We often focus on our problems - the things that need fixing.
Evolutionarily, this makes sense. Our limbic systems are programmed to react to things threatening our survival, like predators or disease. This approach helped us collectively survive as a species for as long as we have.
Even today, our society invests time and resources into investigating the origins of diseases or things that threaten our well-being so we can prevent or avoid them. This approach is pathogenesis.
But another side to this coin focuses on the origins of healthy aspects of our lives and those that promote well-being so we can better manage threats when they arise. It’s called salutogenesis. Simply put, it’s the study of the origins of health.
Let’s explore the genesis of the concept and how it can serve as a valuable foundation for your workplace well-being strategy.
The Origins of Salutogensis
While researching Make Work Healthy, we discovered salutogensis, a theory developed and refined by sociologist Aaron Antonovsky in his book Health, Stress, and Coping.
His work posits that experiences help shape a person’s sense of coherence. When someone feels a strong sense of coherence, their life feels comprehensible, meaningful, and manageable. This coherence allows them to manage their responses to stressors and tension effectively.
Antonovsky’s theory eschews the idea that health and disease are a binary construct at odds with one another. Instead, he developed the ease-to-dis-ease continuum, with health and disease at either end of the spectrum.
We must accept that stressors in life are inevitable and cannot be avoided entirely. With that in mind, the goal is to respond to stressors in ways that move us toward ease and away from dis-ease.
We navigate the continuum by using what Antonovsky called generalized resistance resources, such as knowledge, intelligence, identity, social support, coping strategies, cultural stability, magic, philosophy, and more. The more resources we have, the better able we are to maintain our well-being in times of stress.
A Salutogenic Approach to Workplace Well-being
So how can we apply this to the workplace and your well-being strategies as a leader?
The workplace is a complex system where stressors are constant. Whether it’s the pressure to meet financial forecasts, the challenges of staying one step ahead of the competition, or leading through an unprecedented global pandemic, tensions always exist in organizations.
While it is important to identify and mitigate risks using a pathogenic approach, organizations would be wise to adopt a complementary salutogenic approach to ensure you’re supporting a holistic, healthy workplace environment.
The first step is to take an inventory of the pathogenic and salutogenic aspects of your workplace that are affecting your organization’s performance. Then, outline strategies for addressing them.
Are your teams routinely pulling all-nighters on client proposals? If so, how has that affected their individual and collective energy levels?
Has your organization gone through significant leadership changes in a short period of time? If so, consider what that might do to your employees’ sense of security and psychological safety.
Conversely, are your teams thriving? Consider what they are doing to promote innovation, teamwork, and a sense of coherence with their colleagues.
Do your people feel a sense of purpose? Investigate how that creates a virtuous cycle of personal and organizational success.
There is much to learn from both the negative and positive variables at play in our workplaces. The goal is to see them clearly and proactively plan for ways to sustain a resilient, adaptable, and agile organization for the long term.
While we may make mistakes along the way, it’s important to learn from them and continue our journey toward workplace well-being.
For more insights on how to adopt a salutogenic approach in your organization, get your copy of Make Work Healthy or schedule a consulting call with me.