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Evidence Based Practice Symposium - McMaster University

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workers with mental health concerns.<br />

RESULTS<br />

Interview and questionnaire data were combined and<br />

revealed a range of responses to workers with mental<br />

health issues, including silence, inaction, and a lack of<br />

support. Qualitative analysis revealed that these actions<br />

were shaped by four key themes:<br />

Theme 1. Negative attitudes and stigma towards<br />

workers with mental illness<br />

Participants discussed the effect negative attitudes have<br />

on action or inaction in the workplace.<br />

“Thinking back, the shame I felt at having a problem<br />

was a barrier to me seeking out help for it.” [OR]<br />

Theme 2. Lack of knowledge of mental illness<br />

Participants spoke to a lack of understanding of mental<br />

illness and supports within the organization and shared<br />

perspectives on what education was needed to help<br />

support individuals.<br />

“The affected people need more information about<br />

where help is available.” [OR]<br />

Theme 3. Limited communication skills<br />

Participant responses reflected barriers of not knowing<br />

what to say, or how to address issues.<br />

“... You do know but you don’t know what to say.” [S8]<br />

Theme 4. An organizational context lacking in<br />

support<br />

Participants described a stressful workplace that did<br />

not promote the mental health of its employees.<br />

“…Organizational culture is a huge influencer and<br />

that that probably plays the largest role in determining<br />

workplace health.” [S1]<br />

DISCUSSION<br />

Study results suggest that the absence of<br />

knowledge and skills, combined with stigmatizing<br />

attitudes in an unsupportive workplace, results in<br />

silence and inaction. The future direction of this project<br />

is to implement and evaluate an education strategy that<br />

will promote early intervention for workers with<br />

mental illness. The themes identified emphasize the<br />

need to target all of these areas to effectively facilitate<br />

provision of support. The following strategies are<br />

recommended for implementing an education-based<br />

early intervention initiative:<br />

1. Build a workplace culture of support. Attitudes,<br />

skills and knowledge do not function in isolation,<br />

therefore a supportive workplace context is necessary.<br />

It is recommended that stakeholders and champions be<br />

engaged at all levels of the organization, from frontline<br />

workers to union reps and high level managers, to<br />

facilitate change.<br />

2. Change negative attitudes in the workplace. One<br />

educational approach in addressing stigmatizing<br />

attitudes is through contact-based education whereby a<br />

peer, someone with lived experience of mental illness,<br />

would provide the education. This evidence-based<br />

format of delivery has been reported to increase<br />

positive perceptions and decrease stigmatizing attitudes<br />

towards individuals with mental illness 6 .<br />

3. Increase mental health literacy. Education should<br />

focus on providing an understanding of the signs and<br />

symptoms of mental illness and what resources and<br />

supports are available, both within and outside of the<br />

workplace.<br />

4. Foster communication skills to overcome silence.<br />

Education is needed on concrete communication<br />

strategies for speaking with an employee who is ill, or<br />

communicating challenges. The workplace would<br />

benefit from protocols and procedures outlining who,<br />

when, and how to voice any concerns.<br />

Strengths and Limitations<br />

Participants were predominantly female, welleducated,<br />

clinical employees who volunteered for the<br />

study, which may indicate a bias in perspectives.<br />

Additionally, member checking is planned but not yet<br />

completed.<br />

A strength of this study was the triangulation of<br />

methods through in-depth interviews, an online<br />

questionnaire, and involvement of the advisory group.<br />

This allowed for increased participant involvement and<br />

higher credibility and validity of results. Another<br />

strength was in conducting purposeful sampling to<br />

obtain multiple perspectives.<br />

CONCLUSION<br />

Many individual, social and institutional forces<br />

shape how people respond to employees with mental<br />

health issues, therefore a multi-pronged, multi-layered<br />

education strategy is needed to create positive change.<br />

ACKNOWLEDGEMENTS<br />

Thank you to Sandra Moll, Erika Pond Clements, and<br />

our HHS partners Andrew Doppler and Lisa Gilmour.<br />

REFERENCES<br />

1. Mental Health Commission of Canada. (2012).<br />

Changing directions, changing lives: The mental health<br />

strategy for Canada. Retrieved from<br />

http://strategy.mentalhealthcommission.ca/pdf/strategy<br />

-text-en.pdf<br />

2. Sroujian, C. (2003). Mental health is the number one<br />

cause of disability in Canada. Insurance Journal, 8.<br />

3. Health Canada (2009). Environmental Scan on<br />

Workplace Health in Canada. Ottawa: Author.<br />

4. Stuart, H. (2006). Mental illness and employment<br />

discrimination. Current Opinion in Psychiatry, 19,<br />

522-526.<br />

5. Graham et al. (2006). Lost in knowledge translation:<br />

Time for a map? The Journal of Continuing Education<br />

in the Health Professions, 26, 13-36<br />

6. Corrigan, P.W., River, L., Lundin, R.K., Penn, D.L.,<br />

Uphoff-Wasowski, K. & Campion, J. (2001). Three<br />

strategies for changing attributions about severe mental<br />

illness. Schizophrenia Bulletin, 27(2), 187-195

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