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Abschnitt 6 - 6 Risk assessment of work-related psychological stress
with the help of brainstorming meetings

Reason

Stress results from workloads, organization, working environment and equipment as well as social relations in the workplace. The risk assessment should also identify such psychological stress factors.

Aim

This concerns the working conditions - what needs to be improved and which individual steps should be taken? The aim of the risk assessment of psychological stress is not to evaluate persons or simply offer seminars for stress management, but rather to promote humane working conditions as specified in the Occupational Health and Safety Act. Necessary measures then refer to company operations such as working conditions, organization or leadership.

Components of the meeting

Brainstorm meetings are an "orientational" method - i.e. they provide an overview of the stress situation of a unit or of the whole company. Frequently asked questions in practice: "How can we recognize that all essential aspects of psychological stress have been taken into account in the brainstorm meeting?" Just to be safe, it is advisable to refer to the guideline "Advice and supervision of psychological stress in the workplace" of the Joint German Occupational Safety and Health Strategy (GDA) for orientation (cf. page 19).

What is your approach in practice?

You can use the checklist for brainstorming meetings as follows:

  1. 1.

    Start with "free" brainstorm meetings. The topics to be discussed come from the group. In one or several follow-up meetings, the implementation of results should be discussed.

  2. 2.

    Once the brainstorming meetings have been introduced, compare the results with the checklist on page 19 and define the previous emphasis (= preparing the next meeting). This enables you to recognize which characteristics have already been or still need to be taken into account (work content/workload/organization, social relations, working environment and new methods of work).

  3. 3.

    Characteristics not yet worked on will be gradually dealt with in the brainstorm meetings.

Potential pitfalls

ccc_3424_11.jpgModerator has insufficient moderating expertise.
ccc_3424_12.jpgSolution: Moderator training.
ccc_3424_11.jpgThe group focuses on the impact of stress (e.g. stagnant conflicts or existing diseases).
ccc_3424_12.jpgSolution: Preventive approach with checklist.
ccc_3424_11.jpgThe group focuses on person-related aspects.
ccc_3424_12.jpgSolution: Orientation towards the characteristics included in the checklist (cf. page 19).
ccc_3424_11.jpgContents or terms of the checklist are partly difficult to understand.
ccc_3424_12.jpgSolution: Provide information about possible psychological stress in the workplace in advance. 1
ccc_3424_14.jpg

Checklist for brainstorming meetings (according to the Joint German Occupational Safety and Health Strategy Guideline)

CharacteristicsCrucial facets/need for improvement
1.Work content/workload
1.1Completeness of the taskThe tasks comprises
  • merely preparatory or

  • merely performing

  • or merely controlling actions

1.2Scope of actionThe employees have no influence on:
  • work content

  • workload

  • working methods/procedures

  • sequence of tasks

1.3Variability (diversity)Monotonous tasks
  • few, similar objects of work and equipment

  • frequent repetition of similar actions at short intervals

1.4Information/information offer
  • too comprehensive (sensory overload)

  • insufficient (no new information over a longer period)

  • inadequate presentation

  • incomplete (important information is missing)

1.5Responsibility
  • unclear competences and responsibilities

1.6Qualification
  • tasks do not correspond to the qualification of employees (overload/underload)

  • insufficient instructions/training on the job

1.7Emotional exposure
  • due to highly emotional incidents (e.g. dealing with severe diseases, accidents, death)

  • due to constantly responding to needs of others (e.g. customers, patients, students)

  • due to permanently showing expected feelings irrespective of own sentiments

  • thread of violence by others (e.g. customer, patients)

2.Organization of work
2.1Working hours
  • changing or long working hours

  • unfavourable shift work, frequent night work

  • extensive overtime

  • insufficient regimes of rest

  • work on call

2.2Work flow
  • time pressure/high work intensity

  • frequent disturbances/interruptions

  • high level of cycle-based work

2.3Communication/cooperation
  • isolated single workplace

  • no or little support from superiors or colleagues

  • no clearly defined areas of responsibility

3.Social relations
3.1Colleagues
  • number of social contacts too low/too high

  • frequent disputes and conflicts

  • type of conflicts: social pressure situations

  • lack of social support

3.2Superiors
  • unqualified executives

  • lack of feedback, lack of appreciation of services rendered

  • lack of leadership, lack of support when necessary

4.Working environment
4.1Physical and chemical factors
  • noise

  • lightning

  • hazardous substances

4.2Physical factors
  • poor ergonomic design

  • heavy physical work

4.3Design of workplace and information
  • unfavourable working areas, lack of space

  • poor design of signs and information

4.4Work equipment
  • lack of or unsuitable tools and/or equipment

  • unfavourable operation or set-up of machines

  • inadequate software design

5.New ways of work
  • spatial mobility

  • atypical working conditions, discontinuous job histories

  • flexibility in terms of time, no clear distinction between working life balance

In this case, we recommend the guideline of the Federal Institute for Occupational Safety and Health "Psychische Belastung und Beanspruchung im Berufsleben: Erkennen und Gestalten". www.baua.de