MASTERCLASS - How Systems Thinking Changes Workplace Mental Health: a Holistic Primary Preventative Framework for Worker Wellbeing
Tracks
Ballroom 2 - In-Person Only
| Tuesday, March 5, 2024 |
| 10:40 AM - 11:00 AM |
| Ballroom 2 |
Overview
Rev Dr Mark Layson, Charles Sturt University | NSW Centre for Work Health and Safety
Speaker
Rev. Dr. Mark Layson
Adjunct Research Fellow
Charles Sturt University | NSW Centre for Work Health and Safety
How systems thinking changes workplace mental health: A holistic primary preventative framework for worker wellbeing.
Abstract
Background
The prevailing approach to first responder wellbeing is centred around exposure to potentially traumatic events and PTSD. These approaches utilise individual level interventions that are secondary and tertiary prevention strategies. However, primary prevention is difficult because trauma exposure is not a modifiable variable easily eliminated from the ‘content’ of first responder work. However, recent reports about first responder wellbeing point to the often-overlooked role of ‘contextual’ and systemic factors in the formation of distress. Moral injury research reports the contributary role of perceived betrayal by leaders and organisations in the formation of distress. Further, organisational stressors, such as poor workplace culture, unsupportive leadership, and the punitive treatment of workers are now legislated as psychosocial hazards that must be mitigated. This research developed holistic primary prevention strategies for first responders.
Methods
Interdisciplinary research analysed surveys from 227 Australian first responders, narrative-analysis of autobiographies and interviews with 16 of the authors to quantify and operationalise betrayal type moral injury. Data analysis and a practical theological reflection were used to develop a primary prevention framework.
Results
37% of participants reported feeling betrayed over 50 times in their careers. The highest levels of betrayal perception were associated with 27% increased levels of distress, while the highest level of trauma exposure was associated with 4% increased levels of distress. Betrayal was experienced through leadership in/actions, poor resource allocation, lack of recognition, and organisational injustice.
Discussion
Organisational stressors, often experienced as betrayal, are modifiable variables that can and should be eliminated from first responder organisations. The events associated with a sense of betrayal and abandonment are also found in psychosocial hazard categories in new WHS legislation. The incorporation of a systems approach to the prevention of distressed is workshopped. Adopting these strategies may prevent moral injury and make organisations compliant with new psychological WHS legislation.
The prevailing approach to first responder wellbeing is centred around exposure to potentially traumatic events and PTSD. These approaches utilise individual level interventions that are secondary and tertiary prevention strategies. However, primary prevention is difficult because trauma exposure is not a modifiable variable easily eliminated from the ‘content’ of first responder work. However, recent reports about first responder wellbeing point to the often-overlooked role of ‘contextual’ and systemic factors in the formation of distress. Moral injury research reports the contributary role of perceived betrayal by leaders and organisations in the formation of distress. Further, organisational stressors, such as poor workplace culture, unsupportive leadership, and the punitive treatment of workers are now legislated as psychosocial hazards that must be mitigated. This research developed holistic primary prevention strategies for first responders.
Methods
Interdisciplinary research analysed surveys from 227 Australian first responders, narrative-analysis of autobiographies and interviews with 16 of the authors to quantify and operationalise betrayal type moral injury. Data analysis and a practical theological reflection were used to develop a primary prevention framework.
Results
37% of participants reported feeling betrayed over 50 times in their careers. The highest levels of betrayal perception were associated with 27% increased levels of distress, while the highest level of trauma exposure was associated with 4% increased levels of distress. Betrayal was experienced through leadership in/actions, poor resource allocation, lack of recognition, and organisational injustice.
Discussion
Organisational stressors, often experienced as betrayal, are modifiable variables that can and should be eliminated from first responder organisations. The events associated with a sense of betrayal and abandonment are also found in psychosocial hazard categories in new WHS legislation. The incorporation of a systems approach to the prevention of distressed is workshopped. Adopting these strategies may prevent moral injury and make organisations compliant with new psychological WHS legislation.
Biography
Mark is an interdisciplinary researcher who focuses on the intersection of moral injury and trauma exposure to produce organisational and leadership preventative strategies. His research interests include moral psychology, moral philosophy, and spirituality as they relate to, wellbeing and workplace safety. As a former police officer, firefighter, and ambulance chaplain he centres his research on developing and applying primary preventative wellbeing strategies for first responders context. His approved doctoral thesis on moral injury in first responders developed a biopsychosocial-spiritual framework to prevent moral injury and mitigate psychosocial risks in the workplace. He was funded by the NSW centre for WHS.
