Transforming shame, guilt and anxiety through a salutogenic PP1.0 and PP2.0 counselling framework

Hide and seek – the role of personality, sense of coherence and experiential information in hidden information needs

Purpose

The aim of this study is to assess the impact of personality traits and sense of coherence (SOC) on concealing information needs out of shame. The study also investigates the link between concealed information needs and the use of experiential information for psychological wellbeing.

Design/methodology/approach

A Partial Least Square ‐ Structural Equation Modelling (PLS-SEM) approach is used to assess and analyse the proposed conceptual model, which is based on the responses of 412 upper secondary school students.

Findings

The findings reveal that personality traits not only have direct significant effects on concealing information needs but that their effects are also mediated by SOC. The positive relationship between concealed information needs and the use of experiential information is confirmed in the study.

Originality/value

This study is the first to show that personality and SOC influence concealing information needs. Two pathways are found. Firstly, negative emotionality and a low SOC lead to a heightened sense of shame. Secondly, introversion induces a more guarded behaviour. The study, moreover, quantitatively demonstrates a link between concealed information needs and the use of experiential information for psychological wellbeing.

Cross-Cultural Comparison of Mental Health Between German and South African Employees: Shame, Self-Compassion, Work Engagement, and Work Motivation

The negative impact of the coronavirus disease outbreak 2019 (COVID-19) on work mental health is reported in many countries including Germany and South Africa: two culturally distinct countries. This study aims to compare mental health between the two workforces to appraise how cultural characteristics may impact their mental health status. A cross-sectional study was used with self-report measures regarding (i) mental health problems, (ii) mental health shame, (iii) self-compassion, (iv) work engagement and (v) work motivation. 257 German employees and 225 South African employees have completed those scales. This study reports results following the Strengthening the Reporting of Observational Studies in Epidemiology (STROBE) guidelines. T-tests, correlation and regression analyses were performed. German employees had lower mental health problems and mental health shame, and higher self-compassion than South Africans. Mental health problems were positively associated with mental health shame and amotivation, and negatively associated with work engagement and intrinsic motivation in both groups. Lastly, self-compassion, a PP 2.0 construct, was the strongest predictor for mental health problems in both countries. Our results suggest (i) that German culture's long-term orientation, uncertainty avoidance and restraint may help explain these differences, and (ii) that self-compassion was important to mental health in both countries. While the levels of mental health differed between the two countries, cultivating self-compassion may be an effective way to protect mental health of employees in those countries. Findings can help inform managers and HR staff to refine their wellbeing strategies to reduce the negative impact of the pandemic, especially in German-South African organizations.

Hope and Resilience During a Pandemic Among Three Cultural Groups in Israel: The Second Wave of Covid-19

The aim of this study was to explore the coping resources of hope and sense of coherence, which are rooted in positive-psychology theory, as potential resilience factors that might reduce the emotional distress experienced by adults from three cultural groups in Israel during the chronic-stress situation of a pandemic. The three cultural groups examined were secular Jews, Ultra-Orthodox Jews, and Arabs. We compared these cultural groups during the second wave of the Covid-19 pandemic, just before the Jewish New Year (mid-September 2020) as a second lockdown was announced. Data were gathered from 248 secular Jews, 243 Ultra-Orthodox Jews, and 203 Arabs, who were 18-70 years old (M = 37.14, SD = 12.62). The participants filled out self-reported questionnaires including the Brief Symptom Inventory as a measure of emotional/psychological distress (i.e., somatization, depression, and anxiety) and questionnaires about sense of coherence and different types of hope (i.e., intrapersonal, interpersonal, and transpersonal) as measures of coping resources and resiliency. Differences were found between the three groups in terms of several variables. The Arab participants reported the highest levels of emotional distress and the lowest levels of interpersonal and transpersonal hope; whereas the Ultra-Orthodox participants revealed the highest levels of sense of coherence and other resilience factors. A structural equation model revealed that, in addition to the sociodemographic factors, only sense of coherence and intrapersonal hope played significant roles in explaining emotional distress, explaining 60% of the reported distress among secular Jews, 41% among Ultra-Orthodox Jews, and 48% among Arabs. We discuss our findings in light of the salutogenic and hope theories. We will also discuss their relevancy to meaning-seeking and self-transcendence theory in the three cultural groups.

Key concepts for managing organizations and employees turning towards the Fourth Industrial Revolution

The Fourth Industrial Revolution (4IR) brings radical changes for employees, organizations and societies. These changes are accompanied by unforeseeable challenges on cognitive, affective and behavioural levels, as well as fundamental questions that require a response. Work and meaning of work are changing. Organizations have to address employees' perceptions, and deal with rapid technological innovation, new work and employment concepts, as well as global and local power shifts. This conceptual article proposes selected key concepts for managing organizations and employees, namely creativity, positive emotions and solution-focus as keys to meaning-making in the 4IR. The aim of this article is to explore selected key concepts in managing 4IR organizations on a conceptual level and to stimulate future theoretical reflections and discourses of positive psychology (PP) and positive organizational psychology (POP) impacts within the 4IR transformations. Conclusions are drawn and provides recommendations for theory and practice.

Positive transformation towards the Fourth Industrial Revolution: empirical evidence from a technology company

This article explores the question of how organizations can transform constructively and positively towards the Fourth Industrial Revolution (4IR). It presents insights into the state of the art on 4IR, positive psychology movements PP1.0 and PP2.0 and particularly on German organizations in the 4IR within the South African context. The study uses a qualitative research approach and presents findings from a study conducted with 16 managers across top, middle and lower management levels in a German engineering organization, based in South Africa, operating in Southern Africa. Findings, discussion, conclusions and recommendations provide insights into emerging themes on the 4IR from perspectives that take the context of discourses on the 4IR in developed and developing countries into account. Findings show the importance of five main themes when transforming into the 4IR: (1) Employee management; (2) Innovative technological and systemic change; (3) Work organization; (4) Environment and (5) Network and cooperation. Human communication and connectivity and a balanced human-machine interaction seem to build the core framework for constructive socio-technological change and a meaningful work environment. Thereby, a focus on the positive transformation requires working through the challenges and dark sides of the 4IR as well as a contextual and culture-specific approach to finally create a meaningful, healthy and optimal functioning work environment for the employees.

Positive intercultural management in the fourth industrial revolution: managing cultural otherness through a paradigm shift

The authors argue that a paradigm shift in intercultural management is needed to withdraw from a problem-oriented perspective - stressing the differences and difficulties of intercultural interactions - and foster a solution-oriented, positive psychology perspective, taking PP1.0 and PP2.0, the first and second wave of positive psychology, into account. This Positive Intercultural Management (PIM) perspective, thereby provides new directions to intercultural management during the Fourth Industrial Revolution. The article contributes to filling the void of PIM by demonstrating and promoting the positive, complementary and synergistic experiences in intercultural management interactions. On the basis of negotiated culture and intercultural synergy, the article describes and discusses positive factors contributing to PIM, such as interculturally competent actors; organizational structures such as intercultural tandems; and negotiated processes mediated by boundary spanners. It further addresses previously discussed challenging issues, such as cultural othering and awareness in intercultural management. Practical implications relate to key actors in PIM, such as managers or consultants, who need to change the perspective from problem-focused to solution-orientated PIM in international and global management contexts, in order to steer intercultural negotiation processes so that they promote complementarity and synergy.

Positive resources for psychiatry in the fourth industrial revolution: building patient and family focused psychological capital (PsyCap)

COVID-19 is altering the world, impacting every facet of life, and driving an associated global paradigm shift. Threats to our individual, family, team, community, and global well-being consume our attention at the potential price of our well-being and performance. The time to respond with scientific approaches to protect our most precious assets - people - is now. COVID-19, unstable geopolitical systems, and accelerated scientific and technological breakthroughs are characteristic of what has been identified as a Fourth Industrial Revolution (4IR). This 4IR is placing a premium on solutions that are validated to increase well-being, especially those that simultaneously significantly increase performance. Psychological Capital or simply PsyCap has emerged as a leading evidence-based positive approach to human development, drawing from previously largely untapped psychological resources (Hope, Efficacy, Resilience and Optimism or the HERO within). Although there is an extensive, growing body of PsyCap academic research in all levels of analysis and domains, there is still a void in PsyCap's applications within psychiatry. The purpose of this article is to review PsyCap applications and its implications for the practice of psychiatry, especially within the context of 4IR and the second wave of Positive Psychology (PP 2.0). Specific attention is given to evidence-based, non-stigma applications for the effective practice of psychiatry.