In the early part of the 20th Century, it was the newspapers - the morning paper, the evening paper and extra editions - that kept us abreast of what was happening in the world. And the news was often bad, often exaggerated by the muckrakers of that period to sell more papers. By the mid-20th Century, we were getting most of our news from the radio or television. Vietnam has the distinction of being the first war that was fought in our living rooms. Listening to Walter Cronkite or Huntley and Brinkley gave us the body count for the day.
With the advent of social media and cable television, we can have the news 24/7. And with the intense competition between these different news sources, modern-day muckraking is very much in vogue. Every source seems to be doing whatever it can to increase market share. “If it bleeds, it leads” is the motto. And as the public becomes more desensitized to this type of journalism, if you can call it that, the stories and the pictures have to become even more graphic. In this race to the bottom, all seem intent upon being the new National Enquirer.
A few years ago, I had the opportunity to do some training with a group of journalists, many of whom had covered 9/11. They all agreed that much of the coverage was focused on being sensational and that seeing the planes crash into the Towers for the umpteenth time was, in general, not very helpful to the public. Research has shown it was indeed harmful. But it did its job, they agreed. It assured them a “share of the market.”
As I have discussed in this blog a number of times over the last couple of years, there are three factors that seem to encourage pessimism. The first is a belief that the events that have occurred are permanent. In other words, if things are bad, things will stay bad. The second is a belief that what has happened will have a pervasive effect on our lives. And the third is the issue of blame, finding someone, not just someone who is accountable, but someone who can be blamed with all the emotion that goes along with that process.
Unfortunately, if we watch the evening news or tune into social media, we can see all three of these factors at play in most of the coverage. Instead of pointing out that most things are temporary and that this, too, will pass, the media often seems intent upon convincing people that what has occurred will never end and that things may never change for the good. The media also seems intent upon convincing people that what has happened will have a pervasive effect upon their lives, instead of printing out that whatever the events were, they may have a specific impact, positive or negative, but that few events change everything. And, of course, media seems hell-bent upon determining who was at blame, locating that person, and making sure that they pay the consequences for their terrible behavior. This is different than holding people accountable. It is stirring up emotion and anger that has contributed to such things as the recent riots that occurred in Missouri.
So what is to be done about all of this? These factors undoubtedly undermine the resilience of each of us and of our country as a whole. I will discuss in the next blog some very concrete things that you can do to maintain your and your family’s resilience in the face of this negativity.
Dr. Ron Breazeale
Friday, December 5, 2014
Resilience in a Time of War
As I discussed a previous blog, we certainly live in uncertain times, and the world seems more chaotic than ever before. Some would argue that things are no more difficult than they’ve ever been in the world or no more uncertain. It may be that media coverage is just more intense and more in our face each day than it ever has been. I say that, in part, because I know that most people, when surveyed, assume that the crime rate in this country is worse than it has been in past years. The reality is, it isn’t. Actually, people are much safer now in large cities and in most areas of the country than they were in the seventies. The perception, however, given the media coverage that is out there is that things are worse than they were.
So what can we do in these times to maintain our own resilience and to encourage and develop the resilience of our children?
We have talked about a number of these in previous blogs. The first is to make connections with others, to keep in touch with family and friends and those who matter in our lives.
A second “tip” for maintaining our resilience is to take care of ourselves, to remain social, to not isolate, and to do the things, such as exercise, diet and rest, that maintain our bodies and our minds.
The third is to give ourselves a “news break,” meaning that we stop listening to some of the coverage, we stop reading some of the blogs, we stop talking about the news incessantly with our friends, whether we are e-mailing back and forth or texting. It’s okay to turn off the television or the radio or the telephone and allow yourself to focus on other things.
Number four, be prepared. Have a plan, an emergency plan in place that you can use in a crisis. The Federal Emergency Management Agency will give you the things that should be in a plan and also will give you the information about how to prepare an emergency kit. The emergency kit should include the basics, such as food, water, medicines, etc., but also things that give you comfort and security, such as a journal or pictures of loved ones, etc.
And last of all, keep things in perspective. “This, too, will pass.” Few events will ever have a pervasive effect upon your life and touch and affect every aspect of it. And don’t blame yourself or others. You can hold yourself accountable and others accountable for their actions or misdeeds, but don’t get caught up in the blame game. Remain an optimist, even in the face of the horrendous events that may be occurring around you. There are positive things in everyone’s life. Take time to identify and appreciate them. Keep a hopeful outlook.
The American Psychological Association has developed a number of brochures and other resources that are available free of charge from the American Psychological Association at apa.org/helpcenter.
Dr. Ron Breazeale
So what can we do in these times to maintain our own resilience and to encourage and develop the resilience of our children?
We have talked about a number of these in previous blogs. The first is to make connections with others, to keep in touch with family and friends and those who matter in our lives.
A second “tip” for maintaining our resilience is to take care of ourselves, to remain social, to not isolate, and to do the things, such as exercise, diet and rest, that maintain our bodies and our minds.
The third is to give ourselves a “news break,” meaning that we stop listening to some of the coverage, we stop reading some of the blogs, we stop talking about the news incessantly with our friends, whether we are e-mailing back and forth or texting. It’s okay to turn off the television or the radio or the telephone and allow yourself to focus on other things.
Number four, be prepared. Have a plan, an emergency plan in place that you can use in a crisis. The Federal Emergency Management Agency will give you the things that should be in a plan and also will give you the information about how to prepare an emergency kit. The emergency kit should include the basics, such as food, water, medicines, etc., but also things that give you comfort and security, such as a journal or pictures of loved ones, etc.
And last of all, keep things in perspective. “This, too, will pass.” Few events will ever have a pervasive effect upon your life and touch and affect every aspect of it. And don’t blame yourself or others. You can hold yourself accountable and others accountable for their actions or misdeeds, but don’t get caught up in the blame game. Remain an optimist, even in the face of the horrendous events that may be occurring around you. There are positive things in everyone’s life. Take time to identify and appreciate them. Keep a hopeful outlook.
The American Psychological Association has developed a number of brochures and other resources that are available free of charge from the American Psychological Association at apa.org/helpcenter.
Dr. Ron Breazeale
Bullying at Work
This is a problem that has existed in many work settings for a long time. However, it has only recently been getting some attention. It is defined as deliberate, often repeated, health-harming mistreatment of an employee by a supervisor or a co-worker or co-workers through direct and indirect means It is more than just having a bad day at the office or having a conflict with your boss or with co-workers. It often takes the form of false accusations, yelling, shouting or screaming, hostile glares or other intimidating nonverbal behaviors, unreasonably heavy work demands designed to ensure failure, or a withholding of resources and information necessary to do your job, and sometimes downright sabotage and defamation.
Women are more likely to be the targets than men, as are subordinates. The aggressors are more likely to be supervisors than peers or subordinates and are more likely to be men than women.
This behavior pattern certainly affects the individual being targeted and is harmful to the organization. A number of studies have shown that this creates lower morale and productivity and may contribute to higher absenteeism and attrition. Workers are harmed in a number of ways, including the development of stress disorders, depression and physical problems such as cardiovascular disease and gastrointestinal problems.
So what’s to be done about this? Unfortunately, there are no laws that provide adequate protection. The laws that exist have proven inadequate as legal responses to workplace bullying. A bill entitled, “The Healthy Workplace” bill, has been introduced in 25 states, but has yet to be enacted in any state.
The answer at present: primarily training and education of the workforce, development and enforcement of employee policies that protect the employee, and counseling, coaching, disciplining and even dismissal of aggressors. Employers need to be aware of the signs of bullying in their companies. Decreases in productivity, increases in attrition and absenteeism may be signs that bullying is occurring. When companies downsize and merge, bullying is more likely to occur. And, in general, if there are heightened levels of aggression of all types occurring in the company, bullying is almost certain to be occurring.
Finally, it is important to be aware of the culture of your organization. Is it an organization that encourages communication, support and acceptance of differences? Do employees and management share common goals, or is it more a situation of surface civility, but underneath a dog-eat-dog type atmosphere?
I would like to credit Dr. David C. Yamada who has written a great deal in this area. His writings include, “Workplace Bullying and Ethical Leadership,” published in the Journal of Values-Based Leadership in 2008, and most recently an article entitled, “Emerging American Legal Responses to Workplace Bullying” published in The Temple Political Rights Law Review in 2013. Dr. Yamada is a professor of law and a director of the New Workplace Institute at Suffolk University Law School in Boston.
Dr. Ron Breazeale
Women are more likely to be the targets than men, as are subordinates. The aggressors are more likely to be supervisors than peers or subordinates and are more likely to be men than women.
This behavior pattern certainly affects the individual being targeted and is harmful to the organization. A number of studies have shown that this creates lower morale and productivity and may contribute to higher absenteeism and attrition. Workers are harmed in a number of ways, including the development of stress disorders, depression and physical problems such as cardiovascular disease and gastrointestinal problems.
So what’s to be done about this? Unfortunately, there are no laws that provide adequate protection. The laws that exist have proven inadequate as legal responses to workplace bullying. A bill entitled, “The Healthy Workplace” bill, has been introduced in 25 states, but has yet to be enacted in any state.
The answer at present: primarily training and education of the workforce, development and enforcement of employee policies that protect the employee, and counseling, coaching, disciplining and even dismissal of aggressors. Employers need to be aware of the signs of bullying in their companies. Decreases in productivity, increases in attrition and absenteeism may be signs that bullying is occurring. When companies downsize and merge, bullying is more likely to occur. And, in general, if there are heightened levels of aggression of all types occurring in the company, bullying is almost certain to be occurring.
Finally, it is important to be aware of the culture of your organization. Is it an organization that encourages communication, support and acceptance of differences? Do employees and management share common goals, or is it more a situation of surface civility, but underneath a dog-eat-dog type atmosphere?
I would like to credit Dr. David C. Yamada who has written a great deal in this area. His writings include, “Workplace Bullying and Ethical Leadership,” published in the Journal of Values-Based Leadership in 2008, and most recently an article entitled, “Emerging American Legal Responses to Workplace Bullying” published in The Temple Political Rights Law Review in 2013. Dr. Yamada is a professor of law and a director of the New Workplace Institute at Suffolk University Law School in Boston.
Dr. Ron Breazeale
Ebola
Guest Blogger: Carly Rodgers, M.S.
Ebola. It’s a term we’ve all become far too familiar with, especially within the recent weeks, as this deadly virus has made its way into the United States. It’s nearly impossible to open a newspaper, listen/watch the news, let alone check your Facebook or Twitter, without at least one mention of the term. The media has created mass fear and panic that has been fueled by misinformation.
Ebola, also referred to as Ebola hemorrhagic fever, is a rare and deadly disease caused by infection with one of the Ebola virus strains. The signs and symptoms of Ebola include: fever, severe headache, muscle pain, weakness, diarrhea, vomiting, abdominal (stomach) pain, and unexpected hemorrhage (bleeding or bruising). These symptoms may appear anywhere from 2 to 21 days after exposure to Ebola, with the average at around 8 to 10 days.
According to the Centers for Diseases Control and Prevention (CDC) (2014), the total number of cases is just under 9,000 (with 5006 laboratory-confirmed cases) and the total number of deaths is 4493, with the majority of these being isolated to West Africa. The truth it Ebola is scary, however, being (properly) informed about what Ebola is and how it is spread is crucial. Ebola is not spread through the air, water, or in general, by food. Rather, Ebola is spread through: direct contact with blood or bodily fluids (e.g., urine, saliva, sweat, feces, vomit, breast milk, and semen) or a person who is sick with Ebola; infected animals; and objects (needles and syringes) that have been contaminated with the virus. The likelihood of Ebola becoming a widespread epidemic is very unlikely, based on the way the virus is spread.
Ebola can kill you, but so can a number of other things. It is more likely an individual will die from heart disease, cancer, traffic accidents, guns, the flu, ISIS, and even your own furniture (yes, tripping over furniture is more likely to kill you). Being afraid and worrying excessively over Ebola can be detrimental to your health. Worry is biologically identified as stress, one that the body interprets as a mini fight-or-flight response. Stress that lasts for more than several days becomes damaging to our health. Chronic stress has been shown to raise blood pressure and increase the risk of cardiovascular problems and also suppresses the immune system (making it more likely to catch infectious diseases or get sicker). Mood is also heavily impacted by (chronic) stress, and is strongly associated with clinical depression. The old adage still holds true, knowledge is power, and in this case knowledge also means a sense of relief and comfort. Be sensible. Being alert is fine (and normal), but within reason. Learning the basics and protecting your own health can help protect yourself from fear and undue stress.
Carly Rodgers received her Master's in Clinical Psychology in 2009 and is currently completing her pre-doctoral training in Portland, Maine. She endorses Cognitive Behavioral Therapy (CBT) principles and teaches resiliency skills with Dr. Breazeale.
Ebola. It’s a term we’ve all become far too familiar with, especially within the recent weeks, as this deadly virus has made its way into the United States. It’s nearly impossible to open a newspaper, listen/watch the news, let alone check your Facebook or Twitter, without at least one mention of the term. The media has created mass fear and panic that has been fueled by misinformation.
Ebola, also referred to as Ebola hemorrhagic fever, is a rare and deadly disease caused by infection with one of the Ebola virus strains. The signs and symptoms of Ebola include: fever, severe headache, muscle pain, weakness, diarrhea, vomiting, abdominal (stomach) pain, and unexpected hemorrhage (bleeding or bruising). These symptoms may appear anywhere from 2 to 21 days after exposure to Ebola, with the average at around 8 to 10 days.
According to the Centers for Diseases Control and Prevention (CDC) (2014), the total number of cases is just under 9,000 (with 5006 laboratory-confirmed cases) and the total number of deaths is 4493, with the majority of these being isolated to West Africa. The truth it Ebola is scary, however, being (properly) informed about what Ebola is and how it is spread is crucial. Ebola is not spread through the air, water, or in general, by food. Rather, Ebola is spread through: direct contact with blood or bodily fluids (e.g., urine, saliva, sweat, feces, vomit, breast milk, and semen) or a person who is sick with Ebola; infected animals; and objects (needles and syringes) that have been contaminated with the virus. The likelihood of Ebola becoming a widespread epidemic is very unlikely, based on the way the virus is spread.
Ebola can kill you, but so can a number of other things. It is more likely an individual will die from heart disease, cancer, traffic accidents, guns, the flu, ISIS, and even your own furniture (yes, tripping over furniture is more likely to kill you). Being afraid and worrying excessively over Ebola can be detrimental to your health. Worry is biologically identified as stress, one that the body interprets as a mini fight-or-flight response. Stress that lasts for more than several days becomes damaging to our health. Chronic stress has been shown to raise blood pressure and increase the risk of cardiovascular problems and also suppresses the immune system (making it more likely to catch infectious diseases or get sicker). Mood is also heavily impacted by (chronic) stress, and is strongly associated with clinical depression. The old adage still holds true, knowledge is power, and in this case knowledge also means a sense of relief and comfort. Be sensible. Being alert is fine (and normal), but within reason. Learning the basics and protecting your own health can help protect yourself from fear and undue stress.
Carly Rodgers received her Master's in Clinical Psychology in 2009 and is currently completing her pre-doctoral training in Portland, Maine. She endorses Cognitive Behavioral Therapy (CBT) principles and teaches resiliency skills with Dr. Breazeale.
When Hope is Lost
The dictionary defines ‘hope’ as a feeling of expectation and desire for a certain thing to happen. The somewhat more archaic definition describes ‘hope’ as a feeling of trust. Shakespeare put it well: “Eating the air on promise of supply.” But what happens when our hopes are dashed? We may lose the feeling of trust in ourselves or in others. Do we become cynics and pessimists? Do we begin to believe that all is lost? That what is now will last forever and not change for the better? Do we begin to blame ourselves? What keeps us from becoming the cynic that H.L. Mencken described: “A man who, when he smells flowers, looks around for a coffin.”
The conflict between hope and cynicism is a very old one, and it is one that we must encounter each day. It has to do with how we deal with disappointments and uncertainties. Not going down the road to cynicism and becoming a pessimist has much to do with our ability to apply the skills and the attitudes of resilience. Hope and optimism are first cousins as are cynicism and pessimism.
How these two play out in our lives and the lives of those around us is a fascinating process and deserves our attention. Over the last couple of years, I spent some time looking at this process in my own life, both reflecting on it and writing about it. The product of that effort is a novel about the conflict between the two, First Night, which is available from the publisher, Reed Edwards Company at: www.reededwards.com.
Dr. Ron Breazeale
The conflict between hope and cynicism is a very old one, and it is one that we must encounter each day. It has to do with how we deal with disappointments and uncertainties. Not going down the road to cynicism and becoming a pessimist has much to do with our ability to apply the skills and the attitudes of resilience. Hope and optimism are first cousins as are cynicism and pessimism.
How these two play out in our lives and the lives of those around us is a fascinating process and deserves our attention. Over the last couple of years, I spent some time looking at this process in my own life, both reflecting on it and writing about it. The product of that effort is a novel about the conflict between the two, First Night, which is available from the publisher, Reed Edwards Company at: www.reededwards.com.
Dr. Ron Breazeale
Bullying at Work
Bullying is a problem that has existed in many work settings for a long time. However, it has only recently been getting some attention. Bullying is defined as deliberate, often repeated, health-harming mistreatment of an employee by a supervisor or a co-worker or co-workers through direct and indirect means. It is more than just having a bad day at the office or having a conflict with your boss or with co-workers. It often takes the form of false accusations, yelling, shouting or screaming, hostile glares or other intimidating nonverbal behaviors, unreasonably heavy work demands designed to ensure failure, or a withholding of resources and information necessary to do your job, and sometimes downright sabotage and defamation.
Women are more likely to be the targets than men, as are subordinates. The aggressors are more likely to be supervisors than peers or subordinates and are more likely to be men than women.
This behavior pattern certainly affects the individual being targeted and is harmful to the organization. A number of studies have shown that this creates lower morale and productivity and may contribute to higher absenteeism and attrition. Workers are harmed in a number of ways, including the development of stress disorders, depression and physical problems such as cardiovascular disease and gastrointestinal problems.
So what’s to be done about this? Unfortunately, there are no laws that provide adequate protection. The laws that exist have proven inadequate as legal responses to workplace bullying. A bill entitled, “The Healthy Workplace” bill, has been introduced in 25 states, but has yet to be enacted in any state.
The answer at present: primarily training and education of the workforce, development and enforcement of employee policies that protect the employee, and counseling, coaching, disciplining and even dismissal of aggressors. Employers need to be aware of the signs of bullying in their companies. Decreases in productivity, increases in attrition and absenteeism may be signs that bullying is occurring. When companies downsize and merge, bullying is more likely to occur. And, in general, if there are heightened levels of aggression of all types occurring in the company, bullying is almost certain to be occurring.
Finally, it is important to be aware of the culture of your organization. Is it an organization that encourages communication, support and acceptance of differences? Do employees and management share common goals, or is it more a situation of surface civility, but underneath a dog-eat-dog type atmosphere?
I would like to credit Dr. David C. Yamada who has written a great deal in this area. His writings include, “Workplace Bullying and Ethical Leadership,” published in the Journal of Values-Based Leadership in 2008, and most recently an article entitled, “Emerging American Legal Responses to Workplace Bullying” published in The Temple Political Rights Law Review in 2013. Dr. Yamada is a professor of law and a director of the New Workplace Institute at Suffolk University Law School in Boston.
Women are more likely to be the targets than men, as are subordinates. The aggressors are more likely to be supervisors than peers or subordinates and are more likely to be men than women.
This behavior pattern certainly affects the individual being targeted and is harmful to the organization. A number of studies have shown that this creates lower morale and productivity and may contribute to higher absenteeism and attrition. Workers are harmed in a number of ways, including the development of stress disorders, depression and physical problems such as cardiovascular disease and gastrointestinal problems.
So what’s to be done about this? Unfortunately, there are no laws that provide adequate protection. The laws that exist have proven inadequate as legal responses to workplace bullying. A bill entitled, “The Healthy Workplace” bill, has been introduced in 25 states, but has yet to be enacted in any state.
The answer at present: primarily training and education of the workforce, development and enforcement of employee policies that protect the employee, and counseling, coaching, disciplining and even dismissal of aggressors. Employers need to be aware of the signs of bullying in their companies. Decreases in productivity, increases in attrition and absenteeism may be signs that bullying is occurring. When companies downsize and merge, bullying is more likely to occur. And, in general, if there are heightened levels of aggression of all types occurring in the company, bullying is almost certain to be occurring.
Finally, it is important to be aware of the culture of your organization. Is it an organization that encourages communication, support and acceptance of differences? Do employees and management share common goals, or is it more a situation of surface civility, but underneath a dog-eat-dog type atmosphere?
I would like to credit Dr. David C. Yamada who has written a great deal in this area. His writings include, “Workplace Bullying and Ethical Leadership,” published in the Journal of Values-Based Leadership in 2008, and most recently an article entitled, “Emerging American Legal Responses to Workplace Bullying” published in The Temple Political Rights Law Review in 2013. Dr. Yamada is a professor of law and a director of the New Workplace Institute at Suffolk University Law School in Boston.
The Millenial Generation
Guest blog by Megan Coale
Today’s new generation of the corporate workforce, called “Millennials” by some, desire more than just monetary compensation out of their jobs. The fifth annual Millennial Impact Report (released by the Case Foundation in partnership with a market-research agency called Achieve) reported that millennial workers desire “fulfillment” from their jobs, defined by them as creating friendships and having a positive impact on the world. With all of the time spent at work these days and all of the added technology that now can ease communication between coworkers a new ‘work-life’ blend has developed. This has led coworkers to develop close friendships and bonds that surpass those of the pre-Millennial workplace.
As an individual who falls into the "Millennial" category (born post-1979), I can say that I was not surprised by the findings of the survey. I have seen this behavior and preference in both coworkers and college classmates who are on the cusp of entering into the workforce. Today’s young people enjoy feeling connected and invested in what they are doing. In the workplace these feelings can create higher motivation and morale.
These new developments in the workplace should be given attention by those involved in the Industrial and Orgamizational (I/O) Psychology field. The key to keeping the younger generation of employees content and efficient is to make them feel fulfilled. It would be beneficial for corporations to define their mission—or cause—as more than just generating a profit. If a corporation does not fully support a “cause” yet then it would be beneficial to organize a company-wide way to support one. For example, Wright Express of South Portland, Maine is serving as a sponsor for the Maine Cancer Foundation’s Tri for a Cure from 2013-2015. While having a positive impact on the world this act can simultaneously give employees a positive feeling about their company and what they are doing. Another way that corporations can use this survey’s information is in their recruiting and hiring processes. Millennials are searching for positive and strong relationships with their coworkers. It would be helpful for recruiters to take this into account and see how prospective hires interact socially within their potential departments.
These findings, if acted upon, can serve to make the workplace a more positive environment that is both more productive, efficient, and helps make our world a better place.
Megan Coale is a senior at Union College in Schenectady, NY. In June 2015 she will be graduating with a Bachelor's Degree in Psychology and English. Megan hopes to continue her studies in Psychology, with a focus on I/O Psychology.
The Psychologically Unhealthy Workplace
We have talked about in previous blog posts work being a place where many people face adversity. The list includes long hours, low wages, unsafe working conditions and, in general, work-life imbalance.
The recession can be blamed for some of this. It seems to have pushed companies and organizations to try to squeeze as many hours and as much work out of each employee as humanly possible. This also results in companies hiring a large number of their workers on a part-time basis with no benefits of any kind. Most of us can name a number of companies and organizations we would not want to work for. But can we name those we would like to work for? Those that are psychologically healthy workplaces.
The American Psychological Association, along with state psychological associations across the country, has developed a program to recognize those organizations and companies that do well by their employees and their communities. The program is called the Psychological Healthy Workplace Awards Program. Applicants for the award are evaluated on their efforts in five areas: employee involvement, work-life balance, employee growth and development, health and safety and employee recognition.
Each year, state psychological associations, such as the Maine Psychological Association, look for both for-profit and not-for-profit organizations; small, medium-sized or large, they would encourage to apply for the award. Participants fill out an application, a sample of employees complete a survey, and a site visit is completed. The whole process takes a few months: application, employee survey, which is confidential, a brief site visit and report back to the organization.
Winners of the award are recognized by the state psychological associations through press releases and an awards ceremony, and may be nominated by the state association to enter the competition at the national level. Each year since early 1999, the American Psychological Association has recognized (these companies or organizations) through a dinner and awards ceremony.
If you know a business or organization that you would like to see apply for this award, ask them to contact their state psychological association or the national Psychologically Healthy Workplace Awards Program at: www.phwa.org. The awards are open to all organizations, and there is no fee for applying.
I think it’s important in these times to remember that a number of organizations and companies are doing the right thing by their employees. These organizations need to be recognized and supported.
Dr. Ron Breazeale
The recession can be blamed for some of this. It seems to have pushed companies and organizations to try to squeeze as many hours and as much work out of each employee as humanly possible. This also results in companies hiring a large number of their workers on a part-time basis with no benefits of any kind. Most of us can name a number of companies and organizations we would not want to work for. But can we name those we would like to work for? Those that are psychologically healthy workplaces.
The American Psychological Association, along with state psychological associations across the country, has developed a program to recognize those organizations and companies that do well by their employees and their communities. The program is called the Psychological Healthy Workplace Awards Program. Applicants for the award are evaluated on their efforts in five areas: employee involvement, work-life balance, employee growth and development, health and safety and employee recognition.
Each year, state psychological associations, such as the Maine Psychological Association, look for both for-profit and not-for-profit organizations; small, medium-sized or large, they would encourage to apply for the award. Participants fill out an application, a sample of employees complete a survey, and a site visit is completed. The whole process takes a few months: application, employee survey, which is confidential, a brief site visit and report back to the organization.
Winners of the award are recognized by the state psychological associations through press releases and an awards ceremony, and may be nominated by the state association to enter the competition at the national level. Each year since early 1999, the American Psychological Association has recognized (these companies or organizations) through a dinner and awards ceremony.
If you know a business or organization that you would like to see apply for this award, ask them to contact their state psychological association or the national Psychologically Healthy Workplace Awards Program at: www.phwa.org. The awards are open to all organizations, and there is no fee for applying.
I think it’s important in these times to remember that a number of organizations and companies are doing the right thing by their employees. These organizations need to be recognized and supported.
Dr. Ron Breazeale
Getting Older
No, I didn’t say getting old. No, this post is not about old age. I’m not sure that thinking about entering old age is very helpful. The stereotype that we have created in this society around old age is a very negative one. In many cases we do learn from our mistakes. We do become wiser, hopefully, with age. Granted, this is not true for all of us but I think it is for most.
We don’t all become drooling and doddering fools as we get older.
But there is a negative side. Getting older usually means that some things that worked better when we were younger don’t work as well. For example, my eyes. My optometrist tells me that cataracts are growing and at some point I’m going to have to have surgery. He gives me some hope, however, that if I have cataract surgery, my vision will be restored and improved in a number of ways. And my ears don’t work as well as they used to. I don’t need hearing aids, I don’t think. At least, not yet. But I’m sure I may.
But perhaps the biggest potential negative for me is the recognition that I am mortal. I, like everyone else on this planet, will die at some point. How many more years do I have? Ten? Fifteen? Twenty? Thirty? It could all end tomorrow. I said "potential negative" because I think it’s how we answer that question about what will we do when we realize our mortality, how we use whatever time is still ahead of us. What purpose will we create for ourselves?
This raises another major issue for me and I think for most people as they get into their late 50s and early 60s. It is the issue of retirement. Do we or don’t we, and if we choose to, how will we be able to? I’ll talk more about the issue of retirement in the next blog, since it certainly deserves more space and time than I have in this one.
The Resiliency of Caregiving
(Guest blogger: Dr. Talya Steinberg)
In my previous posting, I discussed the topic of resilience among individuals with intellectual disabilities, bringing to light the adversities these individuals face on a daily basis. Along with these individuals, those caring for them, parents and family, caregivers, etc., also face stress associated with an individuals’ diagnosis of an intellectual disability.
A diagnosis of an intellectual disability among a family member places demands on the rest of the family. An individuals’ response to their diagnosis influences how each individual within the family as well as the family as a whole, function, and vice versa. The family's response impacts the affected individual as well. Family members and caregivers are vulnerable to burnout, which may be evidenced through symptoms associated with irritability, depression and fatigue. Due to this vulnerability, resilience among parents, family members, and caregivers is crucial.
Maintaining balance is essential. Supportive relationships outside the family help serve as protective factors that help contribute to the maintenance of resilience. While the individual living with an intellectual disability needs support from family and caregivers, and may require additional services as a means of support, the family as a whole also needs support. Parents and caregivers need to learn as much as they can; the more you know, the better you can help your child and yourself. The family may need information, additional resources, and encouragement to prevent the diagnosis of an intellectual disability from becoming the center of their lives.
Parents, caregivers, and other members of the family need to be patient, while also remaining hopeful. It is important to remember to ask for help when it is needed. Talk to other parents of children with an intellectual disability. Most importantly take time for YOU. It is crucial to nurture yourself and take the extra effort to make time for other relationships in order to build upon and maintain resilience.
Dr. Talya Steinberg received her doctorate in Clinical Psychology in 2011 and is completing her postdoctoral training in Portland, Maine. She endorses positive psychology principles and teaches resiliency skills with Dr. Breazeale.
In my previous posting, I discussed the topic of resilience among individuals with intellectual disabilities, bringing to light the adversities these individuals face on a daily basis. Along with these individuals, those caring for them, parents and family, caregivers, etc., also face stress associated with an individuals’ diagnosis of an intellectual disability.
A diagnosis of an intellectual disability among a family member places demands on the rest of the family. An individuals’ response to their diagnosis influences how each individual within the family as well as the family as a whole, function, and vice versa. The family's response impacts the affected individual as well. Family members and caregivers are vulnerable to burnout, which may be evidenced through symptoms associated with irritability, depression and fatigue. Due to this vulnerability, resilience among parents, family members, and caregivers is crucial.
Maintaining balance is essential. Supportive relationships outside the family help serve as protective factors that help contribute to the maintenance of resilience. While the individual living with an intellectual disability needs support from family and caregivers, and may require additional services as a means of support, the family as a whole also needs support. Parents and caregivers need to learn as much as they can; the more you know, the better you can help your child and yourself. The family may need information, additional resources, and encouragement to prevent the diagnosis of an intellectual disability from becoming the center of their lives.
Parents, caregivers, and other members of the family need to be patient, while also remaining hopeful. It is important to remember to ask for help when it is needed. Talk to other parents of children with an intellectual disability. Most importantly take time for YOU. It is crucial to nurture yourself and take the extra effort to make time for other relationships in order to build upon and maintain resilience.
Dr. Talya Steinberg received her doctorate in Clinical Psychology in 2011 and is completing her postdoctoral training in Portland, Maine. She endorses positive psychology principles and teaches resiliency skills with Dr. Breazeale.
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