Introduction VALUING PEOPLE

Transcription

1 Introduction The German philosopher, Martin Heidegger, writing early in the last century, described human existence as being-towards-death [1].What he meant by this is that we are finite creatures; each of us is steadily moving towards death. Even though many people may live their lives as though they regard themselves as immortal, they are of course deluding themselves. To deny the reality of death is not only absurdly illogical, it also means that we are likely to be ill-equipped when we are touched by death in some way (the loss of a loved one, for example) and, of perhaps equal importance, we are less likely to gain the maximum benefits that can accrue from valuing each day as a precious and limited resource, to appreciate our time on this earth and not waste it. In other words, it is not only wisely realistic to take account of the fact that we have a finite lifespan and will all one day die, it is also enriching it can help us develop more spiritually fulfilling and meaningful lives. These comments apply to life in general, but my particular concern in this book is how these matters are reflected in the workplace. This is because the general tendency to ignore the finite nature of human existence can be seen to be especially evident in organizational life. Where the main concern is the bottom line or achieving other corporate objectives, it is very easy for key issues about being human to slip to the bottom of the priority list or even off the agenda altogether. And, of course, a workplace that neglects the human dimension risks being not only an oppressive and destructive place for its employees, but also an unsuccessful and ineffective organization as a consequence of mistreating its most important resource its people. VALUING PEOPLE The need to take seriously the people factor in organizational life has received increasing attention in recent years. In fact, the idea that an organization s most important resource is its human resource has become very well established as a management principle. While I regard it as a positive 1

2 2 / LOSS, GRIEF AND TRAUMA IN THE WORKPLACE development that such concerns are being taken very seriously, I must admit to having some anxiety about the fact that, in some quarters at least, it has become a slogan perhaps an empty slogan, the implications of which have not been carefully thought through. One approach to human resources that does justice to the implications of the need to value people ( the human resource ) is the emerging field of workplace well-being. The Canadian Office of Public Service Values and Ethics offers helpful comment when they define workplace well-being as: a holistic approach to creating high performance organizations through establishing the right conditions to generate high levels of employee engagement. Workplace Well-being is connected to physical health, mental health and wellness but primarily emphasizes the social and psychological dimensions of three inter-related elements workplace, workforce, and the work people do. [2] The need to address loss, grief and trauma in the workplace can be seen as part of workplace well-being, insofar as the concerns associated with these issues can stand in the way of organizational effectiveness if they are not addressed properly. This book, then, helps to set loss, grief and trauma in the context of the value of developing a workplace well-being approach. Unfortunately, while workplace well-being issues are receiving increasing attention, the need for such well-being, insofar as there is evidence to suggest that many organizations are valuing their employees less, rather than more. Ehrenreich refers to the work of management consultant David Noer, who observes that: Organizations that used to see people as long-term assets to be nurtured and developed now see people as short-term costs to be reduced... [T]hey view people as things that are but one variable in the production equation, things that can be discarded when the profit and loss numbers do not come out as desired. [3, p. 225] Such developments, that are also identified by Allcorn [4], Stein [5], and Uchitelle [6], make it even more imperative that we take seriously the challenge of promoting workplace well-being. LOSS: BREADTH AND DEPTH While the need to take account of how death-related issues impact on the workplace is clearly important, we should not fail to recognize that there is an extensive range of significant losses that are not connected with death. These include divorce or other relationship breakdown; becoming disabled or chronically sick; being a victim of crime (and thus losing confidence and/or a sense of security), layoffs; and many others. This book is therefore not only about death-related losses, but also about the other widespread and often very significant losses that are part and parcel of life in general and working life in particular.

3 INTRODUCTION / 3 But it is not only the breadth of loss factors that is worthy of our attention. There is also the matter of the depth of loss, the profound differences (positive or negative) that the experience of loss can make to individuals, groups and organizations. A loss experience can have life-changing consequences; it can be a critical moment that amounts to a point of no return. We should not therefore make the mistake of assuming that dealing with loss issues is simply a matter of making comforting noises and offering solace to grieving individuals. As we shall see, the reality is far more complex and profound than this. Being equipped to tackle these complexities is quite a challenging enterprise. This book will not provide all the answers, but it will provide a sound foundation on which to build a better understanding and thus a platform for developing workable strategies that suit the culture and needs of the organization concerned. TRAUMA AND THE TERRORIST THREAT Psychological trauma can apply to any individual at any time no one is immune. In the workplace, then, it is only a matter of time before trauma plays a part. However, we also need to recognize that trauma can happen to a group of people for example, as a result of a disaster. Such disasters can arise as a result of natural events (such as floods or hurricanes), technological failure (plane crashes) or deliberate individual actions (a mass shooting). However, we also have to contend with another category of disaster that has received increasing interest in recent years that is, disasters associated with terrorism. This clearly applies when an actual attack takes place, but can also arise in circumstances where there is no actual attack, but the threat of one is sufficient to cause problems for example, people being crushed to death in a stampede as a result of a panic arising from a false alarm. It is therefore sadly the case that even an assumed threat of terrorism that has no actual basis in reality can have the effect of bringing about a traumatic reaction for a large number of people. In these days of heightened awareness of potential acts of terrorism, the need to understand, and be ready to deal with, trauma in the workplace is particularly acute. Organizations that simply hope it will never happen and thus take no preparatory steps for mounting a response may well be lucky enough to get away with it. However, it is an enormous set of risks to take. A much wiser approach is to take the trouble of learning more about trauma and its implications and trying to be as reasonably prepared as we can. A HISTORY OF NEGLECT Loss, grief and trauma are subjects that have tended to be neglected in the management and human resources literature and, equally, the workplace has been a neglected area of thanatological study (that is, the study of death and related

4 4 / LOSS, GRIEF AND TRAUMA IN THE WORKPLACE matters) and indeed the study of loss and grief more broadly. It is therefore fair to say that the subject matter of this book has been doubly neglected to date. This is a very worrying and unsatisfactory state of affairs for, as we shall see as the book unfolds, the challenges involved are of significant proportions and the costs of not taking these challenges seriously can be immense. This book is therefore an important counterbalance to this history of relative neglect, and it is to be hoped that it can play an important role in stimulating further study, debate, reflection, research and policy development. PLAN OF THE BOOK The book is divided into seven chapters, each of which seeks to blend theory and practice. The first three chapters have more of a focus on theory, while Chapters 4 to 6 place greater emphasis on practice. Chapter 1 lays down the foundations by providing an overview of some of the key points about loss, grief and trauma that we will need to understand if we are to put ourselves in a sufficiently strong position to be able to respond to the problems that arise and, ideally, to be able to prevent them where possible. Chapter 2 builds on this by examining how significant loss and grief issues are in the workplace and how dangerous it is not to prepare ourselves for dealing with them. Chapter 3 plays a similar role by focusing on how trauma can have profound and far-reaching consequences for organizations particularly for those who have not taken any preparatory steps to minimize the negative impact that can reach major proportions in some situations. Chapter 4 explores some of the key legal and policy requirements that apply to loss, grief and trauma as they apply to work settings. It does not provide a comprehensive legal and policy guide, but it does provide a firm basis for organizations to meet their legal duties (for example, in relation to health and safety) and to develop policies that are likely to be effective and helpful. Chapter 5 has the title of Providing Care and Support. It is concerned with identifying the support needs of staff and managers working within or on behalf of organizations that are dealing with grief and trauma reactions. Grief and trauma are not, of course, contagious diseases, but the psychological and social processes involved can conspire to produce a situation that is stressful and harmful for those who are trying to provide help and care. The need to focus on supporting caregivers is another important aspect of this subject matter. Chapter 6 is entitled Helps and Hindrances. It comprises a set of guidelines on what can be helpful in dealing with these very complex and sensitive matters, together with a discussion of the pitfalls to be avoided the mistakes and misunderstandings that can fail to produce positive progress and may actually make matters worse. Chapter 7 is the conclusion and serves the purpose of summarizing the key themes developed throughout the book and sets the scene for further learning and

5 INTRODUCTION / 5 development. This emphasis on further learning is reinforced in the Guide to Further Learning which contains information and guidance on further reading, in journals, training materials, organizations and websites. The book covers some vitally important issues that have a history of being neglected despite the potentially disastrous consequences of failing to be prepared for them. It will not provide you with everything you need to know on the subject, but it should provide a sound foundation and an impetus for you to develop your knowledge and understanding further. It should also help you and motivate you to become engaged in the very real challenges of making the workplace an environment that is positive, nurturing and supportive at times of extreme need and vulnerability an engagement that can be of immense benefit to all concerned. Some people may find the subject matter difficult or worrying, as it involves facing up to some very challenging issues. It is to be hoped, though, that the understanding and guidance the book offers will help readers to feel better equipped to deal with these challenges. The book should also make it clear why it is essential that we do face up to these issues, as a strategy of pretending they do not apply to us or to our workplace is a dangerously misguided one. Perhaps the wisdom of the East can help us in this regard, particularly Krishnamurti s comment to the effect that: Facts are not frightening. But if you try to avoid them, turn your back and run, then that is frightening [7]. REFERENCES 1. M. Heidegger, Being and Time, Blackwell, Oxford, 1962 (German original published 1927). 2. Canadian Office of Public Service Values and Ethics ( 3. B. Ehrenreich, Bait and Switch: The (Futile) Pursuit of the American Dream, Metropolitan Books, New York, S. Allcorn, Death of the Spirit in the American Workplace, Quorum Books, Westport, Connecticut, H. F. Stein, Insight and Imagination: A Study in Knowing and Not-Knowing in Organizational Life, University Press of America, Lanham, Maryland, L. Uchitelle, The Disposable American: Layoffs and Their Consequences, Vintage Books, New York, M. Luytens (ed.), Freedom from the Known, Krishnamurti Foundation Trust, 1969.