When does low wellbeing become poor health?

Conversation around wellbeing and health – especially mental health – is often confused by people using the terms interchangeably. I’ve found that this can prevent conversations from progressing at business level, while leaders get caught up trying to figure out where their responsibilities start and finish.

Wellbeing is a core aspect of health. The World Health Organization (WHO) defined health as a state of complete physical, mental and social wellbeing and not merely the absence of disease or infirmity back in 1948.^{[Ref 1]} As knowledge about health, illness and wellbeing have increased over the years, arguments have continued about definitions. This doesn’t help us understand our responsibilities.

Sidewalks, balance beams and tightropes

The tipping point at which low workplace wellbeing turns into poor health will be different for everyone at different times.

We all get ill – an estimated 16 per cent of the global population experience a significant disability^{[Ref 2]}, and one in every eight people in the world live with a mental disorder.^{[Ref 3]} So, there are times when low workplace wellbeing could easily be “the last straw”, even if work is not the cause of all our problems. Similarly, there are times when we feel great physically and mentally, and we can cope with things like increased workload and workplace conflict more easily.

Living with disability and chronic health conditions, I’m pretty much on a tightrope most of the time. But, sometimes, it’s more like I’m walking along a balance beam in a school gym. Other people might be strolling along a sidewalk for most of their life, which occasionally narrows to that balance beam.

Contributing with a sense of purpose

Much like health, wellbeing shouldn’t be thought of as merely the absence of issues. The WHO explains that it “encompasses quality of life and the ability of people and societies to contribute to the world with a sense of meaning and purpose”.

Contribution at work includes being able to contribute to positive change – feeling able to speak up when you have concerns, feeling like they're taken seriously, and feeling supported in making changes. This should include feeling able to say to your manager –or an HR or occupational safety and health (OSH) professional – that your ‘sidewalk of wellbeing and health’ feels more like a balance beam before you get to the point where you might fall off the tightrope.

What can OSH professionals do?

Leaders who understand that all workers are walking different paths can make a big difference, and strong OSH professionals can influence leaders. Flexible processes and open dialogue are key, as are managers who speak proactively with workers about their health when they think it could be affected by their workplace wellbeing.

OSH professionals can provide training and support to managers and workers, and can work with other people professionals to design human-centred work processes. By helping workers at all levels recognise and speak up when work has an effect on health, OSH professionals can proactively monitor for potential issues and take steps to reduce risk.

References

1. WHO | Governance, constitution
2. WHO | Health topics, disability
3. WHO | Health topics, mental disorders