Corporate stress fact of working life

Press, 13 April 1988, Page 24

Corporate stress fact of working life

By

CHRISTOPHER MOORE

He was a top New Zealand executive — a man bound for the top. A natural achiever.

In 1984, he was promoted to head a workforce of more than Ioot>. In the heady euphoria surrounding life in the fast management lane, noone, including the executive, noticed the signs of severe stress.

His climb to the top ended when the man was admitted to a private psychiatric hospital, Ashburn Hall, Dunedin, suffering from a serious depressiye illness. His admission for treatment typifies similar cases being repeated throughout the New'Zealand business world — a situation Ashburn Hall now hopes to counter with the production of a new video dealing with corporate stress.

The video, produced by the author, broadcaster and sociologist, James McNeish, was launched in Christchurch on Thursday. It is designed to provide a discussion resource based on research in a crosssection of New Zealand organisations in both the public and private sectors. It is named after an American business consultant, Dr W. Edwards Deming, the man credited with shaping Japan’s postwar business recovery through his pioneering work in quality control.

The "Deming factor” video and workbook package is available to companies and organisations for $750.

Business efficiency, according to Dr Deming, is directly related to the quality of working life. The new video deals with the New Zealand situation. It includes interviews with stress victims, executives, psychologists, management consultants and a psychiatrist. An accompanying workbook by a clinical psychologist, Dr Paul Merrick, is designed for use by small discussion groups, providing information on the recognition of stress and treatable illness.

"In New Zealand, an acknowledgement of vulnerability and emotion goes against the cultural pattern. It is not included, in the traditional macho image of the New Zealand male,” said Ashburn Hall’s medical director, Dr Roy Muir.

“The level of stress among men and women in the business world also reflects the lack of training among management. A central feature of stress management is about developing : communication skills and realizing individual goals and expectations. The incidence of stress and its resulting damage in New Zealand is at least as great as that in many overseas countries.” .

'The (indicators of the problems caused by stress lie in the rising suicide rate among young t Nevf Zealanders, including young executives and the loss of millions of hours of work time through absenteeism, alcoholism, coronlary disease and breakdowns the byproducts of anxiety and stress. | | “Much' of the stress damage to business and industry Is hidden, delibjerately ignored and never discussed,” Dr Muir said! I “While some individuals rpquire treatment and therapy to overcome their anxieties, they are »the exceptions. The majority of people suffering from stress | can be helped by an examination and discussion of their lifestyles and approach to work and life.” 1

In-house .training sessions, he suggested, could help expose personal problems which often lie hidden and undetected. He referred to the overachiever I whose I inner stresses could be unwittingly transferred to other people. New Zealand business people often become increasingly isolated through acute stress or displayed acute anxiety symptoms which could range from vomiting to a fear of attending conferences. |

“Our investigations have shown that it is often difficult for employees, executives and managers to discuss their fears and personal fears with colleagues. The public reaction to the recent news that the Cabinet had met a management consultant epitomised the cultural; barriers which still prevent an open discussion of these problems. I ; “The New Zealand Cabinet faces especially high levels of stress. We have already received inquiries about the video and workbook from several Government departments.” Dr Muir declined to identify the departments “but it is becoming increasingly clear that stress is widespread, costly and poorly understood in this country. Properly understood, it can be managed, controlled and minimised.” i