Languishing, burnout and stigma are all among the possible psychological impacts as Delta lingers in the community

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Dougal Sutherland, Te Herenga Waka — Victoria University of WellingtonAs New Zealand remains under different levels of restriction, the psychological toll of the Delta outbreak may start to show, even as lockdown eases for everyone outside Auckland.

We know that stress and isolation associated with a lockdown can exacerbate underlying mental illnesses. But even for people with no existing concerns, the impact can show in more subtle ways, on a continuum between flourishing and languishing.

Imagine a t-shaped cross with symptoms of mental illness on the horizontal axis ranging from severe to none, and mental health on the vertical axis, ranging from high (flourishing) to low (languishing). Under this model, it’s quite possible to experience a mental illness but still be flourishing or to have no symptoms of a mental illness, yet be in a state where life feels dull and meaningless.

Increased levels of languishing were reported in the UK as extended lockdowns continued. New Zealanders, especially in Auckland, are at risk of experiencing a similar decline in their mental health as the groundhog days of an extended lockdown continue.

Essential workers at risk of burnout

For health workers, extended lockdowns come with a risk of professional burnout. Health Minister Andrew Little recently noted the high levels of stress experienced by nurses and doctors as they continue to provide care in trying circumstances.

The World Health Organization defines burnout as mental and physical exhaustion, feelings of cynicism and detachment from work, and a loss of productivity.

Prior to lockdown, nurses were on the verge of strike action, spurred on by high levels of reported burnout. The ongoing demand due to COVID-19 is unlikely to alleviate this.

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Recent media comments regarding the well-being of Prime Minister Jacinda Ardern and Director-General of Health Ashley Bloomfield remind us that public servants are not immune either. Nor are essential workers such as truck drivers and supermarket workers. The latter in particular are at increased risk because of abuse they suffer from irritated shoppers and the shock linked to the recent supermarket terror attack.

Vaccination may ease anxiety

As more people become fully vaccinated, people’s perception of threat linked to an outbreak is likely to diminish. So, too, are our levels of anxiety, if overseas experience is anything to go by.

This shift in the public mindset is logical and would signal a step towards us learning to live with COVID-19 in the same way perhaps as we have learnt to live with other diseases. But experience to date suggests this transition is likely to have some ups and downs, with the ongoing potential emergence of new COVID-19 variants.

As vaccination rates rise, there is also a risk that media and the public begin to stigmatise identifiable groups who haven’t been vaccinated, blaming them for the spread of the virus and a loss of liberty. New Zealand had a taste of this recently when one cluster of the Delta outbreak was linked to a Samoan church, triggering online racist comments blaming them for the lockdown.

These types of comments increase the suffering of those already affected by the virus. They also overlook the evidence for substantial inequities in access to healthcare.

But languishing, burnout and stigmatisation are not inevitable consequences of an ongoing lockdown. Noticing changes in your own mental health is the first step to preventing a slide into languishing.

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Sir Mason Durie’s Te Whare Tapa Wha model is an excellent framework to guide this self-reflection. It provides a holistic model of well-being covering mental, physical, social and spiritual domains.

To help combat burnout, a simple step we can all take is to show appreciation to essential workers. In 2020, public displays of support for healthcare workers were widespread in other parts of the world, but less common in New Zealand.

Now is the time to thank our supermarket workers, truck drivers, public servants, doctors and nurses who continue to serve us. Demonstrating that these workers are valued can help buffer against professional burnout as they feel more engaged and satisfied with their work.

Understanding more about disparities in our health system — and reminding ourselves that COVID-19, not specific groups of people, is the problem — is another step towards reducing stigma. Taking these small steps can help all of us us flourish, regardless of what the virus throws at us.

Dougal Sutherland, Clinical Psychologist, Te Herenga Waka — Victoria University of Wellington

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Depression, burnout, insomnia, headaches: how a toxic and sexist workplace culture can affect your health

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Xi Wen (Carys) Chan, Griffith University and Paula Brough, Griffith UniversityAs allegations of rape and sexual assault engulf Australian federal politics, several current and former female staffers and politicians have come forward to share their stories of a culture of toxic masculinity within Australia’s political bubble.

It’s unfortunate that while gender roles are evolving at home, gender inequality and overt sexism remain prevalent in Australian political culture and in many workplaces across the country.

While the effects of a culture of toxic masculinity are most detrimental for the victims, other employees in workplaces and the wider community can also be negatively impacted.

This opens up a broader question: how does a toxic and sexist workplace culture affect the health and well-being of employees and organisations?

What does a toxic and sexist workplace look like?

A culture of toxic masculinity is a hostile work environment that undermines women. It’s also known as “masculinity contest culture”, which is characterised by hyper-competition, heavy workloads, long hours, assertiveness and extreme risk-taking. It’s worth noting this type of culture isn’t good for men, either.

Such workplaces often feature “win or die” organisational cultures that focus on personal gain and advancement at the expense of other employees. Many employees embedded in such a culture adopt a “mine’s bigger than yours” contest for workloads, work hours and work resources.

These masculinity contest cultures are prevalent in a wide range of industries, such as medicine, finance, engineering, law, politics, sports, police, fire, corrections, military services, tech organisations and increasingly within our universities.

Microaggressions are common behaviours in workplaces steeped with a masculinity contest culture. These include getting interrupted by men in meetings or being told to dress “appropriately” in a certain way. There are also overtly dominating behaviours such as sexual harassment and violence.

These behaviours tend to keep men on top and reinforce a toxic leadership style involving abusive behaviours such as bullying or controlling others.

A hyper-masculine work environment might look like huge workloads, long hours, hostility, assertiveness, dominance and an extremely competitive culture.
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At a very basic level, workplaces should afford women safety and justice. But women’s issues are left unaddressed in many workplaces, and many fail to provide women employees with psychological safety or the ability to speak up without being punished or humiliated.

This might be because leaders in the organisation are ill-equipped to deal with these issues, feel uncomfortable bringing them up or, in some cases, are sadly not interested at all.

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How does a toxic culture affect our health?

Evidence suggests a toxic workplace culture can negatively affect employees’ psychological, emotional and physical health.

Emotional effects include a higher likelihood of negative emotions such as anger, disappointment, disgust, fear, frustration and humiliation.

As these negative emotions build, they can lead to stress, anxiety, depression, burnout, cynicism, a lack of motivation and feelings of self-doubt.

Research also points to increased chances of physical symptoms, such as hair loss, insomnia, weight loss or gain, headaches and migraines.

Employees in toxic workplaces tend to have poorer overall well-being, and are more likely to be withdrawn and isolated at work and in their personal lives. Over time, this leads to absenteeism, and if problems aren’t addressed, victims may eventually leave the organisation.

For some victims who may not have advanced coping skills, a toxic culture can lead to a downward mental and physical health spiral and contribute to severe long-term mental illness. They may also engage in displaced aggression, in which they bring home their negative emotions and experiences and take out their frustrations on family members.

Employees in toxic work environments are more likely to be withdrawn and isolated, both in the office and outside of work.
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How can workplaces change?

Workplaces aiming to make a real change should start by promoting an open culture where issues can be discussed via multiple formal and informal feedback channels.

One option is formal survey mechanisms that are anonymous, so employees can be open about their concerns and feel less intimidated by the process.

A good first step is having leaders trained to address these issues.

Traditionally, workplace interventions have focused on victims themselves, putting the onus on them to do the work and come forward. However, a healthy workplace culture should see leaders actively seeking feedback to make sure any forms of toxic masculinity are stamped out.

It’s a shared responsibility, and the onus shouldn’t be solely on employees, but leaders, too.

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Bad times call for bold measures: 3 ways to fix the appalling treatment of women in our national parliament

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Xi Wen (Carys) Chan, Lecturer in Organisational Psychology, Griffith University and Paula Brough, Professor of Organisational Psychology, Griffith University

This article is republished from The Conversation under a Creative Commons license. Read the original article.