : do ubt yo urse lf and blam e o the rs Wo rk witho ut any cle ar aim Do the urg e nt thing s first Think win/lo se Se e k first to be unde rsto o d If yo u can’t win, co m pro m ise Fe ar chang e and put o ff im pro ve m e nt
- 17. The Recipe for Failure Start with lots of enthusiasm, focused on its outcome, Add a glitch, Add some unpleasant circumstances, Throw in a teaspoon of rationalisation, Hey presto, a mess!
- 18. POSITIVE STRESS Provides us with meaning Supports positive attitudes Encourages healthy relationships Involves activities we enjoy
- 19. ““If you think itIf you think it cannot be done,cannot be done, you will stand byyou will stand by and watchand watch someone else dosomeone else do it.”it.”