In January, we will focus on models from transactional analysis and their helpful application in everyday working life! Here: The 5 pillar model according to Petzold and its use for reflection in times of crisis. Part 1
In an increasingly unstable world, the insecurity of many employees is also growing. Social, political and economic upheavals such as the pandemic, geopolitical tensions and economic crises are having a profound impact on our working environment and people's well-being. This dynamic is reflected in an increasing number of psychological stresses. But how exactly does this situation affect the workforce and how can the “5 pillars of identity” from transactional analysis help to promote stability and resilience?
The impact of uncertainty and instability in the workplace
The growing uncertainty on the world stage is increasingly penetrating the world of work and increasing the stress levels of many employees. Studies show that external uncertainty and the constant need to adapt to new situations such as remote working and changing work structures can trigger stress and anxiety. The industry association of statutory health insurance funds in Germany (BKK) reports that mental illnesses in the workplace have risen significantly in recent years. Burnout, depression and anxiety disorders in particular are the order of the day: for example, we advise a company that has an extreme long-term sickness rate of over 15% (!). This not only costs the company manpower, but also financial resources and places a massive burden on those who are still working. These challenges manifest themselves on various levels: In addition to the individual psychological strain, teamwork, the willingness to cooperate and interaction within the company as a whole are affected. The loss of security and trust therefore has a long-term impact on occupational health.
The 5 pillars of identity: a guide to stabilization
The “5 pillars of identity” model was developed by Hilarion G. Petzold, a German psychologist, psychotherapist and philosopher. He describes the pillars as fundamental areas on which our identity and stability are based. It is used in therapeutic contexts and coaching, for topics such as stress management and promoting resilience, but can be transferred very well to work contexts. With its help, you can gain clarity about your own condition and strengthen your personal resources. It is not normally the direct responsibility of managers or companies to consider all aspects of these pillars comprehensively. Nevertheless, it helps to use these “5 pillars of identity” as a framework for reflection when promoting the mental health of employees:
- Body - physical health and well-being
- Performance and work - the meaning and satisfaction of professional tasks
- Contact and social relationships - the network of friends, family and colleagues
- Material security - financial and professional stability
- Values and beliefs - inner orientation and meaning in life
If one or more of these pillars are weakened, this has a direct impact on well-being and performance.
The pillars of “performance and work”, “material security” and “contact and social relationships” can falter at the same time, particularly in the face of “multi-crises”. Employees are experiencing less stability in their tasks and teams, confidence in their economic security or future career is under attack and social isolation, e.g. through working from home or hybrid forms of work, is increasing the feeling of insecurity. The question is whether and what responsibility companies and administrations have to take an active caring stance here or whether it is not solely the responsibility of each and every one of us to ensure our own stability? We are not sure ourselves and in any case advocate a very high degree of self-responsibility: we are all responsible for ourselves. But not only and exclusively. Since companies have a major influence on what our daily working lives look like, we therefore also see a great responsibility on companies to make these environmental conditions as supportive as possible, especially during the crisis.
That's why part 2 next week will provide some perspectives and tips on what companies and managers can do. Including a download for self-reflection or for employees and colleagues.
