We've examined before the four main wellbeing response areas: the Physical, Mental, Emotional and Behavioural symptoms, responses and actions and reactions we can experience and exhibit when our psychological wellbeing is compromised, and how they tend to feed off and rely on each other and go round and round:
FIGURE 1: RESPONSES AT THE INDIVIDUAL LEVEL
It's worth reminding ourselves too that because it's a cycle, if we can make improvements in one of the response areas, this will lead to an improvement in all of them. For example, my thinking affects my feelings, so thinking in helpful ways is likely to lead to emotional wellbeing, and I'll feel okay or -even better - good about things, then I'm more likely to behave in helpful ways, and so on.
What's good for the gander is good for the goose, and we can, can't we, apply the same principal to the organisational context too. By this I mean that the organisation can exhibit and experience unhelpful symptoms and responses in the same way, which will be inter-related, and dependant on each other too when it's unhealthy/struggling/going through difficulties. These difficulties can have of course different causes: the company's going through a difficult period of change, is not being well-managed, or staff engagement and wellbeing and performance is perennially low amongst the workforce.
But what are some of the unhelpful symptoms/responses the organisation can experience and exhibit when it/it's staff aren't well? Here are just a few examples:
FIGURE 2: RESPONSES AT THE ORGANISATIONAL LEVEL
As with the individual responses, if we can make a change for the good in one of these areas, it's likely to lead to improvements in all of the areas (with the reverse obviously applying too with a negative outcome). This change/improvement may of course be for many different reasons: a new manager/management team; a specific intervention or policy being introduced; by accident; because staff wellbeing and engagement has improved etc.
We've looked before at the relationship between wellbeing and performance, and how therefore to maximise the chances of the individual and therefore the organisation performing efficiently and effectively, it makes business and economic sense to promote wellbeing and minimise the chances of poor wellbeing flourishing (and to address and deal with poor wellbeing, stress etc if its started to become a problem). If we do this well, we in addition enhance wellbeing, through supporting on the one hand, but challenging, appropriately, on the other hand, our staff to perform. This is because if we push ourselves to perform and succeed, and meet the challenge, we are likely to feel engaged, stimulated and motivated, all of which is going to be good for our wellbeing, and good for the organisation too. (Too much challenge - demand that's too high/over a lengthy period - is clearly counter-productive, and it's worth noting also that too little challenge, where we have no focus, direction or purpose can be pretty stressful too).
What can you do for your organisation today?
I really mean here what can you do for yourself, in terms of your own wellbeing (which is going to benefit the organisation too of course)? Depending on your own particular circumstances, and preferences, try one or more of the following to promote your wellbeing:
- Benson Relaxation Method (based on meditation techniques: try it for 15/20 mins)
- Spoil yourself (but do not break the bank!!)
- When you make a mistake/things don't go to plan: Don't give yourself a hard time, and say to yourself "That's okay, it hasn't worked out, I'm going to move on"
- Do things you enjoy - particularly if there are things you used to do previously which brought you pleasure and fulfillment, but you've stopped them because you're too busy/you got out of the habit
- Try our 5-Point Stress Plan
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