Controlling the strings

Research has previously shown that uncertain events can elicit mental distress, and even worsen mental health disorders.

One 2022 study published in Current Psychology on the impact of COVID-19 on mental wellbeing suggested that the more someone was exposed to uncertainty, the more there were feelings of anxiety or depression.

“Anxiety really is just our body’s way of responding to a threat,” says Dr Mark Deady, the research lead of the Black Dog Institute’s Workplace Mental Health Research Program.

“And in the case of uncertainty, broadly, there’s a threat to our sense of safety and our sense of security. And, that is where that anxious style of responding occurs.”

Tackling anxiety

According to Dr Deady, anxiety – regardless of its origin – can be addressed on an individual basis through the traditional treatments of mindfulness and cognitive behaviour.

“Anxiety really is our mind, sort of pulling us into a future state. And so one of the critical things is to remain grounded in the place that we’re in,” Dr Deady explains.

However, Dr Deady also notes that other environments are influential to the longevity and experience of this distress.

For example, in 2020, a study by Deakin University explored the impact that job insecurity had on mental health. Conducted from 2002 to 2015, the researchers concluded that, among the almost 20,000 participants, there was a correlation between this certainty and the experience of poor mental health.

“In conclusion, the findings of this study show that improvements in job security across the Australian working population were associated with corresponding improvements in mental health, as well as vice versa,” the paper reads.

In the discussion of uncertainty, the immediate reaction is to focus on the impact of the exterior, but just as significant is how it compounds pre-existing anxieties and responsibilities.

According to Dr Deady, the management of this workplace anxiety is partly the responsibility of employers.

“[It’s] important to consider the role of managers, the role of organisations and the role of the job itself, and making sure there are measures that are important to be put in place,” says Dr Deady on the influence of workplaces on mental wellbeing.

“Rather than putting the onus back on the individual to take care of their own mental health when there’s a lot of other factors at play.

“Having a workplace that’s mentally friendly is beneficial to both employees and the organisation itself.”

According to Dr Deady, research has indicated that one measure a workplace can take to rid of distress is establishing itself as a supportive environment.

“We know that those that view their managers as supportive, and the environment, and the culture as supportive. We know that that’s very clearly associated with [reduced] levels of distress within and psychological distress in the employee,” he explains.“Where that level of support is very low, rates of mental health [disorders] are much higher.”

These steps can be as simple as managers looking for signs of struggle, keeping channels of communication open and taking on mental health and wellbeing training.

“It’s a big issue when it comes to workplace anxiety and distress is this idea of not feeling valued within that system,” Dr Deady adds.

“Creating systems of feedback and reward and recognition, promoting a culture of care within the organisation and a ‘participatory approach’ to mental health and wellbeing with employees – it’s really just supporting.”

But another move that Dr Deady believes can quell the influence of uncertainty is the awareness of that uncertainty’s existence.

“It’s important for organisations and managers to be aware of how broader life events and broader world events are going to impact the wellbeing of office staff,” he explains.

“And being open to exploring ways in which they can assist in that way.”