A relational perspective of schizophrenia at work

Purpose

Despite a plethora of research on diversity and inclusion, workplace-related issues pertaining to individuals with schizophrenia (SCZ) remain grossly underexplored. This paper seeks to develop a relational, multilevel perspective of issues and challenges faced by individuals with SCZ in the work and career.

Design/methodology/approach

The research draws on the findings from in-depth, qualitative interviews with schizophrenic individuals, individuals’ family members, healthcare professionals and nongovernmental organization (NGO) representatives.

Findings

The findings highlight the interconnected nature of multilevel issues faced by schizophrenic individuals and indicate that at the societal level, social stigma, economic conditions and inadequate government policies are the key challenges faced by them. At the organizational level workplace support and job suitability and design affect individuals’ employment. At the individual level, self-stigma affects the employability in a negative way whereas personal motivation and resilience, family and social support and realization of illness are the facilitating factors.

Originality/value

The study adds to disability and diversity literature by developing a relational perspective that holistically captures the issues faced by schizophrenic individuals and suggests that the work and employment-related issues may be simultaneously addressed at multiple levels.

I, strategist

An autoethnography is offered of a head of an academic department and middle manager writing a strategic plan he did not believe was necessary or would have any beneficial effects on colleagues within the department. The notion of the reluctant strategist is offered. What strategy work do such actors undertake? Reluctant strategists write strategic plans as defensive texts. Defensive texts, I explain, are authored and structured to repel deeper engagement and questioning; to ensure that they are successful, they act through presenting their content as authoritatively assured. Strategy work in organizations is advanced as an affective accomplishment. In writing strategic plans, strategists are sensorially affected by their relational encounters, moving them to act. This personal account of strategy work shows that strategists are not just senior managers, middle managers or strategy consultants; they are affected actors who can be confused, sceptical, full of doubt and who can resist.

Learning from difference and similarity: Identities and relational reflexive learning

Within organizations there is reciprocal interplay between identity construction and learning. Processes of learning are enabled and constrained by identity practices; concomitantly, the possibilities for learning are shaped by the identity positions available to individuals. There is a dynamic between the impositions of organizations and people’s freedom to shape their identities and learning plays a crucial role in this. Our purpose in this special issue is to contribute to the understanding of the intersection of identity work and learning as a response to experiences of being different. Experiences of difference include moving into a new role, encountering a disjuncture with others while in a role or a difference in broader life which is reacted to as if it were a problem in an organizational setting. Being different produces a variety of challenges and the papers in this special issue trace how people cope with vulnerabilities, develop resilience and often collaborate in their learning. We focus on how people reflect on their own identity and learn and how, by learning together with people who have similar experiences, micro-communities can support, develop and enhance their insight and identity-positions.