Embracing Change Keep your head above water by Enward Chung While it is no secret that difficult times breed intense pressure in the workplace, the mental disorders this can induce are all too frequently swept under the carpet. Tackling these issues head on rather than allowing them to fester is, however, nothing to be afraid of Stress in the workplace often leaves employees feeling tired, unhappy or even unwell. However, in a few cases, it can have far more serious implications - namely, the onset of mental disorders. Far from being the sole province of isolated high-security psychiatric wards, mental disorders are a very real possibility at work when staff are exposed to high pressure. "When a group of colleagues goes through a traumatic experience, most will emerge from the episode unscathed or require only minor counselling," notes Dr Chan Sai-yin, a specialist in psychiatry with his own practice. "However, one or two may require specialist treatment." If untreated, minor mental problems can gradually worsen until the afflicted person is finally stricken with the full form of one or more mental illnesses. Thankfully, even at this stage patients and their families need not despair as the situation can be retrieved. "Many mental illnesses caused by excessive stress are classified as neuroses and readily treatable by qualified psychiatrists," comments Dr Chan. Signs of psychosis Unfortunately, it is not always apparent when mental problems are taking hold. Symptoms include a drastic deterioration in workplace performance, repeated requests for sick leave for apparently frivolous illnesses or a distressed or distraught appearance. Changes in demeanour also point to mental problems, especially if an employee appears to have lost interest in work and becomes increasingly self-occupied. Poor attention spans and forgetfulness are other possible symptoms. "Once identified, colleagues or supervisors can suggest relevant treatment, although you should be aware that afflicted people often deny that there is a problem; in such cases, it can be very difficult to persuade them otherwise," says Dr Chan. "If the sufferer refuses to seek help, it may be necessary to call in a social worker or psychiatrist." Those averse to professional help must not try to solve the problems on their own or among well-meaning but unqualified friends. "Indeed, I have seen many patients made much worse by the counselling efforts of their colleagues!" comments Dr Chan. "Medication is usually prescribed and is nothing to be afraid of." "Encourage those with mental problems to seek help as soon as possible. Sufferers needn't approach treatment with trepidation, as most modern medications and therapies have minimal side effects" "Colleagues should also take care not to discriminate against sufferers - it is an illness just like any other and does not reveal a weakness of character," he adds. "Give the afflicted colleague the same care, attention and empathy that you would [to] sufferers of physical illnesses. Encourage those with mental problems to seek help as soon as possible, as their condition will quickly deteriorate without treatment. Sufferers needn't approach treatment with trepidation either, as most modern medications and therapies have minimal side-effects and enable patients to make a workplace return in a matter of days." Weird workplace behaviour More common forms of mental disorder in the workplace include adjustment disorder, generalised anxiety disorder, major depressive disorder, panic disorder and primary sleep disorder. Less common disorders include substance abuse, obsessive-compulsive disorder, manic disorder, psychosis, personality disorder and organic psychosis. Even these are not too serious, but Dr Chan warns employees and managers to be particularly alert for signs of depressive disorder. "This can cause suicide or worse if untreated, although the upside is that external symptoms are not difficult to spot," he explains. "Treatment response is usually very good; paradoxically, the worse the mood, the better the effects. Full recovery with full working capacity can normally be expected." Colleagues and friends can help by making allowances for a sufferer's depressive behaviour and letting him or her know that they are willing to act as sounding boards for the sufferer to discuss moods and emotions. However, it is important to distinguish between clinical depression and more normal forms of sadness, such as grief. "Try to assess the severity of the depression, in particular the possibility of the sufferer committing suicide," says Dr Chan. "Encourage early treatment if the sufferer appears abnormally depressed, either from a general practitioner [or] psychiatrist. Or, if the case is particularly bad, send him to a hospital's accident and emergency department. Mental disorders are illnesses just like any other and must be treated accordingly." Before & After Nixing neuroses in the workplace Before No madness please, we're managers Bosses ignore the possibility of mental illnesses in their Organisation He's just the office eccentric Managers delay tackling mental problems in the hope that they will be resolved by themselves Is there a doctor in the house? Managers decide to tackle the problem themselves, with occasionally disastrous consequences Fear and loathing Mental illness is a taboo topic, causing potential sufferers to hide their problems After Psychologically aware Supervisors should keep a close watch for telltale signs of mental instability, such as sudden changes in work habits Nipped in the bud Z Tackle individual mental problems early before they affect overall productivity Bring in the experts Avoid do-it-yourself psychotherapy, which usually does more damage than good You don't have to be mad to work here Discourage discrimination against sufferers; treatment usually allows them to return to their full working capacity Taken from Career Times 18 July 2003 Your comments are welcome at [email protected]