Multiple Blogs

Blog 1:

Over the next little while, I am going to write a few posts about workplace psychological hazards and injuries, and what you can do about it. It’s important when reading these blogs, that you think both about yourself, but also your loved ones and your peers. It’s all of our responsibilities to keep each other safe. Remember, each year we are reminded to ask “R U OK” and it’s “OK not to be OK”. This is just one way we can look out for each other.

Average people, like you and I, are physically or psychologically limping along, waiting for their next long weekend, next holiday, a boss or colleague to leave or the right job to apply for so we can get a break. But you might be very well be doing yourself more harm than good, simply because of internalised stigma and shame. This might also be a symptom of an unhealthy workplace and workplace psychological risk &hazards.

Workplace Psychological Health & Safety

Psychosocial hazards are the things at work that create a risk to mental health. These hazards can also cause physical harm. Psychosocial hazards can come from:

  • the design or management of work
  • the work environment & culture
  • plant (e.g. equipment) at a workplace, or
  • workplace interactions or behaviours.

It doesn’t matter if you’re the boss or an employee, if you work, you have work health & safety (WHS) obligations. You have duties under WHS laws to keep all people in the workplace safe if you’re:

  • a person conducting a business or undertaking (PCBU), such as an employer
  • an officer, such as a business owner or CEO
  • worker or other person in the workplace.

A person can have more than one duty under the model WHS laws. In the same way that we are obliged to protect everyone’s physical health at work, we are legally obligated to look after each other’s psychological health & safety at work.

Preventing harm by identifying work-related psychosocial hazards & factors, assessing risks & implementing effective measures to control them.

Intervening early to support workers who may be showing early signs of work-related stress & assist individuals who may be at risk of developing a psychological injury or mental illness.

Supporting recovery & rehabilitation for workers who have developed a psychological injury or mental illness to help them to recover & return to work.

Promoting health including good physical & mental health, is considered best practice & is beneficial for workers

Assessing the risk will help you work out what is reasonably practicable to control it. To assess the risk of harm, you need to consider the workers affected & the duration, frequency & severity of their exposure to the hazard.

  • Duration – how long is the worker exposed to the hazards or risks?
  • Frequency – how often is the worker exposed to the hazards or risks?
  • Severity – how severe are the hazards & the workers’ exposures?

Next time we will unpack some of the specific factors that can lead to psychological hazards and injuries at work.

Deb Psychology does not accept referrals for clients with workcover/worksafe funding. But if you think that you might need some guidance or assistance recognising, managing workplace psychological harms and hazards, or in preparing for a worksafe application, please get in touch with Deb.

In the meantime, please speak to your family and friends, your doctor, therapist, or union, to see what your next steps might be. You might hit the www or check out some of the resources below.

Comparison of psychosocial risk assessment tools available at https://www.comcare.gov.au/safe-healthy-work/prevent-harm/psychosocial-hazards/more-information-on-psychological-health-&-safety-in-the-workplace/psychosocial-risk-assessment-tools

Further resources

 

Blog 2:

Identifying psychosocial hazards at work

Below is a list of common psychosocial hazards & factors, however this is not an exhaustive list & there may be other factors that are relevant in your specific workplace.

High & low job demands: There are many different types of job demands in the workplace & these can vary depending on the nature of work, your industry & location of work. Job dem& that is either too high or, in some cases, too low can contribute to work related stress.

Examples of the type of demands include:

  • mental or cognitive demands
  • repetitive or monotonous work (low job demands)
  • time pressure or role overload
  • emotional demands
  • physical demands.

Low job control: Job control involves a worker’s ability to influence what happens in their work environment, as well as make decisions about how their work is done & the objectives they work towards. Low job control can occur when:

  • work is machine or computer paced
  • work is tightly managed & controlled (e.g. scripted call centres with set breaks & rostering)
  • workers are overly directed
  • workers are unable to refuse to deal with aggressive clients (e.g. police services)
  • workers are not involved in decisions that affect them or their clients.

Low role clarity: Role clarity is the degree of certainty regarding role requirements & responsibilities. Low role clarity can occur when:

  • workers may have multiple reporting lines or supervisors & as such may have competing demands
  • workers are asked to undertake a specific task with no instructions or detailed information about requirements
  • there is a lack of clarity about what tasks need to be completed, what the deadlines are, & what the priorities for individuals, teams & work units are
  • position descriptions &/or areas of responsibility are changed without consultation or discussion.

Low recognition & reward: Recognition & reward is the acknowledgement provided to a worker resulting in increased feelings of confidence, pride, & being valued for their work contributions. Low recognition & reward can occur when:

  • there is an absence of appropriate mechanisms & practices for regular performance discussions, performance planning & goal setting
  • the recognition or acknowledgement that is provided is vague, not meaningful or not attributed to specific situations
  • inequitable reward & recognition practices.

Poor support: Support refers to the practical assistance & emotional support that team members or managers provide on a day-to-day basis. Poor support can occur when:

  • workers do not work in a team or work in isolation
  • team members or managers are geographically dispersed
  • workers do not receive feedback on their work or do not have regular performance discussions with their supervisor
  • there is a lack of guidance or information for workers.

Poor workplace relationships: Relationships with managers, peers & subordinates can positively or negatively affect the way a worker feels. Poor workplace relationships can occur when:

  • there is work-related bullying, aggression, harassment including sexual harassment, discrimination or other unreasonable behaviours by co-workers, supervisors or clients
  • there is conflict between workers & their managers, supervisors or co-workers
  • incivility in teams or departments is tolerated by management.

Challenging work hours or shift work: Challenging work hours may arise from situations including:

  • night shifts or long shifts (12 or more hours)
  • shift patterns that are unpredictable
  • regular or unplanned overtime
  • rotating shifts where workers are required to work nights, afternoons & days in quick succession
  • shifts that provide inadequate time for sleep & recovery.

Poor organisational change management: Change is an inevitable aspect of life & in a workplace can be essential for future growth. However, poor management of the change process can lead to workers feeling anxious & uncertain about aspects of their work or employment status. Situations that may lead to poor organisational change management include:

  • disorganisation & lack of planning
  • implementing changes without sufficient consultation & stakeholder engagement
  • failure to communicate key messages, updates & information about change, which may also lead to informal communication practices
  • failure to announce changes in a timely fashion & explain the reasons for change
  • inadequate support during transitional times.

Poor organisational justice: Organisational injustice refers to workers’ perceptions of fairness at work. Poor organisational justice can occur when:

  • there is a lack of, or inadequate, policies & procedures
  • the people who will be affected by decisions are excluded from consultation & decision-making processes
  • there is a failure to take appropriate action to address inappropriate behaviour, poor performance or misconduct
  • there is a lack of communication & transparency regarding organisational direction, strategy, objectives & decisions
  • there is bias, impartiality, favouritism & nepotism.

Deb Psychology does not accept referrals for clients with workcover/worksafe funding. But if you think that you might need some guidance or assistance recognising, managing workplace psychological harms and hazards, or in preparing for a worksafe application, please get in touch with Deb.

In the meantime, please speak to your family and friends, your doctor, therapist, or union, to see what your next steps might be. You might hit the www or check out some of the resources below.

Next time, we will discuss some of the potential reasons why we might not reach out for help when we are working in a psychologically unsafe workplace or have received a psychological injury at work.

 

Blog 3:

Hey, if you grew up in Australia like I did, or come from an “all work/no play” culture, you’ve probably been exposed to some pretty horrific messaging about recipients of workplace injury compensation. Australian’s are united as a nation that people should be safe from serious injury or death at work.  But thanks to the grotty tactics of sensational “gotchya” and shock jock media, we have grown up believing that those who take necessary injury or recovery leave or access injury compensation are hucksters, frauds, lazy, fakers or hypochondriacs! And while that’s fatuous rubbish fabricated and marketed to increase media ratings, (although, historically the system was easily rorted, and some people were able to unjustifiably access it, but that was a problem with the system, not the people accessing it!) the stigma and shame have been internalised and now many people feel that they cannot access WorkCover/WorkSafe etc that they are legitimately entitled to.

Let’s look at the reasons why people feel shame/stigma:

The internalised fear and stigma around accessing workers’ compensation, like WorkCover or WorkSafe, or taking leave under such programs can stem from several sources:

Perceived Weakness or Incompetence: Workers may feel taking leave shows they are weak or incapable, leading to guilt about stepping away from work.

Fear of Career Repercussions: Employees worry that using WorkCover might harm their career prospects, causing them to be seen as a liability or less dedicated.

Lack of Understanding or Misconceptions: Confusion about the workers’ compensation process or rights can deter workers from accessing benefits due to fear of making mistakes.

Negative Attitudes Toward Absenteeism: Some workplaces value constant productivity and frown upon taking leave, leading workers to feel ashamed of needing time off.

Fear of Being Seen as a Fraud: Workers may fear being accused of abusing the system, even when their claim is legitimate, creating anxiety about seeking help.

Workplace Culture or Peer Pressure: In some environments, there’s pressure to “tough it out,” making workers feel guilty for taking leave when others continue working through discomfort.

Fear of Legal or Administrative Challenges: Concerns about navigating a complex and potentially slow claims process can discourage workers from applying for compensation.

Impact on Workplace Relationships: Employees might worry about burdening colleagues with extra work or causing tension in the team by taking time off.

Cultural or Societal Expectations: In some cultures, there’s pressure to handle everything independently, leading to the belief that seeking help is unprofessional or irresponsible.

Fear of Being Judged or “Othered”: Workers may fear being treated differently or judged, especially if their condition isn’t visible or if it’s related to mental health.

Deb Psychology does not accept referrals for clients with workcover/worksafe funding. But if you think that you might need some guidance or assistance recognising, managing workplace psychological harms and hazards, or in preparing for a worksafe application, please get in touch with Deb.

In the meantime, please speak to your family and friends, your doctor, therapist, or union, to see what your next steps might be. You might hit the www or check out some of the resources below.

Next time we will talk about some ways to overcome internalised stigma and shame.

 

Blog 4:

Overcoming your internalised stigma and shame

Overcoming the internalised shame and fear associated with accessing WorkCover or taking leave requires both personal mindset shifts and practical steps. Here are some strategies that can help:

Know Your Rights:  Understanding your legal rights and the process for making a claim can empower you. Knowing that you’re entitled to compensation can reduce fear and anxiety about accessing benefits. Review available WHS/OHS policies, procedures or legislation.

Normalise the Process:  Realising that using WorkCover is a normal, valid option for managing workplace injuries or illness can help reduce shame. Many people use it, and it’s a system funded by all employers designed to support all workers.

Seek Support from Trusted Colleagues or Mentors:  Talking to coworkers or mentors who have used WorkCover or who are supportive can help normalize the experience. Hearing their stories can show that you’re not alone.

Focus on Self-Care and Wellbeing:  Remember that taking leave for recovery is a necessary part of self-care. Prioritising your health allows you to return to work stronger and more productive in the long run.

Challenge Negative Beliefs:  If you feel guilty or worried about being perceived as weak, challenge those beliefs. No one should have to sacrifice their physical or mental health for work, and using your benefits is a responsible decision.

Seek Professional Help if Needed:   If feelings of shame or fear are overwhelming, talking to psychologist like Deb, either in clinic (Watsonia) or via telehealth, can help you address any underlying anxiety or self-doubt. Therapy can also provide strategies to manage workplace stress and stigma.

Talk to Your Employer or HR Department:   If safe to do so, having an open conversation with your employer or HR about your concerns can help alleviate any fear of repercussions. Many organisations have protocols to support employees in these situations and can help guide you through the process.

Remember the Bigger Picture:  Taking leave for recovery isn’t just about you—it benefits the company too. A healthy, well-rested employee is far more effective and engaged in the long run, which is ultimately good for everyone.

Reframe Your Perspective:  Shift from viewing your leave as a “break” to viewing it as a necessary investment in your long-term health and productivity. You are taking leave to recover from a workplace injury. Acknowledge that if you weren’t doing this job, for this employer, under these circumstances, you wouldn’t have this injury – it’s not you, it’s a workplace injury!!

Deb Psychology does not accept referrals for clients with workcover/worksafe funding. But if you think that you might need some guidance or assistance recognising, managing workplace psychological harms and hazards, or in preparing for a worksafe application, please get in touch with Deb.

In the meantime, please speak to your family and friends, your doctor, therapist, or union, to see what your next steps might be. You might hit the www or check out some of the resources below.

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