The Guidelines at a glance – Tristan Jepson Memorial Foundation

The guidelines provide a framework to create a workplace which is psychologically safe and healthy.

Ensuring safety is a prerequisite to the promotion of health.

A psychologically safe and healthy workplace is one where:

leaders:

Protect and promote the psychological well-being of all staff
actively work to prevent harm to psychological health due to negligent, reckless or intentional acts.

all staff:

feel confident that it is ‘safe’ to speak up
and that neither management nor members of their team/colleagues will embarrass, reject or punish someone for speaking up.

Focus on the prevention of harm
Focus on the CAUSES of workplace stress
Are evidence based
Shain M. (2010) Tracking the perfect legal storm: Converging systems create mounting pressure to create the psychologically safe workplace
https://www.workplacestrategiesformentalhealth.com/pdf/perfect_legal_en.pdf
Shain M. (2010) The Shain Reports on Psychological Safety in the Workplace – A Summary Prepared for the Mental Health Commission of Canada
http://www.mentalhealthcommission.ca/sites/default/files/Workforce_Psychological_Safety_in_the_Workplace_ENG_0_1.pdf
Shain M. (2011) the Road to Psychological Safety : Legal, scientific and social foundations for a national standard for psychological safety in the workplace
http://www.mentalhealthcommission.ca/SiteCollectionDocuments/Workforce_2011/T he_Road_to_Psychological_Safety.pdf
Are adapted for legal profession from the National Standard Canada: Psychological health and safety in the workplace
CAN/CSA-Z1003-13/BNQ 9700-803/2013 National Standard of Canada : Psychological health and safety in the workplace — Prevention, promotion, and guidance to staged implementation
http://www.csagroup.org/documents/codes-and-standards/publications/CAN_CSA-Z1003-13_BNQ_9700-803_2013_EN.pdf
Provide a framework for creating a psychologically safe and healthy workplace
are simply good management
Are NOT a mental health program

Healthy people think better and make better decisions

Statistics:

33% of lawyers and 20% of barristers suffer disability and distress due to depression; they do not seek help and self medicate with alcohol.
Alcohol abuse in legal profession is extremely concerning
High rate of suicide and suicidal ideation among lawyers
Law students and young lawyers most vulnerable
80% of disciplinary matters involving lawyers have an underlying mental health issue

Evidence:

Lawyers identified a set of avoidable workplace stressors
Kelk N. Luscombe G. Medlow S. Hickie I. (2009) Courting the Blues: Attitudes towards depression in Australian law students and lawyers
http://www.cald.asn.au/docs/Law%20Report%20Website%20version%204%20May%2009.pdf
Workplace stress can be reduced but requires primary, secondary and tertiary interventions to be implemented together: prevention, addressing symptoms and accessing treatment.
LaMontagne A. and Keegel T. (2012) Reducing Stress in the Workplace
http://www.iepcp.org.au/sites/default/files/6.%20Reducing%20stress%20in%20the%20workplace.pdf
Workplace culture and 13 workplace factors impact psychological safety
Shain M. (2011) the Road to Psychological Safety : Legal, scientific and social foundations for a national standard for psychological safety in the workplace
http://www.mentalhealthcommission.ca/SiteCollectionDocuments/Workforce_2011/T he_Road_to_Psychological_Safety.pdf
These factors are basic human needs that when unmet can become risk factors for psychological distress
Vezina M. (2013) Meeting fundamental human needs is vital to promote psychological health in the workplace
http://www.qualaxia.org/download/pub/Quintessence-V05N01-en.pdf

Healthy people think better and make better decisions:

Healthy People:

are more productive and efficient
make fewer errors
engage in discretionary and pro- social behaviour-less bullying, harassment
reduce costs- less turnover, recruitment, insurance premiums, stress leave, claims
retain -corporate knowledge, expertise and experience
reduce stress to managers

Healthy people:

have new ideas

The TJMF Guidelines:

Organisational culture: there is trust honesty and fairness
Psychological and social support: supported and able to get help when needed
Clear leadership and expectations: they know what to do in their work as well as how their efforts contribute to the overall goals of the organisation.
Civility and respect: they are treated with respect and courtesy
Psychological competencies and requirements: they have a good job fit
Growth and development: they are encouraged and supported to develop personally and professionally
Recognition and reward: they are acknowledged appropriately in a timely manner and appreciated appropriately for the work they do
Good involvement and influence by staff: they are included in discussions about their work and are able to participate in how decisions are made.
Workload management: they are given the time and resources necessary to complete their work successfully
Engagement : their work is meaningful
Balance: they have choices and opportunities for flexible working arrangements to accommodate their work, family and personal priorities.
Psychological protection: it is safe to speak up and that appropriate action will be taken and protection provided
Protection of physical safety: their physical safety is protected

NB: Compliance is not required

There are no pre-requisites

Implementation support:

What now?