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“Some beach Somewhere There's a big umbrella casting shade over an empty chair Palm trees are growin' and warm breezes blowin' I picture myself right there On some beach  Somewhere” Some Beach   by Blake Shelton (Click  here  for the song)    https://www.freepik.com/     “Psychological detachment from work … implies mentally distancing oneself from one's work and to temporarily forget about work during leisure time. Meta-analyses showed that lack of psychological detachment from work is associated with unfavourable affective outcomes and impaired well-being." Sabine Sonnentag, Monika Wiegelmann 2024 Regular readers understand that work demands energy and effort to complete necessary tasks. Both workplace conditions and task requirements can drain psychological resources. To maintain well-being, it is essential to regularly recover and replenish these resources. Recovery from work is essential for employees to remain energetic, engaged, and healthy, even under high job demands. It involves reducing or eliminating the physical and mental strain caused by work stress. Research shows that recovery during leisure time significantly impacts employee well-being and job performance. Researchers have identified four main recovery experiences: “ psychological detachment , not thinking about work during nonwork time;  relaxation , having a low activation level; mastery , facing a positive challenge to learn something new; and  control , having a feeling of control over nonwork time” Bennett    A recent meta-analysis revealed that psychological detachment after work is more effective in reducing fatigue in comparison with other recovery techniques.        Psychological detachment—mentally disengaging from work and avoiding work-related activities during nonwork hours. Regular readers would know that psychological disengagement needs to be a daily practice, not just a holiday occurrence.   Researchers continue to demonstrate that during stressful periods, it is essential for employees to mentally disconnect from work during their off-hours. Achieving this mental distance allows them to return to work the next day feeling refreshed and re-energized. Studies have highlighted various factors that can either support or hinder psychological detachment from work, such as engaging in specific leisure activities, managing job demands, and dealing with interpersonal job stressors.   What is the role of the leader?    “encourage employees to recover during nonwork time” Bennett, A. A., Bakker, A. B., & Field, J. G. (2018).  Researchers have defined a leader's support for recovery as having three key aspects: empathy for recovery, respect for boundaries, and role modelling.  Empathy for recovery: An empathetic leader understands and can recognise the need for employees to have time and space for recovery. They are attentive to their employees' recovery needs, they communicate with them and demonstrate their understanding of their recovery needs.  Respect for boundaries: The most important instrumental support may not be the provision of any material resource but refraining from intruding into employees' free time, that is, respecting boundaries between work and non-work time. Leaders are an important source of these intrusions, as they set expectations about task accomplishment and establish norms about job-related communication during non-work hours.   Leaders who respect boundaries refrain from assigning tasks that need to be completed literally “overnight” and do not contact their employees during after-work hours or on the weekend.  Role modelling: Regular readers would know that leaders need to ‘practice what they preach’ and set a positive example for recovery practices by communicating about their own recovery needs and activities. For instance, when role modelling recovery, leaders tell their followers about how they integrate recovery into their daily lives, how they manage to take time for recovery, and which recovery activities they enjoy.     Is there a critical element in recovery? Recent research by Sabine Sonnentag and Monika Wiegelmann found that a high-quality leader-follower relationship plays a crucial role in promoting employee recovery. In strong supportive relationships, they found that employees are more likely to value and act on their leaders' attitudes and messages about recovery, leading to greater psychological detachment.  Conversely, in low-quality relationships, employees are less receptive to their leaders' support and communication, reducing the leader's influence on their recovery behaviours. The poorer the relationship, the less effective a leader's empathy for recovery becomes. When employees lack trust in their leaders, they may doubt whether prioritising recovery and fully detaching from work is genuinely in their best interest.  In poor leader-employee relationships, leaders set goals that make employees focus on meeting expectations and surviving at work. This can lead employees to overwork and struggle to recover after work, even if their managers encourage them to rest.  Respect for boundaries was a powerful predictor of psychological detachment, irrespective of the relationship between boss and employee. This finding implies that all employees benefit in terms of mentally detaching from work when their leader respects boundaries between work and non-work time and does not disturb their employees during non-work time.   Recent research found that although role-modelling work-life balance helps manage work-family conflict and work-home boundaries, role-modelling leisure and recovery activities did not improve psychological detachment, even with high leader-member relationships. While leaders may encourage employees to engage in leisure, it doesn’t necessarily help them mentally detach from work. Additionally, differences in leaders’ and employees’ life situations (e.g., financial resources or personal interests) may prevent employees from identifying with their leader on recovery processes, thus making role modelling less effective.  To support employees in disconnecting from work during their personal time, leaders should establish and maintain clear boundaries between work and non-work life. This includes avoiding evening or weekend communications, such as phone calls or instant messages, and assigning tasks and deadlines that do not require work beyond regular hours. In some organisations, fostering this respect for boundaries may necessitate a cultural shift rather than relying solely on individual leaders. Consequently, top management should advocate for boundary respect and ensure that leaders’ boundaries are also protected.      I am aware that many readers will think that the nature of their work does not allow for such lofty aspirations. My challenge to you is to take stock of your habits and work practices. Before you ignore boundaries take a moment to consider the answers to the following questions:  Is the timeline set by my stakeholder subject to negotiation? Am I asking for a task to be completed so I am more relaxed, not because it is actually necessary? What should we be saying no to? How are we building time of recovery and disconnection into our work systems and processes to minimise the likelihood of burnout?       Is my business model reinforcing this behaviour, and if so, what can be done to change it?     Final thoughts   “In an "always-on" culture encouraged by the Fourth Industrial Revolution, it is essential to find a balance between being effective at work and having optimal well-being. Recent reports highlight the "human energy crisis" many employees face today. Heavy workloads and long hours impede their capacity and energy renewal”. Albulescu, P., Macsinga, I., Rusu, A., Sulea, C., Bodnaru, A. and Tulbure, B.T.      Regular readers are aware that while individuals have various opportunities to recover and replenish their resources—such as during evenings, weekends, holidays, or sabbaticals—it is equally crucial to recognise the significant role of micro-breaks. Recent research has found that brief breaks of at least ten minutes can be vital for recovery from highly demanding tasks.  Micro-breaks increase individuals’ vigour and decrease their fatigue levels, enhancing employee performance. The researchers also found that during work hours, recovery activities can be job-related (e.g., assisting a colleague, setting new work goals) or unrelated to work (e.g., meeting basic needs, socialising, relaxing, or enjoying nature). Physical activities like stretching or exercise boost positive emotions and reduce fatigue, while social activities, such as connecting with friends and family, enhance vitality.  As we approach the end of the year, take the time to consider how you will act upon the research contained in this blog. Drop me an  email  explaining how you will integrate recovery practices into your work and life on a daily and weekly basis.   Please click  here  if you would like to read my past blogs.   ----------------------------------- References:    Sonnentag, S. and Fritz, C. (2015). Recovery from job stress: The stressor-detachment model as an integrative framework.  Journal of Organizational Behavior , [online] 36(S1), pp.S72–S103. doi: https://doi.org/10.1002/job.1924.‌ Sonnentag, S., Kark, R. and Venz, L. (2024). Leader support for recovery: A multi‐level approach to employee psychological detachment from work.  Journal of Occupational and Organizational Psychology . doi: https://doi.org/10.1111/joop.12538.‌ Albulescu, P., Macsinga, I., Rusu, A., Sulea, C., Bodnaru, A. and Tulbure, B.T. (2022). ‘Give me a break!’ A systematic review and meta-analysis on the efficacy of micro-breaks for increasing well-being and performance.  PLOS ONE , [online] 17(8). doi: https://doi.org/10.1371/journal.pone.0272460.‌ Sonnentag, S. and Wiegelmann, M. (2024). Not detaching from work during leisure time: A control‐theory perspective on job‐related cognitions.  Journal of organizational behavior . doi: https://doi.org/10.1002/job.2792.‌ Bennett, A.A., Bakker, A.B. and Field, J.G. (2017). Recovery from work-related effort: A meta-analysis.  Journal of Organizational Behavior , 39(3), pp.262–275. doi: https://doi.org/10.1002/job.2217 .

“Honey, I lost my job today I been driving around, that's why I'm late Trying to figure out how to break the news 'Cause I hate the thought of disappointing you Yeah, I can see the worry in your eyes Maybe it's a blessing in disguise” Honey I Lost My Job Today   by LANCO (Click  here  for the song)      Image by master1305 on Freepik   “Since the earliest roots of scholarship on work and work organizations (e.g., Parsons 1909), the concept of occupation has occupied an important role in understanding when, why, and how individuals behave, make choices, and hold particular attitudes and perceptions in workplace settings.”  Erich C. Dierdorff What is an occupation and do they matter? Participation in any occupation requires training, encompassing attitudes, behaviours, and thought processes. Artists think in terms of shapes, design, and perspective; engineers focus on logic, science, and mathematics; accountants prioritise law, ethics, and accuracy, and so forth. Researchers have suggested that occupations serve as an important backdrop against which individuals find unique meaning in their work and come to understand their organisational environments. Occupations also impact how individuals interact and communicate with others within organisations and across organisations. Occupations guide what people do, the values to which they adhere, and their social relationships and identities.    “Members of an occupation form an occupational community, or a “group of people who consider themselves to be engaged in the same sort of work; whose identity is drawn from the work; [and] who share with one another a set of values, norms and perspectives that apply to but extend beyond work””  Howard-Grenville, J., Nelson, A. J., Earle, A. G., Haack, J. A., & Young, D. M  Occupations develop unique cultures that shape beliefs about the purpose and control of work life. These occupational cultures interact with the larger organisational culture, sometimes creating cooperation and sometimes conflict, depending on factors like the group's power, size, and status within the organisation. Shared education, practices, and expertise strengthen each occupation's identity. What is occupational destabilisation?  “We define occupational destabilization as the process through which a series of changes challenge the jurisdiction, principles, and/or value of an occupation, upsetting established practices and potentially members’ employment.”   Winnie Yun Jiang and Amy Wrzesniewski  There is a long history of research, dating back to the 1940s, on why and how occupations change. Sometimes, it is due to an external event, such as the introduction of new technology, changes in legislation, or competition from a newly emerging occupation. Other times, it is due to a visionary and opportunistic focus. Today’s work environment is shaped by the movement of talent and knowledge across industries and organisations. New technologies, regulations, competition from related fields, societal changes and organisational demands have necessitated shifts in the design of work and jobs and disrupted many occupations. By 2030, an estimated 75 to 375 million workers, or 3 to 14 per cent of the global workforce, may need to change jobs. Any disruption to an occupation makes it challenging for its members to stay relevant and exposes them to risks of identity threats or unemployment.  Researchers have found that members of occupations frequently resist and counter efforts to impose change on work practices, educational standards, or jurisdictional boundaries that stem from regulatory, technological, organisational, or other occupational shifts. When inexorable technological changes mechanise tasks and lead to “deskilling”, however, resistance is not an option.  Although destabilisation might affect a job’s context, title, and tasks, there are many transferable elements in the fundamental approaches to problem-solving, as well as in customer and stakeholder management skills that individuals develop throughout their careers. The challenge, therefore, lies in thinking beyond traditional boundaries. Recent research has examined how disruption and change affect professional careers. Researchers found that individuals' reactions to occupational instability are closely tied to their beliefs about the purpose and importance of their work. Researchers have found that job loss, when combined with occupational destabilisation, often requires adapting long-standing work practices, leading to inevitable changes in skills and one’s connection to the work.   Regular readers know that job loss can greatly impact well-being, affecting people emotionally, psychologically, and physically. Reactions vary some feel it hurts their identity and self-esteem, while others see it as a chance for a fresh start. Viewing job loss as a result of market forces rather than personal failure can reduce stress. Support from peers in similar situations can also help, making the experience less isolating and allowing for a more positive outlook.  Studies have found that a person’s ability to cope with occupational disruption depends on whether they see their work skills as fixed or adaptable. Some people view their tasks as meaningful only in their current job, making them feel less useful in other roles. Others believe these skills can be valuable elsewhere, making it easier to transition to new occupations. When people feel their occupation is no longer viable but see their skills as transferable, they are more likely to reinvent their careers and carry their skills into new roles.  Occupational disruption can be a tough experience, causing sadness and loss as people deal with changes to their careers. When this sadness and fear are intense, individuals may hold on desperately to their remaining jobs. However, research shows that those who view their skills as adaptable are more accepting of changes in their occupation. This acceptance helps reduce negative emotions and fosters hope, giving them the energy to move forward and explore new career and job opportunities.    “Research suggests that the more strongly and exclusively one defines oneself in terms of a particular identity, the more difficult it is to exit that identity and the greater the risk of deleterious consequences such as anomie and depression (Ashforth, 2001; e.g., Baillie & Danish, 1992). In the case of occupations and careers, however, two factors may mitigate these issues.  First, an occupation and career can be framed at a fairly abstract level, like entrepreneur, which can be instantiated in diverse ways, such as realtor, bar owner, and landscaper (C. D. Moore & Robinson, 2006). This potential for abstraction provides more flexibility for realizing a valued identity.  Second, rather than frame an occupation or career as a role or a series of roles—however abstract—one can focus on change, growth, flexibility, openness, and learning as an identity in itself (Ashforth, 2007). Concepts such as the protean self (Lifton, 1993), meta-competencies (Hall, 2004), and ongoing vocational exploration (Flum & Blustein, 2000) refer to a willingness and ability to explore, to learn how to learn, to develop a repertoire of possible selves and identity narratives, and to embrace novelty and change—in short, to view oneself as an adaptive individual.”    Ashforth, B.E., Harrison, S.H. and Corley, K.G. 2008. Final  thoughts  When a leader views work through the lens of occupations at the individual, team, and organisational levels, it offers a fresh perspective on people management strategies and fosters a culture of flexible thinking.   “Yeah, I know we'll find a way I'm gonna find a way Gonna find a way Honey, I lost my job today But I got a funny feeling it'll be okay' Cause it already hurts a little less to say Honey, I lost my job today” Honey I Lost My Job Today    by LANCO (Click  here  for the song)     References:    Dierdorff, E.C. (2019). Toward Reviving an Occupation with Occupations.  Annual Review of Organizational Psychology and Organizational Behavior , 6(1), pp.397–419. doi: https://doi.org/10.1146/annurev-orgpsych-012218-015019.‌ Jiang, W. Y., & Wrzesniewski, A. (2023). Perceiving Fixed or Flexible Meaning: Toward a Model of Meaning Fixedness and Navigating Occupational Destabilization. Administrative Science Quarterly, 68(4), 1008-1055.  https://doi.org/10.1177/00018392231196062    Howard-Grenville, J., Nelson, A. J., Earle, A. G., Haack, J. A., & Young, D. M. (2017). “If Chemists Don’t Do It, Who Is Going To?” Peer-driven Occupational Change and the Emergence of Green Chemistry. Administrative Science Quarterly, 62(3), 524-560.  https://doi.org/10.1177/0001839217690530   Ashforth, B.E., Harrison, S.H. and Corley, K.G. (2008). Identification in Organizations: An Examination of Four Fundamental Questions.  Journal of Management , [online] 34(3), pp.325–374. doi: https://doi.org/10.1177/0149206308316059.‌

"Work is stressing me out And after all this time It's still not boring, no Why would I spend the rest of my days unhappy Why would I spend the rest of this year alone When I can go therapy When I can go therapy" Therapy  by Mary J. Blige(Click  here  for the song)   Thank you to Hannah Frankel for her song recommendation.        Spotlight on therapy:   The wonderful team at  Movember , with the guidance of Dr Zac Seidler, have produced a “red-hot 5-part video series; we’ll answer all your burning questions about therapy: what it is, how it can change your life and most importantly...how to get it.” Click  here  for the full series:  https://conversations.movember.com/en/therapy-for-men/#video1   Please note Whilst Movember is focused on men's health, all my readers have the responsibility to be proactive with their physical and mental health.    The problematic status of men’s health.                             Recent research has found that compared to women the same age, younger Australian men aged between 15 and 45 years are not regularly accessing health services, including primary healthcare such as visiting a general practitioner (GP) with a health concern, and preventative health services such as visiting a GP just for a check-up when not sick.Regular readers understand that neglecting self-care increases the risk of health issues like heart disease, diabetes, cancer, and mental health challenges. These chronic conditions often develop slowly, making it easy to overlook early warning signs until it's too late. Prioritising your well-being not only allows you to perform at your best but also sets a positive example, encouraging family and friends to seek the support they need to care for themselves.   What are the barriers to accessing help?  Researchers have identified a set of barriers commonly reported to be preventing boys and men from effective access to healthcare. These barriers emerged in both the Australian and international literature and operated at individual, systemic, structural and/or cultural levels. It was also evident that these barriers are interrelated, suggesting a need for multi-level approaches to improve health system access for men.  The most common patterns of barriers that emerged related to:    Individual: Stoicism and self-reliance (rigid masculinity) Minimisation of symptoms Help-seeking reluctance and delay Fear of diagnosis, treatment, or mortality Internalised stigma and embarrassment Poor health literacy Low service knowledge Health System: Waiting periods Practitioner communication Practitioner/service unavailability Poor inter-service coordination Practitioner biases and insufficient knowledge Lack of male-specific services Structural: Consultation costs Lack of transport Inconvenient operating hours Distance from services Cultural: Lack of culturally responsive services Lack of culturally specific knowledge Culturally embedded stigma Language barriers Discrimination Other barriers reported in the literature were more specific to sub-groups of men, such as physical access barriers to medical centres for men with disabilities, or the perception of services as being female- and child-centric, which was most commonly reportedly in studies of fathers.      Australian Perspective In 2019, the Australian Government released the National Men’s Health Strategy 2020–2030.  The strategy’s overarching goal is for every man and boy in Australia to be supported to live a long, fulfilling, and healthy life. A male-specific approach to health aims to address the biological and cultural factors that may contribute to men’s shorter life expectancy and poorer outcomes in various health areas.  Delays in seeking help:  “When attending their general practitioner (GP), men have shorter consultations, see the GP later during their illness, leave significant health issues unattended, and are more likely to somatise emotional problems when compared to women.” Vincent, A. D., Drioli-Phillips, P. G., Le, J., Cusack, L., Schultz, T. J., McGee, M. A., Turnbull, D. A., & Wittert, G. A.   Recent research found that 68% of men strongly agreed that they delay or avoid visiting a doctor at least occasionally. Additionally, men’s health issues often remain untreated, or only single problems are addressed in isolation, leaving general health risk factors unexamined. Men typically monitor their health and make deliberate choices about when and how to seek assistance. They are motivated to improve their health and have a genuine interest in their well-being. However, work and family commitments commonly lead to delays in visiting the doctor, especially among younger, healthy men.  Researchers have found that when choosing whether or not to access health care, individuals weigh up the following:    their perceived susceptibility to a disease or disorder; the seriousness of the disease; the perceived benefits of and barriers to specific health behaviours; perceived threats of their behaviours to things they value; and, perceived self-efficacy to behave in a way that will reduce the health risk. Researchers have found that when all these issues are addressed, there is an increased likelihood that medical care will be assessed in a timely fashion, resulting in improved health outcomes.         Other factors to consider:  1. Individual differences in responses to stress:   To explain patients’ delay in seeking help between the onset of symptoms and diagnosis, researchers have suggested that in response to stress, individuals adopt a coping pattern characterised by either vigilance or avoidance. "High monitors" are vigilant, seeking information about the stressor to reduce their anxiety, while "high blunters" avoid information and cope more effectively with limited details. The hypothesis proposes that patients fare better when they receive an amount of information suited to their specific coping style.  2. Intersectionality or complex convergence of risk:   Researchers recognise that individuals belong to multiple groups, and when the unique vulnerabilities and opportunities of these groups intersect, issues can become more pronounced. Any comprehensive approach to men’s health—whether personal, workplace-based, or national—must consider factors like ethnicity, socioeconomic disadvantage, disability, sexual orientation, geographic location, age, and specific health risks. The social and cultural dynamics of these groups often combine to shape health decisions, behaviours, and receptivity to healthcare. 3. Life course perspectives:  Researchers have found that age-related differences affect men’s and boys' acceptance of e-health programs, but age is just one aspect of life experience. Socioeconomic disadvantage, discrimination, limited knowledge, past negative experiences, social influences, and risk-taking behaviours can compound over time, reinforcing barriers to accessing support.    The following initiatives have been found to increase the likelihood that men will access appropriate health care:      Provide evidence-based information and self-monitoring tools and resources for men.    These tools need to: - be available at traditional health services and all the other places where men go.  - include accurate information to improve health literacy for men  incorporate behavioural change strategies, - provide links to relevant services, and - offer triggers and incentives to visit their doctor for health checks. GP services should design and market their services towards men in a way that uniquely addresses the common reasons for delay/avoidance.  For example, more suitable opening times, reasonable waiting times, availability of information and reading materials pertinent to men’s health and doctors with good awareness of men’s health issues and their presentation.   Normalising healthcare for boys and modelling positive healthcare behaviours, including help-seeking, will be a critical factor in intergenerational change. Support from family, and friends and engagement with the community.   Spotlight on mental health:  “Looking after yourself is about self-respect and is not a selfish act. A lot of people who are caring for others put themselves last, and this can lead to burnout and impact their mental health,”   Dr Kampel Regular readers would know that I am passionate about enhancing psychological well-being. Thus, I believe that any information on men’s health necessitates a focus on mental health.          Researchers have identified the following reasons why men typically don’t look after their mental health:  Lack of awareness –  Many people don’t fully understand the impact their choices have on their body and well-being. Without good role models, it’s hard to realize how much better they could feel with healthier habits.  Distorted self-perception –  Some people may not see the extent of their struggles or, conversely, may feel so defeated that they can’t imagine being any different.  Choosing convenience –  Reaching for quick meals or spending time on social media can be an easy distraction, making it simpler to watch others live their lives than to make changes in our own .   Denial –  Often, people are unaware of their issues or prefer not to admit them, thinking the consequences are something that will affect others, not themselves.  Suppressing deeper issues  – Our external choices often reflect internal struggles. For instance, those who have experienced trauma may turn to food, exercise, alcohol, or other means to cope with painful emotions.   Things to do today:   Look after yourself Make an extended appointment to see your Doctor (GP) today for your annual check-up, a thorough head-to-toe and examination of everything in between.   Get referrals to the appropriate specialists. Make  a follow-up appointment with the GP to discuss any test results and specialist reports Tell others about the proactive steps you are taking concerning your physical and psychological health. Encourage and support your family, friends, staff, colleagues and peers to do the same. If you do not have a regular Doctor, now is an excellent time to find one. In the workplace: Encourage your staff, colleagues and peers to go to the Doctor for a check-up. Talk to people you haven’t spoken to for a while and see how they are. Get to know people at work so that you actually notice a change in their behaviour. Notice a change in someone's behaviour and encourage them to get help. (click  here  for my blog on the common signs) Follow up on someone you have already spoken to Take active steps to reduce the stigma of mental health at work. Reduce the fear of seeking medical treatment. Create a psychologically safe and healthy workplace.  Keeping accountable:  So just click   here  and tell me what you are going to do to improve men's physical and psychological health.        As always, please  email  me if you or anyone in your network would benefit from coaching, if you have any comments or if you want to just  catch up .  References:    https://www.blackdoginstitute.org.au/news/looking-after-your-mental-health-when-caring-for-others/   https://hannahfrankeltherapist.com/blog/2019/5/15/mental-health-mixtape-1-songs-about-counseling‌ McGraw, J., White, K. M., & Russell-Bennett, R. (2021). Masculinity and men's health service use across four social generations: Findings from Australia's  Ten to Men  study.  SSM - population health ,  15 , 100838.  https://doi.org/10.1016/j.ssmph.2021.100838   Vincent, A. D., Drioli-Phillips, P. G., Le, J., Cusack, L., Schultz, T. J., McGee, M. A., Turnbull, D. A., & Wittert, G. A. (2018). Health behaviours of Australian men and the likelihood of attending a dedicated men's health service. BMC public health, 18(1), 1078.  https://doi.org/10.1186/s12889-018-5992-6   Australian Institute of Health and Welfare (2023).  The health of Australia’s males, Health behaviours and risk factors of Australia’s males . [online] Australian Institute of Health and Welfare. Available at: https://www.aihw.gov.au/reports/men-women/male-health/contents/health-behaviours-and-risk-factors-of-australias-m .  Macdonald, J.A., Mansour, K.A, Wynter, K., Francis, L. M., Rogers, A., Angeles, M.R., Pennell, M., Biden, E., Harrison, T., & Smith, I. (2022). Men’s and Boys’ Barriers to Health System Access. A Literature Review. Prepared for the Australian Government Department of Health and Aged Care, Canberra.

'Cause there is always something there to remind me Always something there to remind me Always something there to remind me Always something there to remind me Always something there to remind me   'Cause there is always something there to remind me”   Always Something There to Remind Me by Burt Bacharach and Hal David.   (Click  here  for the song)   I have put two versions in the playlist: Dianne Warwick and Naked Eyes  Photo by dianne clifford on Unsplash What is  Prospective Memory?  Prospective memory is about more than just remembering to do something in the future; it involves the cognitive processes of planning, attention, and task management.      “The defining characteristics that distinguish prospective memory from other forms of memory are: (1) the individual must form an intention to perform an action at some later time, (2) the interval until execution is usually filled with unrelated tasks, and (3) no agent overtly prompts the individual to retrieve the intention to act from memory at the appropriate time—he or she must somehow “remember to remember.””  Jon Holbrook & Key Dismukes 2009     Why do highly skilled professionals forget to perform a simple task they have executed without difficulty thousands of times previously?  Often, such oversights are regarded as evidence of carelessness or lack of skill, but a rapidly growing field of research on what is called  prospective memory  has begun to reveal that such failures are predominantly the result of the way task characteristics interact with normal cognitive processes. Everyday life and workplace situations can significantly impact a person's ability to successfully remember to complete delayed tasks. In addition, researchers found that time-based memory performance worsens with longer delays. Researchers have found that the following conditions may lead to prospective forgetting:  1. Interruptions.   Interruptions demand attention so abruptly that the individual fails to form a clear intention to return to the interrupted task, although an implicit intention remains. After the interruption ends, new tasks immediately capture attention, preventing the individual from pausing to review the status of previous tasks. Additionally, there may be no cues available to remind the individual of unfinished tasks.  2. No cues that typically trigger the completion of Habitual tasks. A lot of the work undertaken by pilots, mechanics, surgeons, and other skilled professionals involves executing the sequential steps of highly practised procedures. Cues are embedded in the sequencing of tasks. When the normal sequence is interrupted,  cues (ie the preceding tasks) are therefore missing, increasing the likelihood of omitting crucial steps.      3. Doing something out of the ordinary:  Regular readers would know that highly practised procedures involve a largely automatic execution, which frees up the effortful processes of attention and working memory for other tasks.  However, researchers found that when there is the need to do something out of the ordinary if the individual doesn’t pay close attention, their mind tends to automatically switch back to their usual routine.           4. Multi-tasking:  Professionals often must juggle several tasks concurrently; sometimes it is essential to switch between tasks. However, if problems arise in one of the tasks, workers are vulnerable to  cognitive tunnelling , whereby they forget to switch attention. Tips to improve prospective memory: Researchers found that people who decide exactly when, where, and how they'll perform a task are more likely to remember it than those who don't. The execution of future work is improved when people mentally link those situations with the intended action through visualisation and verbal repetition. Performance is better when cues are noticeable, unique, and closely related to the task. The more explicit the reminder, and the more attention paid to the cues, the more effective it will be. Researchers found that people are more likely to remember tasks they consider important, possibly because they plan better and create reminder cues. Providing subtle hints about upcoming tasks can improve completion rates. To avoid forgetting, individuals should make detailed plans, including specific cues that will trigger memory, and link these cues to the task through repetition. Recognising the risk of forgetting even simple tasks makes it more likely that people will use more detailed reminders.  Practical tips Free up your brain clutter, by being organised, making a list and arranging your tasks in order of priority. Evaluate each task using a triage approach, determining whether it's urgent and important or not urgent but still important (Click  here  for my guide). It's also crucial to think carefully about what tasks you can delegate and take action on that whenever possible. Lastly, set aside dedicated time for different types of work to ensure everything gets the attention it needs.  Don't delay important tasks. Make clear plans and prepare for how you'll carry them out. Set reminders in places where you'll notice them when you need to act. Use unique or related cues to trigger your memory for future tasks. If interrupted, take a moment to mentally note your intention to resume the task. Avoid doing multiple tasks at once, especially if one is important. Connect tasks to habits you already have. When doing habitual tasks in a different order, focus and add extra reminders. Use memory aids like notes, calendars, and organizers, and stick to a routine. Use checklists for critical tasks. For teamwork, establish formal procedures for monitoring and cross-checking.   Are some people naturally more inclined to remember?  Life and work are filled with plans and intentions that are generated by others, that tend not to be in conscious awareness during the retention interval, and that need to be executed only once. Interestingly, researchers have posited that “people tend to interpret prospective memory task failures as character flaws rather than as cognitive system failures”.  Researchers have found, as expected, that more conscientious people would be more careful about making plans that lead to successful outcomes. Thus, conscientiousness is linked to prospective memory task performance.   In contrast, the trait of perfectionism tends to impair prospective memory performance because the trait is often associated with depression, anxiety and procrastination.  The personality trait of openness refers to the tendency to participate in various activities, appreciate beauty and arts, and prefer novelty to routine. It is also associated with a tendency to engage in various cognitively stimulating activities, which may, in turn, benefit memory over time.  Researchers have found that this trait has a positive relationship with prospective episodic memory.  Extraversion was also found to be positively related to episodic memory performance in young and old groups. It has been hypothesized that this relationship is because extraversion is linked to memory-boosting factors such as frequent social interactions, improved sleep quality, a more active lifestyle, and lower reactivity to stress. Although further research is required, it has been suggested that personality traits may have a stronger impact in situations where future performance relies heavily on the individual generating memory cues and processing information.  A word of caution: Regular readers would know that personality traits refer to natural tendencies, not fixed behaviour.  The role of my blogs is to raise self-awareness, provoke thought and appropriate behaviour change.    Finally, thank you to Dr Richard MacKinnon for his interview with Professor Antonina Pereira on her research into prospective memory for inspiring this blog. (Click  here  for the podcast)  References:   Cuttler, C. and Graf, P. (2007). Personality predicts prospective memory task performance: An adult lifespan study.  Scandinavian Journal of Psychology , 48(3), pp.215–231. doi: https://doi.org/10.1111/j.1467-9450.2007.00570.x.‌ Kang, W. (2023). Associations between Big Five personality traits and episodic memory performance in young, middle-aged, and older people: Evidence from the immediate and delayed word recall tasks.  Personality and Individual Differences , 202, p.111967. doi: https://doi.org/10.1016/j.paid.2022.111967.‌   Smith, R.E., Persyn, D. and Butler, P. (2011). Prospective Memory, Personality, and Working Memory: A Formal Modeling Approach.  Zeitschrift fur Psychologie , [online] 219(2), pp.108–116. doi: https://doi.org/10.1027/2151-2604/a000055.‌ Dismukes, R.K. (2012). Prospective Memory in Workplace and Everyday Situations.  Current Directions in Psychological Science , 21(4), pp.215–220. doi: https://doi.org/10.1177/0963721412447621.‌ Gollwitzer, P.M., 1999. Implementation intentions: strong effects of simple plans.  American psychologist ,  54 (7), p.493. Holbrook, J. and Dismukes, K. (2009). Prospective Memory in Everyday Tasks.  Proceedings of the Human Factors and Ergonomics Society Annual Meeting , 53(10), pp.590–594. doi: https://doi.org/10.1177/154193120905301002.‌ Uttl, B., White, C.A., Wong Gonzalez, D., McDouall, J. and Leonard, C.A. (2013). Prospective Memory, Personality, and Individual Differences.  Frontiers in Psychology , 4. doi: https://doi.org/10.3389/fpsyg.2013.00130.‌ Nuño, C. O., Christopher, E. A., & Shelton, J. T. (2024). The impact of subtle contextual information on remembering to complete academic goals. Quarterly Journal of Experimental Psychology, 0(0).  https://doi.org/10.1177/17470218241270264   https://www.sciencedirect.com/science/article/abs/pii/S0001691819304305   https://kops.uni-konstanz.de/server/api/core/bitstreams/14cc2a36-5f01-4dc1-b9ca-f2d0ca0c8930/content

“Insight to what's going on Information keeps us strong What you don't know can hurt you bad" The Knowledge by Janet Jackson (Click  here   for the song)  Photo by Markus Winkler on Unsplash “My colleagues don’t understand the importance of accurate consistent data entry, everyone is only concerned about their entry point. A customer is a customer and if the information isn’t aligned all sorts of errors emerge. Some mistakes are impolite, others have serious financial and legal consequences” Coaching client. How does knowledge hiding manifest?  “Knowledge-hiding is a complex construct that encompasses three distinct dimensions, namely rationalized hiding, evasive hiding, and playing dumb. Rationalized hiding  is the least deceptive dimension, characterized by explaining not sharing the knowledge. Evasive hiding  involves misleading the requester by offering false or incomplete information or a promise of providing a more complete answer in the future. Playing dumb  occurs when the hider feigns ignorance to avoid providing any information. ”    Ika Atma Kurniawanti, Zain, D., Armanu Thoyib and Mintarti Rahayu (2023).   Keeping silent: Research shows that a significant number of employees feel uncomfortable speaking up and are highly attuned to issues within the workplace. This common occurrence, known as "employee silence," can have harmful effects on both organizations and individuals. The consequences include: Lowering the quality and efficiency of organisational decision-making A major obstacle to organisational change and development Creating a demoralising atmosphere Increasing stress and job burnout Reducing innovative work behaviour and task performance A rise in deviant behaviour. Increase in interpersonal distrust Strained relationships among individuals  Why do people hide knowledge?  Researchers have found that employees may hide knowledge to gain a competitive advantage in their careers, outperform peers, receive favourable evaluations, and enhance their market value. Workers may engage in deliberate knowledge hiding as a response to mistreatment, perceived injustice, or ostracism by coworkers or management. It can also be a reaction to specific interpersonal conflicts encountered in the workplace. Cynical employees often withhold knowledge and expertise in retaliation for negative workplace experiences driven by factors like interpersonal conflicts and job insecurity. Employees tend to hide their knowledge and expertise when they perceive that their organisations treat workers on a political basis rather than a performance basis. In highly politicised organisations, employees often experience significant ambiguity, tension, and confusion due to uncertainty about which behaviours will be rewarded or acknowledged. Researchers found that workers in deeply political environments can become dissatisfied and exhausted, leading them to adopt silence and refrain from sharing knowledge with colleagues and the organisation. Researchers have found that individuals often keep their skills and information private when they are under psychological stress at the workplace. When knowledge hiding occurs, there is frustration in future interactions, creating a cycle in which those affected by knowledge hiding are more likely to engage in the same behaviour. Researchers have found that negative actions tend to have a more profound and lasting impact, further intensifying the cycle of knowledge hiding.   What is knowledge sharing?    Knowledge sharing is an ongoing structured process for exchanging information.  It is dependent on effective communication channels and is typically dependent on IT systems. Individuals contribute by sharing their expertise and experiences with others. Thus it requires a willingness to offer accumulated insights and support, helping to enhance each other’s abilities, solve problems, and improve work performance. Knowledge sharing aims to address organisational challenges promote innovation and contribute to sustained organisational success.   What influences people to share knowledge at work?    Individual or personal factors Researchers have found that employees share information to strengthen social ties because they have self-efficacy, enjoyment in helping others, altruism, courage, and active empathy. Knowledge sharing depends on the quality of the relationship between the knowledge seeker and the knowledge provider. Thus, organisations can benefit from knowledge sharing only when workers establish a deep connection to better understand the knowledge provider’s thoughts. Even in multinational corporations where distance and different cultures prevail, mutual trust and reciprocity make knowledge sharing possible. Reputation is another reason researchers found that motivates employees to participate in knowledge sharing because it helps the individual to obtain and maintain his or her status in society and exposes dysfunctional members in a team. People participate in knowledge sharing because they believe that sharing knowledge can help them establish and elevate their reputation.  Organisational factors Researchers have found that organisational factors such as organisational culture, job security, management style, trust, office policies, workforce training, and infrastructures impact the quality and quantity of knowledge sharing in organisations.  In addition, researchers have found that trust and openness in organisational culture promote active knowledge-sharing among employees. The greater the encouragement, respect for ideas, and positive feedback, the greater the promotion of learning, development and the sharing of skills, resources, and knowledge. Strengthening internal communication systems can also promote a culture of knowledge sharing. Researchers have found that establishing a reasonable chain of command, encouraging informal interactions, implementing effective incentives, ensuring accessible appraisals, and increasing interdependence improve knowledge sharing in organisations. Specifically, researchers have found that a healthy company culture that encourages open discussion and addresses perceived political behaviours reduces employee cynicism. Creating a fair decision-making environment, transparency, and clear communication is essential to counteract negative behaviours linked to a politicised atmosphere, such as knowledge hiding. The nature of knowledge Factors concerning the very nature of knowledge impact what and how it is shared. They include the value, clarity, and usefulness of the knowledge as well as the sticky essence of knowledge in general.  Technology Knowledge sharing relates to technology and technological requirements in an organisation, such as IT systems, IT support, willingness to work with technology, being a technophile, and the digital literacy level of the workforce. In addition, the increasing range and speed of information access can facilitate sharing so long as constraints are minimised.   There are two main approaches to managing knowledge sharing in organisations: codification and personalisation. In codification, knowledge is stored in documents within a Knowledge Management System (KMS), providing consistent access across many individuals. This method is efficient, especially when knowledge remains stable, and suits organisations focused on standardising and sharing knowledge through documentation.  However, knowledge is often tied to its original context, such as the user, task, or unit. To use the knowledge effectively, users must understand its original context and adapt it to their own, a process that can be complex and difficult. In addition, the information that is stored needs to be accurate. How do people share? Although both formal and informal methods support knowledge sharing, evidence suggests that it most frequently occurs in informal settings through relational learning channels. This is because these channels encourage and ease face-to-face communication, fostering trust, respectful behaviour, and friendships among individuals. Contributing knowledge to organisational databases, engaging in formal interactions within or across teams or work units, sharing knowledge through informal exchanges between individuals, and participating in communities of practice—voluntary groups of employees centred around a common interest—are all ways knowledge is shared within organisations.   So what about my client?  As the coaching session drew to a close, my client realised that appealing to a sense of compliance would not be sufficient to motivate her colleagues to devote time and concentration to the storage and nature of data. Focusing on shared goals around customer trust and responsibility would be a good leverage point to change attitudes about knowledge in the organisation.  ----------------------------------- References:   Wu, M., Li, W., Zhang, L., Zhang, C. and Zhou, H. (2023). Workplace suspicion, knowledge hiding, and silence behavior: A double-moderated mediation model of knowledge-based psychological ownership and face consciousness. https://doi.org/10.3389/fpsyg.2023.982440 .  Yeboah, A. (2023). Knowledge sharing in organization: A systematic review.  Cogent Business Management ,  10 (1).  https://doi.org/10.1080/23311975.2023.2195027   https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10050467/   Ika Atma Kurniawanti, Zain, D., Armanu Thoyib and Mintarti Rahayu (2023). Knowledge hiding and individual task performance: The role of individual creativity as mediator.  Heliyon , pp.e21035–e21035. https://doi.org/10.1016/j.heliyon.2023.e21035.‌Rezwan , R.B. and Takahashi, Y. (2021). The Psychology behind Knowledge Hiding in an Organization.  Administrative Sciences , 11(2), p.57. https://doi.org/10.3390/admsci11020057.‌ Bashir, H., Fanchen, M., & Bari, M. W. (2024). Deceptive Knowledge Hiding in Organizations: Psychological Distress as an Underlying Mechanism. Sage Open, 14(2).  https://doi.org/10.1177/21582440241251996   Deng, H., Duan, S.X. and Wibowo, S. (2022). Digital technology driven knowledge sharing for job performance.  Journal of Knowledge Management , ahead-of-print(ahead-of-print). doi:https://doi.org/10.1108/jkm-08-2021-0637. Brown, Susan A.; Dennis, Alan R.; Burley, Diana; and Arling, Priscilla, "Knowledge Sharing and Knowledge Management System Avoidance: The Role of Knowledge Type and the Social Network in Bypassing an Organizational Knowledge Management System" (2013). Scholarship and Professional Work - Business. 217. https://digitalcommons.butler.edu/cob_papers/217

“You can do a lot when you've got such a happy working tune to hum While you're sponging up the soapy scum We adore each filthy choir that we determine So friends, even though you're vermin we're a happy working throng”   Happy Working Song by Amy Adams  (Click here for the song) Photo by Sepp Rutz on Unsplash “Will my involvement make a difference; will it matter if I raise my hand or contribute to this project; at the end of the day, will my contribution be valued, or appreciated?” Shuck, B., & Rose K What is employee engagement? Employee engagement is defined as the cognitive, emotional, and behavioural energy an employee directs toward positive organisational outcomes. Organisations that develop high levels of engagement among their employees enjoy increased levels of performance that their competition simply does not. Researchers have found that true engagement lies at the intersection of outcomes and individual work experiences. "The coupling of meaningfulness and engagement points to the core of what it means to be engaged: the opportunity to be enveloped with the people, situations, and opportunities that we believe deeply matter.” Shuck, B., & Rose K Researchers have found that employees give very little energy and attention to efforts they interpret as meaningless or in situations where they believe personal resources, like time and knowledge, are likely to be wasted. Motivation at work: internal or external? Regular readers would know there is a debate in the literature between the relative benefits of intrinsic and extrinsic theories of motivation . "There has been increasing recognition that, when individuals are intrinsically motivated towards their work – engaging effort simply because the task is fun, exciting or interesting (Deci, 1975) – they perform better, are more likely to remain in their jobs, be more committed, and experience better wellbeing (Cerasoli et al., 2014; Greguras and Diefendorff, 2009; Van den Broeck et al., 2021). Unfortunately, the nature of working life means that work tasks are not always fun, exciting or interesting” Rebecca Hewett Regular readers would know that according to self-determination theory, individuals can still experience beneficial, self-determined, motivation, for tasks that seem uninteresting. This internal motivation comes when a person can personally identify with the importance or value of the task and feel they have the freedom to choose to be driven to put effort into it. “When individuals are externally motivated, by reward or punishment, they have a sense that they have to perform a task or activity, but when they have internalized the motivation for the task, they feel that they want to perform the task”  Rebecca Hewett Some researchers have argued that the meaning people ascribe to our work is shaped by the rewards they receive from that work. In an attempt to reflect the real world where there are internal and external motivators, researchers have found that it is possible to reconcile these two approaches to motivation. Whilst intrinsic motivation is desirable, researchers have found that  the internalisation of externally initiated tasks has the same beneficial implications for well-being and performance-related outcomes. How do workers internalise their own motivation? Researchers have found that the internalisation of motivation is characterised by stages of reflection and reframing . This process enables the achievement of goals, whether or not they were initially favourable, because the employee has successfully reframed their reason for engaging in the task.  Reflection involves considering past, current, or future actions and experiences and ‘engaging in comparison, considering alternatives, seeing things from various perspectives, and drawing inferences’ (Jordan et al.,  2009 , p. 465). The positive outcome of reflection is cognitive reframing the process by which individuals change their ascribed reason for engaging in a task. There are three ways people engage in cognitive reframing at work: Development opportunity:  Reframing a challenge as a development opportunity, leads to better adaptation to circumstances and a strengthening of efforts to further learn from the situation.  Finding and enhancing opportunity : Reframing something that was seen as unimportant or a waste of time, to refocus on what value could be derived, improves adaptive behaviours and the further identification of more growth opportunities.   Prosocial: Guilt is an emotional signal that a particular course of action is unacceptable and ought to be interrupted or avoided. Prosocial reframing involves comparing aspects of oneself against relevant standards and stimulating the desire to reduce discrepancies between self and ideals.   Researchers have found that by thinking about the objective of their work in a new way, individuals can identify their work with a wider purpose. This higher-level motivation can provide an anchor to resolve the conflict with lower-level motivation through internalisation.   Employees spend time on opportunities that support, aid, and help themselves, those they care for, and the causes that they believe matter.  When they believe that their work will have a lasting impact they will persevere. “Cognitive dissonance is the mental discomfort that results from holding two conflicting beliefs, values, or attitudes.  Cognitive dissonance can be caused by feeling forced to do something, learning new information, or when faced with a decision between two similar choices.”  Kendra Cherry  In the work context reaffirming core values reduces dissonance and influences behaviour. The concept of cognitive dissonance is nicely explained in this  YouTube video  by social psychologist Andy Luttrell. Final thoughts: Whilst individuals can resolve dissonance by making positive cognitive adaptations, researchers have found that this process can be facilitated and encouraged but not imposed.  References:  Barrick M. R., Mount M. K., Li N. (2013). The theory of purposeful work behavior: The role of personality, job characteristics, and experienced meaningfulness.  Academy of Management Review , 38, 132-153. Shuck, B., & Rose, K. (2013). Reframing Employee Engagement Within the Context of Meaning and Purpose: Implications for HRD. Advances in Developing Human Resources, 15(4), 341-355. https://doi.org/10.1177/1523422313503235 Hewett, R. (2022). Dissonance, reflection and reframing: Unpacking the black box of motivation internalization.  Journal of Management Studies , 60(2). doi: https://doi.org/10.1111/joms.12878 . Baumeister, R. F., Stillwell, A. M. and Heatherton, T. F. (1995). ‘Personal narratives about guilt: role in action control and interpersonal relationships’. Basic and Applied Social Psychology, 17, 173–98. Draycott, S. and Dabbs, A. (1998). Cognitive dissonance 1: An overview of the literature and its integration into theory and practice in clinical psychology.  British Journal of Clinical Psychology , 37(3), pp.341–353. doi: https://doi.org/10.1111/j.2044-8260.1998.tb01390.x . Cherry, K. (2022).  What is cognitive dissonance?  [online] Verywell Mind. Available at: https://www.verywellmind.com/what-is-cognitive-dissonance-2795012 .

“Everybody thinks we're wrong Oh, but who are they to judge us Simply 'cause our hair is long Oh, you know we've got to find a way To bring some understanding here today”.  What’s Going On Song by Marvin Gaye  (Click here for the song) Photo by Heidi Fin on Unsplash “ I see such hypocrisy in this organisation, customers are treated with utmost respect and professionalism, and colleagues are treated abhorrently.” Coaching client.  What are values? "Values describe the personal qualities I want to embody in my actions; the sort of person I want to be; the manner in which I want to treat myself, others, and the world around me.” Russ Harris Despite being an extremely useful road map for life, researchers have found that the application of values in life and at the workplace can often be fraught.   Values at work: what goes wrong? "This suggests that leader hypocrisy, which refers to an inconsistency between a leader’s words and behavior, might serve as an “intangible closed door” that hampers employees’ willingness to speak up.” Han, C., Wang, X., Zhang, W., Liu, M. and Xia Researchers describe two types of trust:   Cognition-based trust comes from the individual’s evaluation of the ability and reliability of others. Affect-based trust comes from the social interaction between the individual and others. When a leader's actions don't align with their words, researchers have found that trust is eroded because it suggests a lack of personal moral integrity, thereby breaching the moral standards of honesty and integrity. Specifically, employees who see their leader as hypocritical will be less likely to proactively express their thoughts and suggestions to improve things in the organisation. There is a flow of negative impacts on employees’ work engagement, job satisfaction, creativity, and work performance. In addition, there is a reduction in the efficiency and accuracy of organisational decisions, creativity, innovation and overall performance. This phenomenon is exacerbated when the organisation's stated values don't manifest in the behaviour of its leaders. "Some of the hardest disputes to resolve are disputes over values. Values are the decision rules we apply to decide what is good/bad, right/wrong, fair/unfair, rational/irrational. Values choices are not always conscious choices. But they do drive most of the decisions we make.” Creighton Why does value conflict emerge in the workplace? Values are often implied in speech or behaviour rather than explicitly stated. Conflicts over values are hard to resolve because they can’t be traded or given away. Both sides see the other as locked into preconceptions that can’t be justified. people are more committed to their positions and less willing to give in when values are at stake. Why is it so hard to resolve? Researchers have found that value conflicts lead to more competitive and forceful behaviours and less constructive problem-solving. These conflicts are marked by a higher sense of personal involvement and reduced common ground with the other party. When one's opinions are challenged, and the other party suggests they are supporting bad or wrong ideas, it can feel threatening. On a physiological level, value conflicts trigger cardiovascular and hormonal threat responses. These conflicts pose a significant threat because they challenge deeply held beliefs, making the conflict personal and causing people to react defensively. What happens on an individual level that serves to exacerbate the conflict?  Researchers have found that value conflicts, which bring our norms, beliefs, and identities to the forefront, can be exceptionally challenging to resolve. Regular readers would be aware that internal value conflicts are common and often quite distressing. Real-life situations frequently present us with unwelcome choices, pulling our values in different directions. Resolving these conflicts requires recognising that value choices are not simply black-and-white decisions. This necessitates a deep understanding and clear articulation of what each value, such as honesty or openness, truly means.  It involves striking the right balance by honouring both values to some extent while prioritising one value in specific circumstances. Sadly, sometimes what people believe is truly sacred actually isn’t. Resolution often comes when there is the realisation that one can abide by the spirit of their values while making concessions on the specifics. What can be done?   Regular readers would know that I do not conduct any form of mediation, never the less through writing this blog I am beginning to gain an understanding of how a shift in perspective enables me to better guide my clients in navigating values conflict.  Recent research has found that the following two approaches are helpful, as they both encourage a prosocial perspective on the conflict. Other affirmation emphasises the positive qualities of the other party by explicitly asking disputants to reflect on these qualities. These can include impressions or behaviours of the other party, as well as characteristics not directly related to the conflict. Researchers have found that other-affirmation intervention will be beneficial for negotiations because it fosters a prosocial orientation. By focusing on the positive qualities of the other person, they seem less threatening and more sympathetic, and there begins to be an increase in willingness to understand the other’s outcome preferences and values. By thinking about the positive qualities of the other party there is an increase in problem-solving or compromising, and a reduction in forceful behaviour leading to more beneficial agreements. Affirming the other’s qualities seems to benefit negotiations intended to solve value conflicts. Shared Identity  involves   creating a common group identity by emphasising similarities between the parties. The similarities may include a variety of professional and personal interests as well as other values not at stake in the negotiation. The difference is that the other affirmation specifically aims to increase positive feelings about the other party. The shared-identity intervention is aimed at promoting feelings of “we-ness.” by focusing on what they have in common, a shared identity may reduce the feelings of identity threat that occur especially when parties negotiate over their value differences. What about my client? As the coaching session was coming to a close my client had the realisation that it was his values that would guide him to navigate the complex, hypocritical behaviour within his organisation. One of his core values was respect, part of his conceptualisation of this value involves looking for the good in others and understanding their perspectives.  He decided to prioritise this in all his conversations, meetings, and interactions at work. He recognised that it was his responsibility to influence the culture positively, role model respectful behaviour, and support and thank those who acted in alignment with these principles. References:  Wade-Benzoni K. A., Hoffman A. J., Thompson L. L., Moore D. A., Gillespie J. J., Bazerman M. H. 2002. “Barriers to Resolution in Ideologically Based Negotiations: The Role of Values and Institutions.”  Academy of Management Review  27:41–57. https://www.psychologytoday.com/au/blog/loving-through-your-differences/201906/when-the-fight-is-over-values  Han, C., Wang, X., Zhang, W., Liu, M. and Xia, Y. (2024). I Treated the Way You Treated Me: The Effect of Leader Hypocrisy on Employees’ Voice Behavior. Psychology research and behavior management, Volume 17, pp.1339–1353. doi: https://doi.org/10.2147/prbm.s450359 .  Harinck, F. and Druckman, D. (2016). Do Negotiation Interventions Matter? Resolving Conflicting Interests and Values.  Journal of Conflict Resolution , 61(1), pp.29–55. doi: https://doi.org/10.1177/0022002715569774 .  Harinck, F. and Druckman, D. (2019). Values and Interests: Impacts of Affirming the Other and Mediation on Settlements.  Group Decision and Negotiation , 28(3), pp.453–474. doi: https://doi.org/10.1007/s10726-019-09620-x .  How To Deal With ‘Values Conflicts’ -By Russ Harris. (n.d.). Available at: https://www.actmindfully.com.au/upimages/How_to_deal_with_values_conflicts_-_Russ_Harris.pdf . Staff, P.O.N. (2022).  Value Conflict: What It Is and How to Resolve It . [online] PON - Program on Negotiation at Harvard Law School. Available at: https://www.pon.harvard.edu/daily/conflict-resolution/resolving-conflicts-deeply-held-values-nb/ . Guillemin M, Nicholas R. Core Values at Work-Essential Elements of a Healthy Workplace. Int J Environ Res Public Health. 2022 Sep 30;19(19):12505. doi: 10.3390/ijerph191912505. PMID: 36231819; PMCID: PMC9564913. https://www.worklifepsych.com/podcast/155/ Ep 155: Pitfalls to avoid when it comes to values March 7, 2024 Richar d MacKinnon. Lucie Ilbury

“Ram-pa-ram, oh, yeah…” “I saw the sign And it opened up my eyes, I saw the sign Life is demanding without understanding” The Sign  by Ace Of Base   (Click here for the song)  https://www.escape.com.au/destinations/australia/nsw/sydney/the-sydney-train-station-sign-thats-a-nightmare-for-tourists/news-story/63cbaa4e2205f41e58c00a0927dcbcb6 “Their communication is unclear and unstructured.. they don’t set the scene, have an agenda, they just delve into the topic” Briefing for a new client.  What goes wrong?   Regular readers know that as leaders are promoted their influence, discretion, accountability and responsibility increase. Stakeholder management, strategic focus and the need to ‘get work done through others’ are essential for success. All these aspects require excellent communication, in a context of high pressure, ambiguity and constant change.      Barriers to good communication:  Researchers have found strong links between stress and communication. Sadly, stress impacts the quality of communication and poor communication causes much stress, confusion and distress. Research into crisis management identified several barriers to effective communication:  Technological barriers :Infrastructure failure can occur due to a lack of backup systems, while technology acceptance issues may arise within the organization, among employees, and between different organizations. Poor usability often results from ignoring the specific requirements of the user group, and incompatibility between different technological systems can further exacerbate the problem. Social media introduces challenges such as rumours and speculation, poor quality, lack of verification, and an overwhelming volume of information. Additionally, reliance on inappropriate modes of technological communication and the use of multiple methods can cause confusion and duplication.  Organisational structures:  Organisations with top-down, hierarchical command-and-control structures with highly bureaucratic structures and detailed rules, policies, procedures, instructions, standardisation, and routines, often lack the agility needed to respond effectively to unforeseen circumstances and can stifle innovation.    Social barriers:  Diversity of nationalities, ethnicities, cultures, political views, religions,  ideologies languages, etc can impede communication.  Content barriers:  The design of a message can hinder communication because the message may not be received exactly as the sender intended. The interpretation of the message by the receiver is often incomplete, results in conflicting interpretations, or is hindered due to missing information. Simple errors like spelling and grammar can change the meaning of a sentence, and paragraph.    Information-related problems . Providing too much or too little information, inconsistent data from different sources; and incomplete or conflicting interpretations of data can have a detrimental impact on effective communication.  Organisational barriers:  Different  skills, professionalism, personalities, working methods, norms, terminology, and preferred means of communication create barriers to communication within and between organisations.   Effective communication requires technical and interpersonal skills.  Technical skills:  Preparation: Define the purpose of the communication: problem-solving, decision-making, or substantive discussions, routine or non-urgent information, or a general check-in. Set the scene: ensure that the participants understand the purpose, and the priorities, so that they can if appropriate, prepare in advance. Invite the Right People: consider the meeting's goal and ensure you have the right people involved.  Action: Encourage Contribution, participation and creative problem-solving. Address complaints politely and effectively ensuring that what can be controlled is addressed and what cannot is acknowledged. Keep Discussions Focused, identifying and addressing any dysfunctional behaviours to maintain focus, if creative problem-solving is the goal, constraints are still appropriate. Revisit the goal/purpose. Consider future actions and both immediate and long-term outcomes. Define the follow-up process, ensuring appropriate accountability, and a clear plan.     Reflection: Reflect and Seek Feedback to improve the structure and content of future meetings. Interpersonal skills: Regular readers would know the importance of interpersonal skills in all communication:  Active listening: One of the most important aspects of effective communication in the workplace is active listening. Those who actively listen to their colleagues demonstrate respect, build trust and encourage open dialogue. Emotional intelligence: Encourage empathy and understanding, developing emotional intelligence promotes empathy, improves cooperation and helps individuals better manage conflict Non-verbal communication: Non-verbal cues, including facial expressions, body language, gestures, and tone of voice, often convey more meaning than words alone. Understanding and using these cues can greatly enhance workplace communication.   Why bother?  “Workplace communication statistics show that 86% of employees and executives cite the lack of effective collaboration and communication as the main causes of workplace failures.” https://pumble.com/learn/communication/communication-statistics/  2024      Strong communication between management and employees fosters empowerment and confidence through transparency and honesty, encouraging idea-sharing and addressing concerns. Employees are often more perceptive than some superiors realise, and inclusive communication prevents alienation. Promoting healthy communication among colleagues, especially in diverse, cross-cultural teams, is crucial for effective collaboration. One negative action can trigger a cycle of negativity, affecting productivity. Most employees, at every level, are more tuned in than some superiors give them credit for. Just as a customer who isn’t listened to may be lost, a colleague who isn’t heard or included in relevant issues can be alienated. Positive outcomes stem from being inclusive, knowing what needs to be shared, when and which methods of communication best convey it.  The meaning of even the most banal utterance is grounded in a set of fixed assumptions about what the communicator knows, believes, feels and thinks. Every individual views the world from different vantage points, like background, experience, knowledge, education and gender, creating a unique perspective. Researchers found that simple gestures like saying "thank you" enhance employee engagement and satisfaction. Organisations with a culture of compassion see higher job fulfilment, commitment, and accountability.        So why the train sign?  “I have lived in Sydney for thirty years – on and off – and even as a local I still find Sydney’s train system to be the most confusing in the world. There are so many factors that make the Sydney rail system unnecessarily confusing. The most frustrating thing is that this is all so easily fixable. It’s a communication problem, not a logistics problem.” Alex Carlton   Since World War II, psychologists have been working on human factors, using their knowledge of human behaviour, perception, attention, and cognition to create user-friendly products and work environments. These experts identify and resolve sources of confusion or frustration, benefiting customers and businesses. Despite the growing recognition of human factors in technology design across various work settings, including transportation, it never ceases to amaze me when I see futile signage.    What about my client?    “effective persuasion, argumentation, negotiation, and conflict management skills may share a numberof commonalities, and the skills associated with providing emotional support to friends and family members may be similar to those required by individuals working in health communication and other social service contexts” Berger   At the commencement of the coaching program, it was evident that the client had some troublesome communication skills. The coaching program's process and content enabled the client to identify their bad habits, explore the root causes, and work on mitigating them. While I am beginning to observe changes, I am eager to hear feedback from the client's boss.      Final Thoughts. Regular readers would know that leadership capability requires self-awareness and well-being. As my clients grow in these areas their communication and overall leadership capability improves dramatically.  Please click  here  if you would like to read my past blogs.   References:   Soorya. (2023, November 18). Workplace Communication Psychology: Better Team Collaboration Tips. Westford Online.  https://www.westfordonline.com/blogs/workplace-communication-tips-for-better-team-collaboration/   Workplace communication skills. (n.d.). Psychology. https://www.all-about-psychology.com/workplace-communication-skills.html   Science Marketing Team. (n.d.). I/O psychology and human factors | Research | UWA. UWA.  https://www.uwa.edu.au/research/industrial-organisational-psychology-and-human-factors   Workplace Communication Statistics in 2024 . (2024, April 22). Pumble Learn. https://pumble.com/learn/communication/communication-statistics/   Fischer-Preßler, Diana & Posegga, Oliver & Fischbach, Kai. (2016). Communication Barriers in Crisis Management: A Literature Review.  https://www.researchgate.net/profile/Oliver-Posegga/publication/301770566_Communication_Barriers_in_Crisis_Management_A_Literature_Review/links/5727038c08ae586b21e05eb1/Communication-Barriers-in-Crisis-Management-A-Literature-Review.pdf   Giesberg, J. (2001). The role of communication in preventing workplace sabotage. Journal of Applied Social Psychology, 31(12), 2439–2461.  https://doi.org/10.1111/j.1559-1816.2001.tb00184.x   Parker, S. K., Axtell, C. M., & Turner, N. (2001). Designing a safer workplace: Importance of job autonomy, communication quality, and supportive supervisors. Journal of Occupational Health Psychology, 6(3), 211–228.  https://doi.org/10.1037/1076-8998.6.3.211 https://www.emerald.com/insight/content/doi/10.1108/JMH-09-2016-0052/full/html   Berger, C.R. (2005). Interpersonal Communication: Theoretical Perspectives, Future Prospects. Journal of Communication, 55(3), pp.415–447. doi: https://doi.org/10.1111/j.1460-2466.2005.tb02680.x.‌ Association for Psychological Science - APS. (n.d.). Psychological Science Can Make Your Meetings Better. [online] Available at: https://www.psychologicalscience.org/news/releases/psychological-science-can-make-your-meetings-better.html [Accessed 27 May 2024].‌ https://www.escape.com.au/destinations/australia/nsw/sydney/the-sydney-train-station-sign-thats-a-nightmare-for-tourists/news-story/63cbaa4e2205f41e58c00a0927dcbcb6

“It's a long road When you face the world alone No one reaches out a hand For you to hold You can find love If you search within yourself And that emptiness you felt Will disappear” Hero by Mariah Carey (Click here  for the song)  Photo by Jon Tyson on Unsplash “So we have a big change program starting soon, my team needs to be united and support each other and I want to make sure the new employees feel connected and welcome” Coaching client. Sadly, not all leaders are alert to the social connections in their teams. Leaders  know the importance of collaboration, yet employee isolation is often ignored, or mismanaged.  Whilst the US Surgeon General in 2017 described loneliness as “a modern epidemic” in need of treatment, psychologists have been studying loneliness in the workplace for decades. Recent global research by Gallup indicated that a quarter of people report feeling very or fairly lonely, with older adults the least likely to report feelings of loneliness. What is loneliness? Comedian Robin Williams made a salient observation in 2009: “I used to think the worst thing in life was to end up all alone. It’s not. The worst thing in life is to end up with people who make you feel all alone.”   Psychology researchers make a clear distinction between loneliness and being alone, in both life and work. According to the AIHW, Social isolation 'means having objectively few social relationships or roles and infrequent social contact'. Yet loneliness, is the 'subjective unpleasant or distressing feeling of a lack of connection to other people, along with a desire for more, or more satisfying, social relationships'.    Due to the nature of loneliness, the same work environment could fulfil the interpersonal needs of some employees while leaving others feeling lonely. Lonely individuals have heightened vigilance towards social threats, often exhibiting confirmatory and memory biases. These tendencies lead them to perceive their social environment as threatening and harsh, and they may become defensive about interpersonal relationships. Employees who experience higher levels of workplace loneliness are less willing to invest themselves emotionally with their colleagues and the organisation as a whole. The greater the perceived loneliness, the greater the likelihood of negative attributions about others, which prompt awkward or negative behaviours.  Researchers have found that the high prevalence of low social skills amongst the lonely occurs despite lonelier individuals not starting with lower social skills initially. In addition as people feel more lonely they turn their attention inward which impairs their capacity to have empathy for others. Low empathy hinders  ones ability to connect effectively and to be perceived as approachable and friendly in social situations. Sadly it seems that the people who need to build secure relationships have the most trouble doing so. “Imagine a condition that makes a person irritable, depressed, and self-centred, and is associated with a 26% increase in the risk of premature mortality. Imagine too that in industrialised countries around a third of people are affected by this condition, with one person in 12 affected severely, and that these proportions are increasing. Income, education, sex, and ethnicity are not protective, and the condition is contagious. The effects of the condition are not attributable to some peculiarity of the character of a subset of individuals, they are a result of the condition affecting ordinary people. Such a condition exists—loneliness.” John T Cacioppo, Stephanie Cacioppo Researchers have consistently found that loneliness negatively impacts all aspects of health, in particular mental health and overall well-being. In addition, loneliness may impair intellectual functioning.  In the workplace loneliness negatively impacts job performance, relationships, with peers, and stakeholders, and organisational commitment.  “a perceived sense of social c onnectedness serves as a scaffold for the self— damage the scaffold and the rest of the self begins to crumble.” Louise C. Hawkley, Ph.D. and John T. Cacioppo, Ph.D. Addressing loneliness is the responsibility of the individual, the team, and the organisation     Organisational responsibilities: Social interventions aimed at increasing social support and/or promoting social engagement have also been shown to reduce feelings of loneliness. Researchers have found that the physical work environment can have a positive impact. However, it is not simply encouraging everyone to come into the office all the time or on certain days. Remember the definition of loneliness: it’s the feedback from the environment that creates loneliness.When promotions are based on what people achieve, how they go about their work, their character and their skills, employees feel socially fulfilled.      Regular readers know that recognition and reward drive motivation. Researchers have found that loneliness is exacerbated when promotions and reward mechanisms are based on technical skills and poor interpersonal behaviour is ignored.        The leader Regular readers would know that the behaviour and attitudes of the leader greatly influence the culture of the team. Thus all organisational-wide and team-based approaches to alleviate loneliness require input from the leader to increase the chances of success. Inclusion and connectedness are enhanced when a leader highlights how each person is valuable to the work and makes people feel connected to something greater than themselves. Whilst financial targets and stakeholder expectations are critical. Leaders need to take opportunities to recognise individuals who make a conscious effort to make others included. Assumptions that someone volunteered for an assignment, may be occasions when someone is “volun-told” to take on extra work.  Although tasks such as aiding others, foster team unity, they tend to be time-intensive, frequently undertaken by the same individuals, and go unnoticed.   The leader has the responsibility to: Show a personal interest in employees, and constantly reinforce a sense of shared meaning Educate his team on the nature and manifestation of loneliness Promote a culture characterised by kindness and psychological safety. When appropriate encourage impacted employees to access professional help.  The individual Due to the complexity and self-perpetuating loop that often accompanies loneliness, professional help from a clinical psychologist can be beneficial.    What about my client?      Initially, he devoted a team meeting to fostering genuine connections among team members, encouraging them to apply their rapport-building skills used with clients to strengthen relationships within the team.In addition, they committed to undertake the following  long-term initiatives:  Stopping and properly greeting each other Regular informal catch-ups Project support teams – to enable regular sharing of the challenges and successes of the change program. Final thoughts: Studies indicate that having companion animals can help mitigate feelings of loneliness by providing companionship, encouraging social interaction, and enhancing perceived likability. Combining human social support with pet ownership can further reduce loneliness and mitigate social isolation. Interestingly, dog owners tend to experience greater well-being benefits compared to owners of other types of companion animals. While I can’t loan you my lovely Golden Retriever, Nala, I am certainly available to meet for coffee and catch up. References:  Ellis, A., Stanton, S.C.E., Hawkins, R.D. and Loughnan, S. (2024). The Link between the Nature of the Human–Companion Animal Relationship and Well-Being Outcomes in Companion Animal Owners.  Animals , [online] 14(3), p.441. Doi: https://doi.org/10.3390/ani14030441 . Staff, A.W.E. (2022). Women, make non-promotable tasks a non-starter. [online] AWE. Available at: https://inawe.com/women-make-non-promotable-tasks-a-non-starter/ [Accessed 20 Mar. 2024]. Loneliness is a modern epidemic in need of treatment . [online] New Scientist. Available at: https://www.newscientist.com/article/dn26739-loneliness-is-a-modern-epidemic-in-need-of-treatment/ [Accessed 21 Mar. 2024]. Hawkley, L.C. and Cacioppo, J.T. (2010). Loneliness Matters: A Theoretical and Empirical Review of Consequences and Mechanisms.  Annals of Behavioral Medicine , [online] 40(2), pp.218–227. Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3874845/ . Https://elevatingwhatworks.substack.com/p/loneliness-and-building-connections Mohapatra, M., Madan, P., & Srivastava, S. (2023). Loneliness at Work: Its Consequences and Role of Moderators. Global Business Review, 24(3), 433-450. Https://doi.org/10.1177/0972150919892714 Ozcelik, H. And Barsade, S. (2011). Work Loneliness And Employee Performance.  Academy of Management Proceedings , 2011(1), pp.1–6. Doi: https://doi.org/10.5465/ambpp.2011.65869714 . Park, C., Majeed, A., Gill, H., Tamura, J., Ho, R.C., Mansur, R.B., Nasri, F., Lee, Y., Rosenblat, J.D., Wong, E. And mcintyre, R.S. (2020). The Effect of Loneliness on Distinct Health Outcomes: A Comprehensive Review and Meta-Analysis.  Psychiatry Research , 294, p.113514. Doi: https://doi.org/10.1016/j.psychres.2020.113514 . ‌ Australian Institute of Health and Welfare (2023).  Social Isolation and Loneliness - Australian Institute of Health and Welfare . [online] Australian Institute of Health and Welfare. Available at: https://www.aihw.gov.au/reports/australias-welfare/social-isolation-and-loneliness . Maese, E. (2023).  Almost a Quarter of the World Feels Lonely . [online] Gallup.com . Available at: https://news.gallup.com/opinion/gallup/512618/almost-quarter-world-feels-lonely.aspx . Cacioppo, J.T. and Cacioppo, S. (2018). The growing problem of loneliness.  The Lancet , [online] 391(10119), p.426. Doi: https://doi.org/10.1016/s0140-6736(18)30142-9 . Wallace, V. s (2023).  Workplace Loneliness Is Real. In-Person Work Alone Will Not Cure It, Questrom Researcher Says . [online] Boston University. Available at: https://www.bu.edu/articles/2023/how-to-deal-with-workplace-loneliness/ .

“You stand in class and tell us to look beyond the image, but you don't. To you a housewife is someone who sold her soul for a center hall colonial. She has no depth, no intellect, no interests. You're the one who said I could do anything I wanted. This is what I want.” Joan Brandwyn  Mona Lisa Smile (Mona Lisa Smile is Now Showing on Netflix) A movie, not a song?? I drew inspiration this week from a headline, a movie, and International Women's Day.  Of course, there is music, so please click here  for my 2024 International Women’s Day playlist. Scan of  The Australian March 2-3 2024, pg 18 “It’s infuriating to see double standards in the w orkplace.  Our company talks about diversity and inclusion but in reality, they are paying lip service. There is a culture in which people want respect for their decisions regarding parenting and work, but they don’t respect alternative perspectives.”   Coaching client. It saddens but doesn’t surprise me that there is real pressure on women to make particular life choices when it comes to having and raising a family. There is judgment and unsolicited advice from the moment a woman announces her pregnancy. The pressure self-imposed or otherwise on making the “perfect” decision is an enormous unnecessary stress on top of the actual challenges of looking after another human being. Undoubtedly, there are situations where there is the belief that the family has no choice.   “We fumble through doing our best, in the belief that the decisions we make to work or look after kids or both are the best ones… but to demean any of these choices as false is obnoxious” Janet Albrechsten What does the research say about our decision-making processes? Researchers have found that choice behaviour is the result of two motivational processes, one more deliberate and focused on wider objectives and the other more instinctive, heavily influenced by emotions. Challenging decisions, which have implications for a person’s well-being or their social relationships, can involve conflict between reason and emotion. Often these complex decisions relate to the person’s sense of identity and purpose. Both reason and emotion can provide wisdom in decision-making. Reasoning tends to adopt an intellectual position to the problem and facilitates people to anticipate the potential benefits and costs of a problem.  Yet there is also evidence to suggest that people value gains and losses differently, typically interpreting losses as causing a greater emotional impact than the equivalent positive gain. Emotions tend to reflect the excitement or fears associated with the possible outcomes of a decision. They also reflect the significance of a decision and the ultimate meaning the decision has for a person’s life. Researchers have found that when a person experiences difficulty identifying, acknowledging, or managing the emotions attached to a complex decision, their decision-making is at risk of being reactive, short-sighted, self-defeating, or even harmful to them or others. Whilst emotions bring an added level of complexity to the decision-making process, researchers have found that they may assist a person to reach a more adaptive decision than would be possible by intellectual reasoning alone. Social context increases the complexity, as the advice or influence of significant others may affect both decision outcomes and the process of reaching them. At times though, people will experience a conflict between a decision that might be beneficial for others, but come at a cost to themselves, and vice versa. In addition, the expectations that people have about how others will perceive and interpret their decisions can cause additional difficulties. The complexity of decision-making isn't solely determined by the potential outcomes but also by the significance individuals attach to them and how they may be judged by others.  What impacts our confidence in our decisions?   “A wealth of research has investigated how the decisions people make and the subsequent outcomes affect people’s emotional well-being and life satisfaction. Put simply, when people feel empowered and make decisions that result in positive outcomes, they feel better about themselves and their life, and experience greater psychological wellbeing.” Dr James McCue The literature about perceived social support indicates that people who experience decision-making in a supportive context have a higher decisional competence and lower decisional conflict. Social Support can provide a buffer against stress and negative emotions. In this sense, it is possible that people experiencing a desirable level of social support would be more confident in their choices in life and even more satisfied, as they are reinforced and supported by their loved ones.   “How great would it be if respect was reciprocated?” Janet Albrechtsen How can we make good decisions? Regular readers know that complex decision-making requires the following: Generate options, without judgement or assumptions. The more options the better the decision-making quality. Conduct detailed research of the options, on an intellectual, and emotional level.   Define personal values, beliefs, priorities, finances, and lifestyle. List the people who will be impacted by your decision and discuss your options with them. Clarify any assumptions. Evaluate options, according to your values, beliefs priorities, finances, lifestyle and impacted parties.   Take your time and ponder. Repeat any of the above steps if you feel uncertain. Select and commit to an option. There is evidence to indicate that complex decision-making requires an understanding of all of the above, not simply the pros and cons list. Researchers have found that awareness of the downside of a situation enables troubleshooting either in the moment or in advance. Understanding the reasons behind one's choices fosters courage to face practical challenges and societal criticisms proudly. Taking control of a decision eliminates submissive behaviour and promotes self-sufficiency. Every decision carries some irreversible consequences, prompting consideration of how to navigate them effectively. Over time, increasing confidence in one's decisions encourages others to make sensible choices. Additionally, maintaining unconditional positive regard for the choices of others enables them to live according to their values.   What is the role of the leader? Understand best practices in decision-making. Encourage staff to make informed choices. Show respect for their choices. Be clear on your scope of control, their scope of control and areas of influence. Define the actual job requirements, deliverables, values and ethics in terms of the individual team, organisation, stakeholder and external market forces.  Encourage the employee to be clear on the impact of their decision on others both inside and outside the firm. Discuss how their plan will be implemented.   Mental health Researchers have found that parenthood can negatively impact mental health. Approximately 15–20 per cent of women in Australia are affected by anxiety and depression that may occur during pregnancy or the postnatal period.    Regular readers would know that work–family conflict, occurs when the demands from work or family are ‘mutually incompatible’ and impacts significant proportions of the population in the US, Europe, Canada and Australia. Researchers have found that WFC generates strains and compromises in family life. Long and inflexible schedules, demanding, intensive work, unpredictable work times or a lack of autonomy cause deficits in parental time, and emotional and cognitive energy that impede their capacity for caregiving. There are also adverse workplace consequences, with WFC impacting work performance, productivity, burnout and job turnover. On a positive note, researchers have found that improving or resolving WFC improves parents' mental health. In addition, regular readers would know that the psychological benefits of work can be found in motherhood (click here for my blog). Final Thoughts Even with thorough research and preparation, complex decisions often require delving into the unknown. Over time, changes in life circumstances and values may influence the outcome of a decision. Researchers have found that regular exploration of decision-making is highly beneficial.  Whilst the focus of this blog was work and parenting, the principles of decision-making apply to many contexts. My clients often find it useful in coaching to explore how they can strive to make decisions that bring comfort and pride when navigating the intricacies of career, life, leadership and psychological well-being. References:  Cooklin, A.R., Dinh, H., Strazdins, L., Westrupp, E., Leach, L.S. and Nicholson, J.M. (2016). Change and stability in work–family conflict and mothers’ and fathers’ mental health: Longitudinal evidence from an Australian cohort. Social Science & Medicine, 155, pp.24–34. https://psychology.org.au/for-members/publications/inpsych/2020/aug-sept-issue-4/decisions,-decisions https://trove.nla.gov.au/newspaper/article/76422637 Nothing ‘false’ about my choice to be a stay-at-home mum.  Janet Albrechtsen,  March 2-3 2024. The Australian pg 18 ‌Milkie, M.A., Nomaguchi, K.M. and Denny, K.E. (2015). Does the Amount of Time Mothers Spend With Children or Adolescents Matter? Journal of Marriage and Family, [online] 77(2), pp.355–372. doi: https://doi.org/10.1111/jomf.12170 . www.imdb.com . (n.d.). Mona Lisa Smile (2003) - Quotes - IMDb. [online] Available at: https://www.imdb.com/title/tt0304415/quotes/ . ‌van den Bos, K. (2009). Making Sense of Life: The Existential Self Trying to Deal with Personal Uncertainty. Psychological Inquiry, 20(4), pp.197–217. doi: https://doi.org/10.1080/10478400903333411 . ‌Savioni, L., Triberti, S., Durosini, I. and Pravettoni, G. (2022). How to Make Big decisions: a cross-sectional Study on the Decision Making Process in Life Choices. Current Psychology, [online] 42. doi: https://doi.org/10.1007/s12144-022-02792-x . Black Dog Institute (n.d.). What is perinatal depression? [online] Available at: https://www.blackdoginstitute.org.au/wp-content/uploads/2022/06/Depression-during-pregnancy.pdf . ‌

“Do you think you’re better off alone? Talk to me” Better Off Alone by Alice Deejay (Click  here for the  song)  “Psychological empowerment may be defined as a cognitive, subjective and motivational process by which individuals perceive themselves as effective and competent for carrying out tasks, with sufficient capacity to ensure their completion. Moreover, the tasks themselves are deemed relevant and meaningful, and individuals feel they have freedom of choice about them.” Llorente-Alonso, M., García-Ael, C. and Topa, G  Creating psychological empowerment: Researchers have found that policies procedures and structures can have a powerful influence on the attitudes and behaviours of employees.  Psychological empowerment increases when there are real rewards, trust and support.  True empowerment comes from providing staff with the skills, resources, authority, opportunity, and motivation to do their jobs well. Holding them responsible and accountable for the outcomes of their actions, enhances the development of psychological empowerment in the workplace.  Researchers have found the following activities enhance psychological empowerment: - Encouraging participation in discussion and decision-making. - Appropriate levels of freedom of choice when managing complexity.   - Removing unnecessary restrictions on tasks or other aspects of work. - Requesting and respecting opinions. - Cross-departmental collaboration  - Delegating authority appropriately   What are the benefits? Psychological Empowerment acts as a motivational factor that impacts attitudes and emotions, it typically generates emotional reactions and encourages people to act positively within the organisation. Researchers have found that psychological empowerment had a significant positive influence on: - Turnover intention - Job satisfaction - Creativity - Organisational citizenship behaviours - Innovation - Career satisfaction - Increased productivity - Employee satisfaction - Organisational commitment - Energy - Resilience - Problem-solving Employees respond more flexibly to the different situations that may arise, instead of merely obeying rules automatically. A bit about emotional exhaustion/burnout. Regular readers would know that emotional exhaustion reflects a state in which work resources cannot meet work demands.  Empowered employees perceive having more resources which researchers have found when coupled with psychological safety and organisational connection, reduces the likelihood of burnout.    What can go wrong? Researchers have found that when the leader assumes that psychological empowerment is a panacea to all workplace issues their efforts will fail. Misreading the complexity of a role and the employees’ confidence and knowledge to be successful will decrease employee motivation.  Irrespective of how adept the leader is at creating opportunities for empowerment if employees perceive the environment as unmodifiable they may feel powerless and decrease their effort. Uncertainty regarding strategic goals, role expectations, and inadequate delineation of boundaries can induce stress and impede employees' sense of accomplishment.  Researchers have found that an empowering climate may generate feelings of stress amongst employees who believe it is inappropriate for workers at lower levels of the hierarchy to have a significant say in their work. Final thanks to the team at Fit1 Rose Bay for playing "Better Off Alone" during one of my gym classes this week.  It provided me with some fun lyrics for this blog and a reminder that overly independent workers, still need support and collaboration. References:  Llorente-Alonso, M., García-Ael, C. and Topa, G. (2023). A meta-analysis of psychological empowerment: Antecedents, organizational outcomes, and moderating variables.  Current Psychology . doi: https://doi.org/10.1007/s12144-023-04369-8 .  Arogundade, O.T. and Arogundade, A.B. (2015). Psychological Empowerment in the Workplace: Implications for Employees’ Career Satisfaction.  North American Journal of Psychology , 17(1), p.27. ‌Aziz, N. M. A., Abdul Wahab, S. R., Shaari, R., Sarip, A., & Mohd Arif, L. S. (2024). The Effect of Psychological Empowerment on The Relationship Between Perceived Organizational Support and Career Satisfaction at Manufacturing Sector in Johor.  SAGE Open ,  14 (1).  https://doi.org/10.1177/21582440231221131 Prabowo, R., Mustika, M.D. and Sjabadhyni, B. (2018). How a Leader Transforms Employees’ Psychological Empowerment Into Innovative Work Behavior. Psychological Research on Urban Society, 1(2), p.90. doi: https://doi.org/10.7454/proust.v1i2.32 . ‌Zhou, H. and Chen, J. (2021). How Does Psychological Empowerment Prevent Emotional Exhaustion? Psychological Safety and Organizational Embeddedness as Mediators. Frontiers in Psychology, 12. doi: https://doi.org/10.3389/fpsyg.2021.546687 . https://link.springer.com/article/10.1007/s12144-023-04369-8

“If I fall I win every time I get up again Hey yeah 'Cause I can't lose if I keep learning I'm learning, learning (yeah) I'm learning, learning Let them shout from the bleachers Every time I don't get it right (ooh yeah) I know my failure is my teacher” Learning by Jason Gray (Click  here for the  song)  Photo by Brett Jordan on Unsplash I began blogging to document my professional growth, recognising it as an effective means to demonstrate to AHPRA, the regulatory authority, my commitment to completing the mandated 30 hours of professional development. Over time, I've come to appreciate the numerous advantages of sharing the science of human behaviour in the workplace with a broad audience. Through my light-hearted and practical blog, I aspire to contribute to making workplaces more enjoyable, challenging, and energising. Hopefully, I have also encouraged my readers to approach work and life with a critical mindset and to embrace lifelong learning. "Take the time to really double down on learning, because that is what is going to keep us different (from) the machines"  Vanessa Tancicien  Some readers may be aware that in addition to my MailChimp, I post my blogs on Linked In (click here to connect) and my Balkin Coaching website (click here ). Whilst my MailChimp gets the most engagement (average around 43% open rate) I thought I'd see what blogs were most popular on all three channels.  Mailchimp (open rate)    1. What is the vital role of the leader in reducing domestic violence? (click here )  2. The Mature Worker: An Asset Or A Liability? (click here )   3. What Is Appropriate Humour In The Workplace And Can It Improve Wellbeing? (click here ) LinkedIn:(impressions) 1. Effective leaders know the secrets to managing emotion in the workplace (click here )  2. What unexpected delightful moments did you have over the summer ?(click here )  3. What is appropriate humour in the workplace and can it improve wellbeing? (click here )  Website:(post views) 1. Is extraversion essential for leadership? (click here )  2. Is it ever ok to give unsolicited advice? (click here )  3. What is the impact of poor job fit on employee well-being? (click here )  Although my analytics don't quantify my blog's practical impact on influencing reader behaviour,  the substantial engagement suggests you may have learnt a thing or two about enhancing leadership capability and well-being. Failing that you have simply enjoyed some music and pictures, mostly of my dog Nala.   For my music lovers I have added to my summer playlist so click here to listen of course, please send me your favourites so I can add them. Nala looking cool in her Cancer Council sunnies. In appreciation for your engagement and ongoing support, I've donated to the Zahal Disabled Veterans Organisation (ZDVO). Many are aware that ZDVO's top priority is to care for Israel’s 50,000 injured soldiers, victims of terror, and their families. This involves providing immediate physical and emotional support through hospital, shelter, and home visits to the injured and their families. The advanced rehabilitation centres offer PTSD programs, personalised psychological rehabilitation, physiotherapy, hydrotherapy, and individualised equipment such as wheelchairs, treatment beds, adaptive devices, and specialised fitness equipment. (For more details, click here .) Wishing you all a happy New Year and a relaxing summer break. I look forward to reconnecting in 2024.