Career Counseling and Management

Fathul Himam
Carroll, M. 1996. Workplace Counselling: A Systematic Approach to Employee
Care. London: Sage Publications, Chapter 1 6.

Understanding Workplace
Counseling
(1)

Career Counseling and Management

Fathul Himam

Some Facts Of Quality Of Work Life:

Modern workplace demands more employee time
that makes employee suffers from presenteeism
Feeling insecure in the job and are afraid to take a
time off
Afraid to criticize the boss
Work stress is developed

Career Counseling and Management

Fathul Himam

Another Facts Of Quality Of Work Life

(OLeary, 1993; Cartwright & Cooper,
1994):
More and more modern workers suffer from
mental illness each year
More and more working days are lost each year as
a result of mental illness
Emotional or personal problems and stress are
common reasons of absence from work
Alcohol and drug-related abuse are popular factors
that contribute to further work and personal
problems
These problems significantly affect employees
work performance

Career Counseling and Management

Fathul Himam

Why workplace counseling?

Employers feel responsible for the welfare of their
employees, since they realize that illness and
productivity do not go well together
Employees start to take legal action when they
suffer from work-related stress and illness
Changing happens over time, and organizations
need to cope with these new situation on a
continual basis
Unsolved work crisis will lead to higher cost, so
counseling should be developed as a crisis
prevention strategy

Career Counseling and Management

Fathul Himam

Why workplace counseling?

Magnus, 1995
76 % of employers see counseling as a
caring facility
70% of employers expect counseling to
help employees deal with workplace
change
57% of employers perceive counseling as
a mean to manage stress

Career Counseling and Management

Fathul Himam

The history of workplace counseling

The Human Relationship Era:
- began in the US, intertwined with the arrival in industry
of medical, psychiatric, and social work provision
- traced the relationship between industry and the
management of resources as the basis for establishing
the relationship between management and workers
- Ford Motor Company in 1914 initiated the first
counseling program in industry
- Engineering Foundation of New York in 1920 found
out that 62% of employees were discharged because
of social rather than occupational incompetence
- Anderson, a psychiatrist, published Psychiatry and
Industry in 1924
This first era in employee counseling emphasized human resources
and human relations as key factors in effective management

Career Counseling and Management

Fathul Himam

The History Of Workplace Counseling

The Alcohol Awareness Stage:
- In 1936, Elton Mayo established a counseling service. He
criticized industry for not paying enough attention to
psychological needs of employees
- employee health emerged as a new interest, replacing
attendance, production, and disciplinary problems, and it gave ways
to the new issues: alcoholism, ageing workers, executive emotional
problems, and structuring the work environments
- National Institute of Alcohol Abuse and Alcoholism use the term Employee
Assistance Program (EAP) as a way to include employee problems other than
alcohol
This second era in employee counseling emphasized some key ideas managing the
workplace:
- to do more about problems in the workplace
- to understand that the workplace is both a human-problem breeder,
and a problem-resolver
- to humanize the workplace
- to develop new work practices based on the awareness that areas
are interrelated in the workplace, i.e. health, work, relationship, etc.

Career Counseling and Management

Fathul Himam

The history of workplace counseling

The Internal and External Counseling Provision:
- In 1960s-1980s EAP was developed and moved
beyond alcohol issues, and provided a wide range of
services (e.g. legal and financial help, stress
management, telephone counseling, face-to-face
counseling)
- EAP developed its coverage in counseling beyond
individual problems, e.g. organizational culture,
management, performance appraisals
- EAP was set as an internal services (i.e. part of the
organization) or external (i.e. a service specializing in
providing EAPs to a number of organizations)
Employers had a legal responsibility to make sure that health was
not at risk through unreasonable stress from work

Career Counseling and Management

Fathul Himam

Traditional Vs. Contemporary EAPs

TRADITIONAL PROGRAM

CONTEMPORARY

Emphasis on alcoholism as the basis of

the problem

Broad-brush approach: any issue

appropriate for service

Emphasis on supervisory referrals

Combination of supervisory referral, self

referral, and referral by others

Problems identified at late stage in

development

Services offered at earlier stage in

problem development

Services offered by medical or alcoholism

specialists

Services offered by generalist counselors

with expertise in chemical dependency and
other areas

Focus on troubled employees with job

performance problems

Focus on both employees with work

problems and on employees/family
members with no performance problems

Confidentiality for referred employees

Confidentiality for referred

employees; anonymity for selfreferred employees or family
members

Career Counseling and Management

Fathul Himam

Types of Workplace Counseling

1. Counseling for an organization that employs both
counselor and worker
2. Counseling for an organization where the counselor is
employed by and EAP provider
3. Counseling for an organization where the counselor is
employed to work with customers of the organization
4. Counseling for an organization where the counselor is
employed to work with members of the public
5. Counseling for an organization which provides a range
of specialist services to other organizations and
individuals within organizations

Career Counseling and Management

Fathul Himam

Types of Workplace Counseling

ORGANIZATION

CLIENT

COUNSELOR

COUNSELOR AND CLIENT ARE FULL-TIME EMPLOYEES

OF THE ORGANIZATION

Career Counseling and Management

Fathul Himam

Types of Workplace Counseling

ORGANIZATION

CLIENT

COUNSELOR

INDEPENDENT COUNSELOR WORKS WITH EMPLOYEES

OF AN ORGANIZATION

Career Counseling and Management

Fathul Himam

Types of Workplace Counseling

ORGANIZATION

CLIENT

EAP
PROVIDER

COUNSELOR

THE COUNSELOR EMPLOYED BY AN EAP PROVIDER

Career Counseling and Management

Fathul Himam

CRITICISM OF WORKPLACE
COUNCELING
Becoming part of the politics of the organization
Shifts the burden of having to cope with a stressful
environment from the employer, who is creating
the environment, to the individual who
experiencing stress
Becomes tool of the management to treat the
employees with problems
It is not integrated into organizations overall
management but remains on the outside

Career Counseling and Management

Fathul Himam

Models of Workplace Counseling

(2)
Organizations have not quite known where to put this
stranger in their midst.
A growing number recognizes its value.
Yet how to position the counseling function, where and
how to link it into other organization process is still
unclear to many

Career Counseling and Management

Fathul Himam

NINE MODELS OF WORKPLACE

COUNCELING
Counseling-orientation models
Brief-therapy models
Problem-focus models
Work-oriented models
Manager-based models
Externally-based models
Internally-based models
Welfare-based models
Organizational-change models

Career Counseling and Management

Fathul Himam

Brief-Therapy Models
Limited numbers of therapy sessions: 6 8
therapy sessions
It is more as a focused counseling

Career Counseling and Management

Fathul Himam

Problem-Focus Models
Sees the counselors role as helping individuals to
work with her immediate problems or issues she
brings
Consist of five-DASIE stages:
1. Develop the relationship, identify and clarify
problems
2. Assess problems and redefine in skills term
3. State working goals and plan interventions
4. Intervene to develop self-helping skills
5. End and consolidate self-helping skills

Career Counseling and Management

Fathul Himam

Work-Oriented Models
It is centered solely on issues blocking an
individual in her work
It is directed to get the employee fit and
ready for work
It fixes the performance problems or for
welfare of the organization through the
individuals

Career Counseling and Management

Fathul Himam

Manager-Based Models
Views managers as quasi-counselors for
their staffs
This additional role blurs the managerialformal role with counseling-intimaterelationship-development role

Career Counseling and Management

Fathul Himam

Externally-Based Models
Brings the counselor from outside of the
organization, usually in the form of
Employees Assistance Programs (EAP)
Several formats: some employ established
EAP or set up an individual expert to work
on seasonal basis with the employee

Career Counseling and Management

Fathul Himam

Externally-Based Models
STRENGTHS

WEAKNESSES

NOT PART OF THE POLITICS OF THE

ORGANIZATION

HAVE TO MAKE A PROFIT

CAN CHALLENGE WHAT IS TAKEN FOR

GRANTED WITHIN THE COMPANY

MAY NOT ADAPT EASILY TO INDIVIDUAL

COMPANIES

CAN OFFER TRAINING AS WELL AS

COUNSELING

CAN UNWITTINGLY GET INVOLVED IN

THE POLITICS OF THE ORGANIZATION

CAN OFFER CLEAR CONFIDENTIALITY

MAY NOT UNDERSTAN THE CULTURE

OF THE ORGANIZATION

CAN PROVIDE A RANGE OF SERVICES

MAY BE SEEN AS OUTSIDERS BY

POTENTIAL CLIENT

CAN OFER A NUMBER OF

COUNSELORS WITH DIFFERENT SKILLS

COUNSELOR KNOW NOTHING ABOUT

THE ORGANIZATION

THE ORGANIZATION IS NOT

RESPONSIBLE FOR MALPRACTICE OF
COUNSELORS

MAY NOT BE ABLE TO EDUCATE THE

SYSTEM

Career Counseling and Management

Fathul Himam

Internally-Based Models
STRENGTHS

WEAKNESSES

COUNSELOR IS INTOUCH WITH THE

CULTURE OF THE COMPANY

CAN BE SUBJECTIVE

CAN MAKE ASSESSMENTS IN THE

VARIOUS ORGANIZTIONAL SYSTEMS

CAN BE VULNERABLE IF
REORGANIZATION TAKES PLACE

COUNSELOR HAS ACCESS TO FORMAL

AND INFORMAL STRUCTURE OF THE
COMPANY

CAN BE ISOLATED

CAN BUIL UP GREAT CREDIBILITY FOR

THE COUNSELING SERVICE

CAN BE USED BY MANAGEMENT TO DO

ITS DIRTY WORKS

CAN ADAPT COUNSELING TO

ORGANIZATIONAL NEEDS

POLITICALLY INCORRECT

CAN PROVIDE MEDIATION

CAN BE USED BY INDIVIDUALS AGINST

ORGANIZATION

CAN PROVIDE MULTIPLE ROLES

DIFFICULT TO MAINTAIN
CONFIDENTIALITY

Career Counseling and Management

Fathul Himam

Welfare-Based Models
Provide a range of welfare oriented
interventions
Formats:
- befriending
- home-visiting during sickness
- giving legal and financial advice
- advocate
- information provider

Career Counseling and Management

Fathul Himam

Organizational-Change Models
Providing a forum where people are listened, trusted,
respected and helped to make life-growing decisions
Set up training that will solve the problems caused by
ineffective systems
Consulting with managers about ways of working with
employees
Managing individual and organizational change and
transitions
Helping with bad news
Empowering individuals and groups within the organization
Creating awareness of individual differences
Does some assessment of individual and group dynamics
related to change

Career Counseling and Management

Fathul Himam

Five Stages Model Connecting Counseling and

Organization Change
Phase 1: Interview individuals with the express
purpose of seeing the usefulness of change to
organization
Phase 2: Individual counseling for managers
Phase 3: Influencing the psychological tone of the
organization through small group meetings
Phase 4: Team building
Phase 5: Cultural change program for managers to
help them build an environment where the
employees could be strengthened

Purpose of Workplace
Counseling (3)

Organizational
concept of
counseling

Personal
concept of
counseling

Purpose of Workplace
Counseling

Personal concept of counseling:

the choice of clients to bring whatever they
choose to counseling and to use it for their
own purposes
Organizational concept of counseling:
the counseling service is there to help
employees work at least to minimal
satisfaction. Its primary purpose is to
facilitate employees work.

Sources of Workplace
Problems

Problems arising within the individual.

Problems caused by the work organization.
Problems arising outside the individual or
the organization: either
(a) having visible effects on the work
of individual; or
(b) not having visible effect

Multiple Roles of Workplace

Counselors

Advising line managers on dealing with

troubled employees
Advising the organization on policy matters
Facilitating organizational change
Research
Advising on equal opportunities
Educating staffs about the role of
counseling
Monitoring effectiveness
Mediating between client and organization

Four Demands for the

Counselor in Organization

Counseling client using a particular

approach
Being a member of the organization
The demands from clients to collude in
their negative stances
Siding with the client when there are
unreasonable demands from the
organization
THE KEY: WHO IS THE REAL CLIENTS?

Ethical Dilemmas for the

Counselor in Organization

Confidentiality
Incompatibility between organizational and
counseling objectives
The loyalty of the counselor
Managing different roles with the same
client
Honesty

Ethical Issues for the

Counselor in Organization

If management pays, how can the

counselor serves the interest of
employees?
Can the employees share in designing the
interventions?
Can employee refuse to participate in
counseling without penalty?
Is there any safeguard for the employee
against retaliation from management?

Ethical Concerns of the

Counselor in Organization
Identifying the extent to which the aims of an
organization compromise the ethical foundation of
the counseling
Determining the rationale of how counseling
benefits the organization at the individualemployees expense
Determining how far the organization exceed its
right to control employees behavior
Identifying whether resources are sufficient and
appropriate to doing more good than harm

Training for the Counselor in

Organization
Knowledge:
- counseling theories and applications
- career management & development theories
- personality and development theories
- organization theory and behavior
- organization change and development
- assessment techniques
Skills:
- negotiation
- training development
- team building and conflict resolution
- evaluating and statistics
- writing documents, reports, etc.
Personal Development:
Supervision of client work in a workplace setting
Ethical/professional issues in employee counseling

The Impact of Organizations

on Workplace Counseling (4)

In order to fully understand the

development of a therapeutic relationship,
one must pay attention to the organizational
context in which the helping occurs
As every organization is an entirely unique
system, no two organizations have exactly
the same needs. If counseling is to make a
positive impact on the culture and
performance of an organization, it needs to
respond effectively to these special needs

Explaining Workplace
Problems

Problems
emerge from
the system

Problems
emerge from
within the
individual

Career Counseling and Management

Fathul Himam

Counseling-orientation models

INNER WORLD

OUTER WORLD

Behavior is a response
To unconscious fears
And assumptions from
Early childhood
experiences

Psychodynamic/
intrapsychic

Behavior is a response
To a lack of congruence
Between the persons
Self-concept and
experience

Cognitive

THERE
AND THEN
Behavior is a response
To individuals thoughts
and perceptions

Humanistic

Behavior is a response
To external stimuli,
And problem behavior
Comes from faulty
learning

Experiential/
interactive

Behavioral

Behavior is a response
To situational/dispositional
factors

System/
interactional

HERE
AND NOW
Behavior is a response
To connections between
People and the system
They are in

Explaining Workplace Problems:

Psychodynamic Approach
Views organizational development as similar to individual
development
Organizations are living organisms that have a sort of
collective unconscious that motivates and drives the
organizations
Organizations develop defenses against difficult emotions
which are too threatening
Irrational processes are exist within organization, and affect
individual involvement and work
Individual is affected by organization culture (the image of an
organization). Culture provides the setting in which she can
work effectively.
Organization is a container for individual anxiety.
Many problems brought to counseling by individuals are
expressions of organizational pathology

Explaining the Process of Workplace

Problems: Psychodynamic Approach
Splitting: Individuals draw a line between
them and organization and make two-split
realities
Projection: Making others responsible for
how one feels
Transference: Transfer onto the
organization unresolved feelings toward
others in their lives. Scapegoating is one
act.

Working with Psychodynamic

Approach
Listen to the symbolic messages
Assess the defense mechanism
Decide what needs to work with: the
internal world of the client, the
interpersonal world, or organizational
issues
Monitor the counselors feelings as a way
of understanding what is happening to
whom
Monitor the culture of the organization

Explaining Workplace Problems:

Systemic Approach
Circular causation of behaviors emerge in
organization life
Continuing relationship between organization and
its environments
Organization is constantly re-making itself
Organization is dependent on its ability to learn in
order to survive
Individuals and organization are connected by
dynamic feedback loops
Individuals in an organization co-create their world
with all its meanings, difficulties, problems,
relationships, etc.

Explaining Workplace Problems:

Organizational Culture Approach
Culture contains shared meanings, beliefs,
attitudes and values
Organization has its own personality (i.e.
culture) which determines the behavior of
the employees
Organization culture is about the ecology,
the ethos, the atmosphere
It is the way we do things around here
It is emerged in dress codes, language,
authority and power, permission to do
things, sexual expression, management
style

Explaining Workplace Problems: Organizational Culture

Approach. Four Types of Organizations (Harrison, 1972)
Role Culture:
- characterized by the fact that things get done around here
by people who take on roles and see others in role terms
- somewhat hierarchical with rules and regulations to
maintain roles
- authority exists to make sure that people maintain their
roles, stay within them
- organization is effective when individuals know their roles
and how these roles connect to other roles within
organization
- degeneration happens if individuals are sacrificed to the
organization
- individuals out of role can be helped to return to full role
operations
- counseling will be perceived as punitive (as a way of moving
employees back into role)

Explaining Workplace Problems: Organizational Culture

Approach. Four Types of Organization Harrison, 1972)
Achievement Culture:
- concentrates on the work to be done rather than
roles
- individuals are trusted to get on with the job and
react to what the job needs
- decisions are made laterally rather than
hierarchically
- individuals are driven and motivated by their
enthusiasm for the job
- organization is weak if it sacrifices the team to
individual
- counseling is perceived negatively since
weakness is unacceptable

Explaining Workplace Problems: Organizational Culture

Approach. Four Types of Organization Harrison, 1972)

Power Culture:
- valued more on control and strength
where individuals know their place in the
pecking order
- motivation is extrinsic and rewards are
often monetary
- able to get things done in an emergency
situation
- counseling may be perceived as a way of
helping weaker individuals manage their
jobs

Explaining Workplace Problems: The Emotional Workplace

Approach

Employees come as persons, teamed up their feelings and

emotions in the workplace
Organization dictates what feelings are permitted, how
feeling can be expressed, and what circumstances allow
which feelings
Emotions are managed and mobilized within the context or
organizational effectiveness (e.g. in building teams
Emotions can be used to deal with management control
Counseling is seen as a method of individualizing emotions
and providing a forum where they can be degenerated
Examples of acceptable emotions:
- emotional events: dinners,
- ritualized events: office events, sports
- individual events that are tolerated: mourning for family
death

SETTING UP COUNSELING
IN THE WORKPLACE (5)

THE SETTING PROCESS MIGHT INCLUDE

SIX STAGES:
1. PREPARATION
2. ASSESSING WORKPLACE
3. CONTRACTING
4. INTRODUCING COUNSELING TO
ORGANIZATION
5. TERMINATING THE RELATIONSHIP
6. EVALUATION

THE PREPARATION
PREPARING THE ORGANIZATION:
1.
SETTING A SMALL REPRESENTATIVE TEAM TO
NEGOTIATE THE SUITABLE COUNSELING NEEDED
FOR WHOM AND WHAT PURPOSES.
2.
ENGAGING AN INDEPENDENT CONSULTANT TO
WORK TOGETHER IN NEED A ASSESSMENT
PROCESS
3.
ASSESSING THE RESOURCES AND FACILITIES
NEEDED FOR WHAT KIND OF COUNSELING
4.
REVIEWING THE COST
5.
ASSESSING THE TOP MANAGEMENT COMMITMENT
TO COUNSELING
6.
FINDING THE BEST-MOST-SUITABLE COUNSELING
PROVIDER

THE PREPARATION
ASSESSING COUNSELING PROVIDER:
1. EXPLANATIONS OF HOW THE SERVICE
WORKS
2. WHAT PROGRAM OF SERVICES OFFERED
3. ARRANGING THE SUPERVISION
4. METHOD OF MONOTORING AND FEEDBACK
5. HOW THE COUNSELING RELATIONSHIP
MUST BE MAINTAINED
6. CLARITY OF CONTRACTS, INSURANCE,
REFERRALS, EMERGENCIES, AND OTHER
ISSUES SUCH AS: TRAINING BACKGROUND
OF COUNSELORS, ETHICAL CONDUCTS,
ETC.

ASSESSING WORKPLACE
COUNSELING
ASSESSING THE ORGANIZATION:
1.
WHAT IS THE CULTURE OF THE ORGANIZATION?
2.
WHAT ARE THE COUNSELING FOR?
3.
WHY IS THE ORGANIZATION LOOKING FOR
COUNSELING JUST NOW?
4.
HOW DOES THE ORGANIZATION UNDERSTAND
COUNSELING?
5.
HOW COMMITTED ARE THE TOP PEOPLE TO
COUNSELING?
6.
WHAT FACILITIES WILL BE PROVIDED FOR
COUNSELING?
7.
WHO IS THE ORGANIZATION CONTACT PERSON
WITH THE COUNSELING SERVICE
8.
HOW WILL THE COUNSELING BE INTEGRATED INTO
THE ORGANIZATION?

CONTRACTING
PREPARING AGREEMENTS OF ROLES AND
RESPONSIBILITIES:
1. ADMINISTRATIVE CONTRACTS WHICH
OUTLINE VARIOUS ARRANGEMENTS
CONCERNING SUCH ISSUES AS
RESPONSIBILITIES, PAYMENTS, TIMING,
PUBLICITY, ETC.
2. PROFESSIONAL CONTRACTS WHICH
COVERS CERTAIN TOPICS SUCH AS
POLICIES, OBJECTIVES, TASKS AND ROLES
OF VARIOUS INDIVIDUALS INVOLVED AND
METHODS OF IMPLEMENTATION AND
EVALUATION
3. PSYCHOLOGICAL CONTRACTS WHICH ARE
BASED ON RESPECT AND TRUST

INTRODUCING COUNSELING INTO

THE WORKPLACE
BRINGING THE PROCESS INTO THE
ORGANIZATION:
1. MANAGING THE COUNSELING PROCESS:
HOW MANY SESSIONS WILL THE CLIENTS
NEED? WHAT WILL THE COUNSELOR DO IN
CASE OF EMERGENCY? WHO SHOULD
HAVE THE ACCESS TO CLIENTS
INFORMATION AND DOCUMENTS? ETC.
2. PUBLICIZING COUNSELING SERVICES:
BROCHURES, POLICY, STATEMENTS,
MEETINGS, COMPANY NEWSLETTERS,
INTERNET, ETC.

THE TERMINATION
CONTRACTS EITHER CAN BE RENEWED
OR TERMINATED:
1. PROVISION MUST BE MADE FOR
INDIVIDUALS WHO ARE STILL IN
COUNSELING. DATES WILL BE
NEGOTIATED FOR ENDING, REFERAL
MAY TAKE PLACE AS A RESULT.
2. GOOD OPPORTUNITIES FOR
EVALUATION AND FEEDBACK
3. TERMINATION IS BEST DONE
FORMALLY.

AN INTEGRATIVE MODEL OF
INDIVIDUAL EMPLOYEE COUNSELING
(6) STAGE 1
STAGE 2
STAGE 3
CONTRACTING
PREPARA ASSESSMENT
TION
PREPARATION BY
COUNSELOR
CLIENT

STAGE 4
ENGAGING

STAGE 5
TERMINAT
ING

UNDERSTANDING
CLIENTS

AGREEING TO
WORK TOGETHER

MANAGING THE
PERSONAL,
ADMINISTRATIVE,
AND
ORGANIZATIONAL
SIDES OF
COUNSELING

AGREEING A
TERMINATION
DATE

METHODS OF
ASSESSMENT

CONTRACTING ON:
PRACTICALITIES
ROLE OF CLIENTS
AND COUNSELOR
ROLE OF THE
ORGANIZATION

RE-ENTRY OF
EMPLOYEES

WORKING
TOWARDS
TERMINATION

THE TASKS OF
WORKPLACE
COUNSELING

PROCESS OF
TERMINATION

AGREEING AND
ASSESSMENT
CONSIDERING
INTERVENTIONS
AGREEING
COUNSELING
SHARING
INFORMATION

FINAL SESSION

REFERRING, IF
APPROPRIATE

AFTER
TERMINATION

ASSESSING INDIVIDUAL AND

ORGANIZATIONAL STRESS

SELFACTUALIZATION

EUSTRESS
(DEVELOPMENT)

INDIVIDUAL
EXCELLENCE

SYNERGETIC
EXCELLENCE

STRESS
(HOMEOSTASIS)

INDIVIDUAL

ORGANIZATION

ORGANIZATIONALLY
PRECIPITATED
DIFFICULTIES

PERSONAL
DIFFICULTIES

PERSONAL
DISINTEGRATION

COLECTIVE
EVOLUTION

DISTRESS
(BREAKDOWN)

SYSTEMIC
DESTRUCTION

FIVE RELATIONSHIP MODELOF

WORKPLACE COUNSELING
RELATIONSHIP

CONTRIBUTION
TO
ORGANIZATION

HUMAN
MOTIVATION

SOME SIGN
OF
DYSFUNCTION

UNFINISHED

GRIT IN THE OYSTER

COMPLETION,
RESOLUTION

FIXED, DYSRUPTIVE
PATTERNS OF
RELATIONSHIP

WORKING ALLIANCE

ACHIEVING,
ORGANIZATIONAL

DOING COMPETENCE,
PRODUCTIVITY

DEVELOPMENTAL

DEVELOPING THE
ORGANIZATION

GROWTH LEARNING

TASK-DOMINATED
CULTURE, STERILE,
DRIVEN WORK
CLIMATE
NEEDINESS, OVEROR UNDERPROTECTION OF
STAFF

PERSONAL

DEVELOPING THE
ORG. AS A WORKING
COMMUNITY WITH A
HEALTHY CULTURE

TRANSPERSONAL

DEVELOPING WIDER
ORG., HUMAN RES.

INTIMACY, FRIENSHIP,
COMMUNITY

CONFLICT AND
COMPETITION, LOSS
OF TASK FOCUS

BEING, MEANING,
CONNECTION

MEANINGLESSNESS,
ANOMIE, DISREGARD
OF ETHIC