Psychological health and safety in the workplace cupe

OHS Role in Cultivating Safe and Healthy
Workplaces
Psychological Health and
Safety In The Workplace
Newman Psychological and Consulting Services, 2014

Preventing Bullying From Taking
Root In Your Organization

The Mind of A Bully

The Mind of A Target

Why do Targets get Hurt?

Bystander Stress

Upstander

Vision
“The vision for a psychologically healthy and
safe workplace is one that actively works to
prevent harm to worker psychological health,
including in negligent, reckless, or intentional
ways, and promotes psychological wellbeing”.
p.1

Zero Psychological Harm
Commitments
1. Psychological harm to any individual
is unacceptable.

Commitments
2. No job is so urgent, so
important or so routine that
it cannot be done safely:“I
have no time for being nice”

Commitments
3. Safety is not separate from productivity
and performance
“He’s a bit abrasive, but he gets the job done”

Commitments
4. Psychological safety and health is not only an absolute
company, institutional, agency or business priority, it is
also a basic organizational value.

5. Psychological safety and health is
part of our community responsibility

Guiding Principles
Psychological health and safety is a shared responsibility
among all workplace stakeholders and commensurate
with the authority of the stakeholder;
The Standard is based upon a demonstrated and visible
commitment by senior management for the
development and sustainability of a psychologically
healthy and safe workplace. (p. 3)

OHS Committees
“The organization must engage the OHS
Committee/worker representatives in
defining their involvement in the
Psychological Health and Safety Management
System.”

Risk Mitigation
“The organization shall develop, implement, and maintain a
documented risk mitigation process that includes:
a) Hazard identification;
b) elimination of those hazards that can be eliminated;
c) assessment for level of risk for hazards that cannot be eliminated;
d) preventive and protective measures used to eliminate identified
hazards and control risks;
e) a priority process reflecting the size, nature and complexity, of
the hazard and risk, and, where possible respecting the traditional
hierarchy of risk control.” p. 8.

Unhealthy and Unsafe Workplace
Behaviour Continuum

Problematic Responses To
Unsafe or Unhealthy Workplace
Behaviour
1. Avoidance and Minimization Patterns
2. Tolerance Patterns
3. Exacerbating Patterns
4. Reward Patterns

Avoidance, and Minimization
Patterns
Ignore and Avoid Responses
Fear of discussing the behaviour
Hide in the office
Dismiss and Minimize Responses
Nothing’s perfect, it’s pretty good
Feelings of discomfort that you can’t put your finger on.
Excuse Responses
Excuses get made for repeated inappropriate behaviour

Tolerance Patterns
Inexperience Responses
Buddy-style Leadership
Feel incompetent to deal with it, don’t ask for help
Respond ineffectively when personally experiencing unsafe of
unhealthy behaviour.
Blaming Responses
It’s the target’s fault
Overwhelmed Responses
Someone above me should do something, I can’t.
Nothing I do works, so stop trying.

Exacerbating Patterns
Distrust Responses
 Them versus Us thinking:
Elicits an intensification of unsafe and unhealthy behaviour—
can include retaliatory behaviour.
Passive Aggressive Responses
 Knows what is going on but resentfully allows things to
continue—”Serves them right”

Reward Patterns
Expeditious Responses
Promote or shield someone who uses unsafe or unhealthy
behaviour to get job done
Lateral moves to relocate the problem

Competence and Training
“The organization shall establish and sustain processes to:
a) determine expectations and minimum requirements of
workers and, in particular, those in leadership roles (e.g.,
supervisors, managers, worker representatives, union
leadership) to prevent psychological harm, promote
psychological health of workers and address problems
related to psychological health and safety; and
b) provide orientation and training to meet item a).” p. 12

Coach, Assess, Address
“The organization should establish and sustain processes to:
a) provide accessible coaching and supports as required,
recognizing the potential complexities of psychological health
and safety situations, the unique needs of the individuals
affected, and the skills needed; and
b) assess and address competence of those in leadership roles
(with respect to preventing psychological harm, promoting
psychological health of workers and addressing problems
related to psychological health and safety).” p.12

Mutually Respectful
Workplace

Our Choice
Everything can be taken from (us) but one thing;
the last of the human freedoms-
to choose one’s attitude in any given set of
circumstances, to choose one’s own way.
Viktor Frankl

Healthy and Safe Workplace
Behaviour Continuum

Upstander Quote

Thank You
You can contact Dr. Newman at
drj@drjennifernewman.com
Or
Telephone: 1-604-266-6920

RESOURCES
To obtain a copy of the Psychological health and safety in
the workplace—Prevention, promotion and
guidance to stage implementation
Visit:
CSA Group: www.csagroup.org
Or call: 1-800-463-6727

Psychological health and safety in the workplace cupe

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Psychological health and safety in the workplace cupe

Similar to Psychological health and safety in the workplace cupe (20)

More from مصطفى حافظ الجندى

More from مصطفى حافظ الجندى (15)

Recently uploaded

Recently uploaded (20)

Psychological health and safety in the workplace cupe

Editor's Notes