We are experiencing change at an incredible pace. The statistics around the effect this is having on mental health in the workplace are shocking. But what is the human impact that sits behind those statistics? And how and why does change make us ill?
Humans are animals with a complex physiology dedicated to keeping things the same. Breathing, sleep, hormones, temperature – our biorhythms and homeostasis are all about biofeedback and keeping things stable. In short, programmed into the very essence of our biology is one fact. Human beings don’t like change.
Unfortunately, at the same time, it’s impossible to avoid change. Whether it’s evolutionary progress or change that’s inflicted on us by our external environment, imposed change brings tremendous psychological impact. Particularly when it is happening at breakneck speed.
The lesson of four monkeys
There’s a story about monkeys that demonstrates how change impacts culture (as well as raising some concerns about animal cruelty…). Researchers put four monkeys in a room containing a tall pole with bananas on top. Every time a monkey tried to climb the pole and reach the bananas, the whole group was showered with cold water.
After a while, a new monkey was introduced to the room. It immediately tried to clamber up the pole to reach the bananas but was forcibly stopped by the rest of the group. Over time, all of the monkeys were replaced and the cold shower was removed. But not a single one of the new monkeys tried to reach the bananas. This shows what happens when you don’t challenge the status quo. Concrete thinking and an attitude of “it’s how we’ve always done things round here”. And it can needlessly prevent us from getting the bananas.
Individual perception
Of course, we are all different and how we react to change depends on personality. However, it is very common to get stuck in a fixed mindset when change is imposed on us, and it is equally common to find this stressful. So much so that a UK-wide survey found that 74% of adults have been so stressed in the past year that they have felt overwhelmed and unable to cope[1].
It’s important for organisations and managers to remember that perception of stress is individual. What one person finds exhilarating another might consider to be deeply unpleasant. Just think about rollercoasters and horror movies! A team manager may thrive under high levels of pressure, but not every member of their team will be able to cope with the same demands – and that’s okay.
Signs of stress
Organisations have a duty of care to their employees, but we all need to look out for each other at work and notice signs of stress in our colleagues – ill health, absence, presenteeism, aggression, poor performance, lethargy, demotivation, inadequacy and loss of self-esteem. I often get asked how to identify when stress becomes an illness. The answer is when an individual defines it as such and adopts the sick role, or when a doctor makes a diagnosis.
Before it’s too late
If your work related stress is addressed and identified early on, it is far more likely that you will be able to stay in work. On the other hand, if it isn’t dealt with then you are likely to slide into illness and absence.
In my next guest blog for MH4.0, I’ll be talking about steps that managers and employers can take to stop stress from becoming an illness. As well as some micro and macro ways to manage change in line with how our minds work.
This blog is based on James’ presentation at our recent ‘Are you an ostrich or an eagle?’ experience at the Hawk Conservancy Trust in Hampshire. To hear more from James, register for our next event in March 2020.
[1] Mental Health Foundation, 2018.
