Fact Sheets
Psychological aspects
When developing a pandemic plan it is important to include strategies and actions to address psychological issues which could have negative effects on the workplace.
Experience has shown that in times of crisis people make judgments about the quality of support they and others receive from an organisation.
Where appropriate support is provided, an organisation has a better chance of recovering from a crisis. If not, the result could be a cycle of low morale, poor performance, loss of productivity and rising absenteeism.
Individuals respond differently to crises
In the event of a threatened or real pandemic (or any crisis) an organisation's main mental health challenge is to maintain staff moral and minimise stress and panic.
Key to this is understanding that individual staff will respond differently to crisis situations.
Staff may have a wide range of reactions to the perceived threat of a pandemic—from casual disinterest to panic. Should a pandemic occur, many staff will experience only mild distress while some other staff may develop mental health difficulties, such as depression, anxiety and post traumatic stress.
Blanket media coverage of avian influenza can cause great shifts in the general public's level of concern— particularly if human casualties are reported. This is compounded when topics include medical or scientific aspects, areas that often lead to public misconception and misunderstanding.
Management of the 'worried well' is a common situation when serious health events are reported widely in the media.
What should businesses be doing now?
Giving staff clear and easy access to accurate information is important, including a clear explanation of the company's pandemic response. This is the best way to avoid the panic and fear associated with an unknown future threat.
Many companies would already have plans in place to manage crises. These should be reviewed, and, if necessary, updated to make sure they are appropriate in the event of a pandemic. If your organisation has yet to develop such a response, now would be a good time to do so.
From a mental health perspective, some points to consider when developing or reviewing a pandemic response plan are:
- Some staff worry more than others—strategies need to cater for different levels of staff concern and response.
- Individual fears will range from fear of personal illness or death, to fear and concern for family and work mates.
- Uncertainty and lack of information can tap into and magnify fears—in the post September 11 environment in the USA many people stayed away from work and there was a rush on buying gas masks, food and water supplies and petrol.
- Maintaining a steady flow of factual, practical information can significantly reduce stress and panic.
- The role of leaders becomes more critical in a crisis situation—strong leadership can provide reassurance and guidance.
