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ePaper created 2015-02-11, 12:30:33 | version 1.34.01
The solution: Maintaining the balance The core idea is: When the stress levels (e.g. noise) and requirements (e. g. workload) rise on one side, we have to increase the resources on the opposite side. Both sides refer in each case to the person (e.g. perfectionism on the left and capabilities on the right), the situation (e.g. high, com- pacted workload left and good IT equipment right) and the organisation (e.g. high level of regulations left and good corporate culture plus smooth processes right). These three factors, person, situation and organisation are in dynamic interaction processes. When successful, the “seesaw” re- mains in balance over time. If this is not successful, and the stresses and requirements are heavier than the resources, the seesaw tips to the left (excessive demands). If on the other handtheresourcesareheavierthanthe loads and requirements, the seesaw tips to the right (underchallenge, e.g. when out of work). If the buffers are inadequate (e.g. time, personnel) to offset these unbalancing processes, the result in downwards spirals over long periods will be burnout and depression on the left, respectively boreaut and loss of capabilities on the right side of the seesaw. If, however, the balancing processes of stresses and demands, resources and buffers, hold the balance, an adequate level of requirements develops, with the consequent mental health. Measures for handling increasing compacting The increasing dynaxic challenges, characterised by the rising level of compacting, must be met with the right steps concerning people, situations in the work and private environments (work-life balance), and in the orga- nisation (examples would be a culture of trust, of learning from errors, and of innovation and health). A With regard to people, we need to reach a better self-management, readiness to change and willingness to learn, experience, innovativeness, social competence etc. throughout the entire life. B Concerning the situations, we need to create working conditions that are integrative and sustainable, promote health and learning, and are also age-adapted under work-life balance aspects. C Regarding the organisation, we must achieve regulations, processes, cultures etc. which promote long-term healthandperformance.Goodhealthis among other things a result of esteem, adequate scope for activities, good leadership with clear responsibilities etc. When our environment changes due to the processes described with their (inherent) dynaxic momentum – with the resulting compacting speed which accelerates too fast for human evolution to adapt – the balance of demands, resources and buffers is lost, leading to stress overload and illnesses for both people and organisations. Humans are emotional, social, running, rhythmic “animals”, but also cultural beings, and as such they need safety and security, comfort, predictability and plannability, and the feeling to be “on top of things” in order to master these compacting tasks. And all of this the demographic development with all its consequences. Successful management of complexity and dynamics must implement an integrative and sustainable management which opti- mises the following components and their interaction: Health: We will have to take care much more intensively of the (mental) health of the employees. Achievement/Performance: We will have to adapt the performance de- mands to humans. Diversity: We will have to integrate 06 The Author Prof. Michael Kastner (MD, PhD) Michael Kastner studied medicine (MD), philosophy (PhD) and psychology (graduate psychologist), and qualified as professor in psychology (University). Since March 2011, after professorships in Munich and Dortmund, he is lecturing and researching as University Professor in the medical faculty at the Mannheim Institute of Public Health (MIPH), at the University of Heidelberg and at the Private University Witten/ Herdecke. Michael Kastner acts as advisor for many organisations in industry and administration, and serves on numerous scientific panels. His teaching and reasearch focuses are mainly in the three fields Organisational and Human Resources development, personnel and health management.