Conference 7.286::digital

3259.0. "Survivor Syndrome" by LARVAE::EEGLE7::BOULTON_P () Thu Jul 21 1994 08:41

Below is a small article that appeared in one of our national newspapers, it 
makes interesting reading, in fact I think they must have had access to this
notesfile!

Kind regards

Peter  

	      The double-edged axe
              
              Companies which make workers redundant may be creating more 
              problems than they solve because of the crushing effects of 
              post-redundancy blues on the workers left behind.
              
              Occupational psychologists claim that 'survivor syndrome', as 
              the phenomenon is known, can undermine the whole process of 
              streamlining an organisation.
              
              Nearly half - 46 per cent - of organisations which have made 
              people redundant notice many of those who still have their 
              jobs lose interest in their work and simply stop trying, 
              according to a recent study by the Cranfield Human Resource 
              Research Centre.
              
              Two of the most common problems encountered are people 
              leaving the firm voluntarily, even if their jobs are not 
              directly under threat, and what is called 'studied 
              invisibility,' where employees melt into the background in 
              the hope that bosses will not notice they are there.
              
              The remaining workforce often feels insecure, confused and 
              angry.  Innovative ideas are lost as workers play safe and 
              avoid risks for fear of making mistakes.  They are also 
              liable to lose faith in their managers and organisation 
              treating their assurances with suspicion.
              
              Employees can also become thirsty for information about the 
              future of the company and feel guilty about their survival 
              while former colleagues were dismissed.
              
              Somewhat perversely, survivor syndrome can also affect 
              managers who initiated the redundancies.  Often they become 
              disillusioned and confused when the company fails to perform 
              in the way they expected.  This can lead to managerial 
              paralysis which invalidates the whole purpose of 
              restructuring.
              
              The problem of survivor syndrome is certainly widespread - 
              and likely to get worse, according some specialists.  Over 
              the past five years 90 per cent of Britain's largest 
              organisations have restructured in some way, with 86 per cent 
              making job losses at some level.
              
              Mark Allsup, chief executive of human resources consultancy 
              Alternative International, suggests that a further two-thirds 
              of major organisations are expected to restructure in the 
              next four years and agrees the phenomenon is likely to become 
              far more common.
              
              Mr Allsup said: 'People are directly affected by seeing their 
              colleagues made redundant.  The most common response is low 
              staff morale, even if their former colleagues have been 
              treated very well.
              
              'Other notable characteristics of survivor syndrome include 
              feelings of insecurity among staff and rumour-mongering about 
              the future.  People who are able to move will do so unless 
              they get a clear direction where the company is going.
              
              'The ones who stay behind will keep their heads down and 
              won't be totally focused on their jobs.  They may be on the 
              phone or gossiping in the coffee room.'
              
              Mr Allsup says the most important thing is for the company to 
              admit that the problem of survivor syndrome exists.
              
              'Only when companies have acknowledged it can they initiate 
              discussion,' he says.  'Providing an open dialogue is the 
              main thing, which may be as simple as acknowledging that 
              communication has been poor and can be improved.'
              
              Mr Allsup adds that companies should show that they care 
              about the remaining workers and are actively interested in 
              their futures.

    Well!  Apart from agreeing with everything in the article, I would like
    to mention that Mark Allsup is my next door neighbour, but I promise I
    have not talked to him about Digital!  Maybe I should...
    
    Martin

    double Amen!!!
    double Amen!!!
    

    
    Is this covered by our health plans?
    

    they have had EAPout here give seminars on copuing with survival. 
    Unfortunately with the utilization metrics we have and the number of
    calls coming in with six fewer people, none of us on this floor felt we
    could go.

    Regarding last one...-< .0== trivial paltitudes >- Platitudes?
     
    Anyway, not trivial at all to me because I see all the things in 
    .0 happening. Communications between management and employees have
    broken down almost completely. There is no trust. There isn't even 
    any respect. 
    
    
       

re:.5

Here's another strategy for coping:

Subj:	EAP Lunchtime Seminar - Hypnosis and Change

*******************************************************************************
	THIS MESSAGE IS FROM THE MRO EMPLOYEE ASSISTANCE PROGRAM (EAP)
*******************************************************************************

                            LUNCH-TIME SEMINAR
                               JULY 13, 1994

                           "HYPNOSIS AND CHANGE"

This is the last seminar in a three part series on the subject of hypnosis.
This seminar will focus on ways to use hypnosis as a tool for coping during
times of transition and change.  General uses of hypnosis and individual
patterns of change will also be discussed.

TIME:        Noon to 1pm.

LOCATION:    Geneva/Toronto Conference Rooms
             MRO1-3/M34

PRESENTER:   Hadley Fisk, LICSW is a licensed psychotherapist.  She currently
             maintains a private practice in psychotherapy and hypnotherapy
             in Belmont and Concord, Ma.  She also leads therapy groups for
             for women who are victims of abuse and for women in mid-life.

AUDIENCE:    All employees are invited to attend. Feel free to bring your
             lunch.  Please contact EAP at DTN 297-5438 with any questions. 
**************************************************************************

I figure if the company ever gets around to dispensing prozac that'll
be my cue.

If she promises to make the SLT cluck like chickens, she'll get a big turnout.

    
    >If she promises to make the SLT cluck like chickens, 
    
    
    
    	The already do!!! Did'nt you hear yesterdays DVN? ;-)

    
    	Hopefully Digital is not paying $$$ for this. Witchcraft, even the
    20th Century kind, is somewhat out of place today. We need focus on
    sales efforts and customer support issues, not hypnoysis. We got enough
    zonked out people as it is; however if the managers were the only ones
    allowed to participate, then.....
    
    		the Greyhawk