Workplace Interventions
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Change agents deal with a variety of factors while attempting implement community intervention programs. Each intervention requires approaches tailored to the specific community in question. The specific problems being addressed also pose unique challenges that must be considered within the context of a specific setting. For example, “burnout” takes on a distinct meaning when applied to the workplace, as opposed to an academic setting. Similarly, “bullying” on school grounds contrasts sharply with that of the workplace. Besides the factors addressed when dealing with “burnout,” and “bullying specifically, there are also inherent qualities about the workplace that are important to consider.
Various groups from within the workplace in question may create institutional resistance to interventions. Those that are pro “status quo” would likely work against any interventions that may change the landscape or culture to which they are accustomed. Some may automatically reject any policies they view as coming from “outside,” hindering efforts towards change. Those who feel marginalized by the decision making process (voting, dictated etc.) leading to intervention, could also wish to sabotage proceedings. Any workplace with a low sense of community is a breeding ground for such groups of disgruntled workers.
Along with lack of cooperation among certain workers, there may be structural barriers to an intervention. Lack of clear communication or respect could further aggravate workers leading to lack of cooperation. Time and resource constraints could also undermine effective implementation or even stop an intervention before it starts. This is especially true with for profit businesses. Without tangible returns on investment for an intervention, the business will resist it. An intervention applied without serious consideration for the profit motive of a workplace could add to existing strains on the workplace.
These issues aside, various ways change agents can intervene to minimize “burnout” and eliminate bullying. Placing a reasonable cap on the maximum hours individuals may work per week is a start. Often, burnout results from working beyond 40 hours to the detriment of your psychological, physical and relational health. Increases to vacation time allotted or mandating vacation time usage may also help. Increasing the quantity of staff to reduce workloads may be the most expensive