Psychological health and safety in the workplace cupe

OHS Role in Cultivating Safe and Healthy Workplaces

Psychological Health and Safety In The Workplace

Newman Psychological and Consulting Services, 2014

Preventing Bullying From Taking Root In Your Organization


The Mind of A Bully


The Mind of A Target


Why do Targets get Hurt?


Bystander Stress


Upstander


Vision“The vision for a psychologically healthy and safe workplace is one that actively works to prevent harm to worker psychological health, including in negligent, reckless, or intentional ways, and promotes psychological wellbeing”. p.1Newman Psychological and Consulting Services, 2014

Zero Psychological Harm Commitments

1. Psychological harm to any individual is unacceptable.




2. No job is so urgent, so important or so routine that it cannot be done safely:“I have no time for being nice”



3. Safety is not separate from productivity and performance

“He’s a bit abrasive, but he gets the job done”

Zero Psychological Harm Commitments4. Psychological safety and health is not only an absolute company, institutional, agency or business priority, it is also a basic organizational value.


5. Psychological safety and health is part of our community responsibility


Guiding PrinciplesPsychological health and safety is a

shared responsibility among all workplace stakeholders and commensurate with the authority of the stakeholder;

The Standard is based upon a demonstrated and visible commitment by senior management for the development and sustainability of a psychologically healthy and safe workplace. (p. 3)


OHS Committees

“The organization must engage the OHS Committee/worker representatives in defining their involvement in the Psychological Health and Safety Management System.”


Risk Mitigation“The organization shall develop, implement, and maintain a documented risk mitigation process that includes:a) Hazard identification;b) elimination of those hazards that can be eliminated;c) assessment for level of risk for hazards that cannot be eliminated;d) preventive and protective measures used to eliminate identified hazards and control risks;e) a priority process reflecting the size, nature and complexity, of the hazard and risk, and, where possible respecting the traditional hierarchy of risk control.” p. 8.


Unhealthy and Unsafe Workplace Behaviour Continuum


Problematic Responses To Unsafe or Unhealthy Workplace Behaviour

1. Avoidance and Minimization Patterns

2. Tolerance Patterns

3. Exacerbating Patterns

4. Reward Patterns


Avoidance, and Minimization PatternsIgnore and Avoid ResponsesFear of discussing the behaviourHide in the office

Dismiss and Minimize ResponsesNothing’s perfect, it’s pretty goodFeelings of discomfort that you can’t put your finger on.

Excuse ResponsesExcuses get made for repeated inappropriate behaviour


Tolerance PatternsInexperience ResponsesBuddy-style LeadershipFeel incompetent to deal with it, don’t ask for helpRespond ineffectively when personally experiencing unsafe of unhealthy behaviour.Blaming ResponsesIt’s the target’s faultOverwhelmed ResponsesSomeone above me should do something, I can’t.Nothing I do works, so stop trying.Newman Psychological and Consulting Services, 2014

Exacerbating Patterns

Distrust ResponsesThem versus Us thinking: Elicits an intensification of unsafe and

unhealthy behaviour—can include retaliatory behaviour.

Passive Aggressive ResponsesKnows what is going on but resentfully allows

things to continue—”Serves them right”


Reward Patterns

Expeditious ResponsesPromote or shield someone who uses unsafe or unhealthy behaviour to get job done

Lateral moves to relocate the problem


Competence and Training“The organization shall establish and sustain processes to: a) determine expectations and minimum requirements of workers and, in particular, those in leadership roles (e.g., supervisors, managers, worker representatives, union leadership) to prevent psychological harm, promote psychological health of workers and address problems related to psychological health and safety; andb) provide orientation and training to meet item a).” p. 12


Coach, Assess, Address“The organization should establish and sustain processes to: a) provide accessible coaching and supports as required, recognizing the potential complexities of psychological health and safety situations, the unique needs of the individuals affected, and the skills needed; andb) assess and address competence of those in leadership roles (with respect to preventing psychological harm, promoting psychological health of workers and addressing problems related to psychological health and safety).” p.12Newman Psychological and Consulting Services, 2014

Mutually Respectful Workplace


Our ChoiceEverything can be taken from (us) but one thing;

the last of the human freedoms-

to choose one’s attitude in any given set of circumstances, to choose one’s own way.

Viktor FranklNewman Psychological and Consulting Services, 2014

Healthy and Safe Workplace Behaviour Continuum


Upstander Quote


Thank You

You can contact Dr. Newman at [email protected]

Telephone: 1-604-266-6920


mailto:[email protected]

RESOURCES

To obtain a copy of the Psychological health and safety in the workplace—Prevention, promotion and guidance to stage implementation

Visit:CSA Group: www.csagroup.orgOr call: 1-800-463-6727Newman Psychological and Consulting Services, 2014

http://www.csagroup.org/

Lifestyle

Psychological health and safety in the workplace cupe