Catherine Willinsky (Winter 2020 Cohort)
Schizophrenia Society of Canada
Cannabis & Psychosis: Exploring the Link Project (cannabisandpsychosis.ca)
Because of the virtual nature of our project, and the way we were already used to working, we have been able to forge ahead with our project and KT plan without much interference from the new reality of working during COVID-19. Our team has been used to meeting by Zoom since the beginning of the project, as we’re all in different locations, and we launched our new website on April 20th without any major issues. The only thing that we have encountered is that we were hoping to have some media attention to accompany our launch. While we were able to achieve some coverage, it was not to the extent what we had hoped for, given the intensive coverage of COVID-19. We will reach out to the media for Mental Health Week.
I realize that we may be among the few projects that have not been profoundly affected by the new reality. We’re very fortunate in that we’ve been able to launch during these times because we anticipate that like alcohol, many people may be increasing their cannabis use at this time and may have questions and concerns. We’ve already received a number of inquiries and messages from young people who have found our site and have reached out to share their stories and their concerns and engage with the information on the site. We’ve also started a major outreach effort, contacting a range of national mental health, substance use, youth serving and educational organizations in mental health, and have also begun a comprehensive social media campaign.
#ktfromhome
We know these past 4 months have been unusual to say the least. We have all reacted to the worldwide pandemic in our own way, doing the best we can every single day.
Well, the time has finally arrived across our country…dogs and humans alike have been groomed and patios are open for business. While most Canadians are excited to return to the new “normal”, we need to realize that some may be experiencing additional stressors as communities/workplaces strive to return to “business as usual”.
We know these past 4 months have been unusual to say the least. We have all reacted to the worldwide pandemic in our own way, doing the best we can every single day. We haven’t had a guide, there isn’t a “Living Through a Pandemic for Dummies” book; though someone may write one down the road.
As summer moves along, it’s important we don’t lose site of our own mental wellness. In our Mental Health First Aid courses we provide participants with a conversation guide to use when providing support to those that may be struggling with their mental wellness. The same questions we ask of others, we can ask of ourselves.
Start by checking in with yourself and asking, “how am I doing?”, “what has changed?”, “how long have I been feeling this way?”. When asking these questions, it’s important to listen and pick up on signs that you may be stressed. Sometimes we don’t recognize these signs when we’re struggling; this takes time and self-awareness of any changes you’re experiencing. For myself, frequent sighing indicates my stress levels are rising. That’s my sign I need to reach out to supports and do a better job of maintaining my stress.
We’re always the hardest on ourselves so give yourself reassurance by realizing it’s ok to feel this way. But remember, the longer you notice/feel any changes it’s a good indication it’s time to reach out to supports. Think back to another time you felt stressed or overwhelmed, ask yourself what helped during that time. Did you reach out to family/friends? Did you phone a professional, i.e. family doctor, counselor/therapist? Did you phone a distress centre or crisis line? Maybe you spent more time practicing self-care by going for a hike, gardening, meditating or unplugging from social media. Sometimes we just need to remind ourselves we have the skills and resources to manage our stressors, we tend to forget when overwhelmed or struggling.
As I wrap up, I leave you with one of my favourite quotes “So far you’ve survived 100% of your bad days. You’re doing great!”. As always, be kind to yourselves in all that you do and think.
Keep well,
Denise
As workplaces and organizations beginning to re-open on a gradual basis, it is critical they put a focus on the mental health of their staff and employees.
Employers will need to be cautious and strategic, both to prevent additional outbreaks, and to manage the mental health impacts. There is a chance that some people will be more nervous about being around others and returning to the physical work environment
With this in mind, here are 8 key tips for employers returning to operations in the new “normal”:
- Set specific recovery targets and procedures for implementing relevant activities
- Consider the needs of employees in their personal life
- Think if a staggered return to work is possible for your staff
- Ensure protective equipment is available for everyone
- If equipment is being returned to the workplace, make disinfection products available
- Remember to be proactive with follow up and healthy debriefing methods
- Document lessons learned during the pandemic and revise policies and procedures accordingly
- Continue to identify and address the psychological stressors that could be affecting workers in their physical work environment and their work-related interactions with others
INFOGRAPHIC DOWNLOAD: Managing Workplace Mental Health Through Pandemic
Guidelines to Support Employers Through the COVID-19 Pandemic
Learn more about building mental health into operations during a pandemic by signing up to receive the Guidelines to Support Employers Through the COVID-19 Pandemic here.
Temporary Work from Home During Pandemic Response
During the response to a pandemic, many organizations have implemented work from home arrangements. These arrangements generally do not come under the usual work at home or flexible workplace arrangement policies. The arrangements are in response to the need to support employees in protecting themselves and others from infection. As employees are working from home, they are also managing other aspects of the overall pandemic response, such as self-isolation, quarantine if needed, caring for others in the household, homeschooling children, sharing internet and working space with others in the home, connecting with others virtually, grocery and supply runs, etc.
It is important to support the physical and psychological health and safety of employees in their efforts to work from home.
This health and safety checklist can be used to gather feedback from employees to help to meet their needs. It is based on the key applicable workplace factors outlined in the National Standard of Canada on Psychological Health and Safety in the Workplace and occupational health and safety management principles.
Health and safety of workers who work from home is a dual responsibility of the employer and the employee.
So, you have a great idea, you think it can work! You just need to get people to put this great tool, course, or other resource into practice so that you can impart some amazing knowledge and make real positive change!
But where do you begin? How do you begin think about knowledge translation and starting to plan out how you will make it happen?
It all starts with purpose. We have all heard the term find your why, or maybe even read the book Start with Why by best selling author, Simon Sinek. Your purpose is your why, but many of us find defining the purpose of our knowledge translation projects to be the first major stumbling block in our plan. There are a few methods to help us define the purpose to get us over that first hurdle!
Purposes can be collaborative, or they can be decided solely by an organization or individual. There are different times and different situations where each would be the most effective.
Collaborative Purpose: This type of purpose determination is done by negotiating the purpose with key stakeholders including people with lived experience and caregivers of people with lived experience. This approach is best used when stakeholder investment of time and energy in the Knowledge Translation process is necessary to the success of a project.
Direct-Decision Purpose: This type of purpose is created without engaging stakeholders. It is most commonly used when there is a definitive need to provide a solution to a clear and proven issue, challenge or problem.
Once you determine whether your purpose will be created with input from others or if you and your organization will directly decide the purpose of your project, you should begin by asking some questions to help you zone in on a clear purpose that you can easily express.
What is the issue that you are trying to address?
· Whether you are creating your purpose collaboratively or directly it is important to clearly identify and articulate the issue, challenge or problem your idea/innovation/knowledge translation is trying to address.
What are your objectives? What practice or policy are you trying to improve?
- It is important to determine what your knowledge translation project trying to accomplish or achieve.
- Think about how your knowledge translation project might make a positive impact on a current practice or policy within the mental health and addictions system. Be as specific as possible. This may often be linked to the problem or issue you are trying to address.
What are the desired outcomes? What would be different if this knowledge were translated successfully?
- Look at how you expect or would like your knowledge translation project to impact the area in which you are working. Your outcomes are the measurable effects the project will accomplish through successful knowledge translation. Outcomes can be quantitative or qualitative but should be measurable.
When considering all of these questions, write out your ideas and the ideas of others who might be contributing to the development of the purpose. The more answers you have to your questions the better. Once you get through all of the questions and write out all of your answers you can sort through your ideas and start to hone in on your purpose. What are some of the common themes in your thoughts and ideas?
Start to eliminate any redundancy in the ideas you have written out and begin to narrow in on a clear purpose statement that highlights:
- The issue or challenge you are aiming to overcome
- Your objectives in how you will overcome your identified challenge or issue, and
- The desired outcomes of your project and what you hope to change/impact.
Once you have a clear purpose, you can start moving forward in developing your Knowledge Translation plan and get closer to moving from knowledge to action!
Alexa Bol has a Graduate degree in Community Studies and Global change and more than 15 years of experience in the non-profit sector. Before coming to the Mental Health Commission of Canada (MHCC), Alexa worked in Community and International Development where she used participatory approaches to create positive change at both grassroots and system levels. As Manager of Knowledge Mobilization, Opening Minds at the MHCC, Alexa is dedicated to seeing knowledge translated into action throughout the Mental Health and Addictions sectors in a manner that includes and values all voices.
The purpose of this guideline is to help support the mental health of workers by reducing the potential for negative effects of poor ergonomics in temporary work at home situations.
During a critical event, some or all workers in an organization might be required to work at home for a period of time. This is not a business as normal situation. The duration of work at home may vary and may be unknown, depending on the nature of the event and the nature of the work. It can be difficult for workers to adapt, particularly if the situation has affected multiple workplaces, schools and community supports.
While a worker may seek comfort while working at home temporarily, it is important to understand that comfort does not always minimize risk, particularly if the worker is in deep focus or if their “comfortable” position is the result of poor posture. It is also important to recognize that a worker may feel the need to push through a task despite discomfort or pain.
Practicing good ergonomics in temporary work at home situations can be quite challenging. However, it is important, because ergonomics can affect a worker’s physical and mental health, and their ability to function in work and personal situations.
Management and workers need to work together to ensure good ergonomic practice in a temporary work at home situation. In many cases, workers may not have an “ideal” set up to facilitate work from home as they might in a permanent work from home situation. Even if the worker does have a home office, in cases such as a critical event that affects multiple organizations, there may be others in the home sharing that space.
A worker may have a home office with a good ergonomic set up or they may be working at their kitchen table, or on their couch, in another room of the home, or even on their floor. Requiring a worker to have a typical office ergonomic set up could increase stress for a worker who does not have access to the space, equipment or privacy to have such a set up. However, supporting the ergonomic needs of the worker with consideration of the other challenges they may be dealing with can help to ease the strain on the body and mind in situations where workers may be working in less than ideal set ups.
Author: Unknown
When I first began my position as a Knowledge Broker, many times I found myself smirking at loved one’s reactions when I attempted to explain my job and the work that I do.
Claiming that “I deal in knowledge,” isn’t always the wisest way to explain the need for Knowledge Translation (KT).
You see, after I finished grad school, I decided to intentionally “do” theory by throwing myself into front-line work. I was frustrated with the reality that a lot of the knowledge that we were being taught in school simply remained within our classrooms. This was confirmed when I was a front-line worker within women’s shelters. Sadly, I discovered that most of the theory that I studied in school wasn’t being implemented within the shelters! And there my friends, is a perfect example of knowledge translation.
In short, KT is bridging the two worlds of knowledge and action together.
“Innovation to Implementation Guide (I2I)” explains KT in the following way: “Research has established that there is a substantial gap from the time new knowledge is created to when it is put into practice. The field of Knowledge Translation (KT) has emerged as a response to this gap.”
Believe me, it took much trial and error to get a grasp on a fuller picture of what KT is and why we need it. Here are a few tips that I have learned along the way that clarifies KT myths from reality.
Myth #1
KT is only for researchers in academia.
Reality:
Anyone can use KT! KT is a valuable tool that acts as a bridge for knowledge to influence practice.
Past SPARK participants have showcased the diversity of KT through their different projects. Whether it was through creating a support group for newcomer Muslim mothers, or working towards more effective strategies to help problem gamblers, their work demonstrates the diversity of KT.
Myth #2
KT can only be used within the Health field.
Reality:
KT can be used across many fields and disciplines. KT invites us all to put valuable knowledge into practice in order to bring about transformative change. For example, past SPARK participants have tackled diverse topics such as a focus on the Corrections and prison industry, and the exploration of new methods to train peer supporters within marginalized communities. Their ideas were inspired by the desire to transform the populations that they worked with.
Myth #3
KT is only necessary to meet grant application requirements
Reality:
KT is not limited to assessments or applications! KT can be used in countless ways; in community organizing, to improve services and policies within organizations etc. The best thing to remember is that KT turns knowledge into action. If you consider KT within this mindset, you can practically apply this process to any project that needs to move from theory into practice. KT is about “doing knowledge”, not so much about “showing how you will incorporate knowledge.” Don’t get me wrong, we love grant applications! But KT is not restricted to them alone.
Now that you have learned a little more about KT, what’s stopping you from using it within your own work?
Elizabeth Peprah is a current PhD Student in Human and Social Services with a concentration in Community Intervention and Leadership at Walden University. She is a graduate of a master’s degree in Women’s and Gender Studies at Carleton University where she researched the connection between mental health and sexual assault trauma. Elizabeth further discovered the importance of adequate mental health services for victimized women while working with women in a bail residency program with the Elizabeth Fry Society of Ottawa. She blogs on gender-based violence at serwaaspeaks.com and has been a Knowledge Broker with the MHCC since January 2020.
Follow us on social media for up-to-date information on Knowledge Translation, tools and resources, and upcoming courses.
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Supporting the mental health of health-care workers during COVID-19
“Health-care workers have always been heroes in my eyes,” said Louise Bradley, president and CEO of the Mental Health Commission of Canada (MHCC), herself a registered nurse and former hospital administrator. “But when a once-in-a-generation crisis like COVID-19 arises, we ask even more of an already overextended workforce.”
Ed Mantler, the MHCC’s vice-president of Programs and Priorities, agrees. “Pre-pandemic, 40 per cent of physicians and nurses were experiencing advanced stages of burnout. So we were already working hard to create a suite of training modules and resources to bolster the mental wellness of this critical workforce.”
Now, those tools are more relevant and important than ever.
“We know that the psychological toll of a pandemic can have serious consequences for health-care workers,” affirmed Bradley, who pointed to one study estimating that between 29 and 35 per cent of these workers experienced a high degree of distress during the SARS outbreak in a Toronto hospital. A similar survey of medical staff in Taiwan found that 93.5 per cent considered the SARS outbreak a traumatic experience.
Fortunately, health-care workers do not have to face the burden alone. A variety of mental health resources are now available to bolster their resiliency and improve their well-being.
The Centre for Addiction and Mental Health, for example, offers a resource hub specifically for those working in health care during COVID-19, which features helpful advice, videos, and links to external supports.
The MHCC has spent many years developing various mental health resources in health care, including a recent webinar series exploring self-care for workers and advice for leaders during COVID-19.
“It’s important to recognize that health care has always been a demanding field, and that many of the mental health challenges workers are now facing will not disappear once the pandemic is over,” said Bradley. She urged health-care organizations to use proactive education measures for staff, such as posters like this to remind workers how they can manage anxiety and substance use.
For Mantler, “While resources for individual providers are important, enhancing mental wellness is also a matter of shifting a culture where stoicism has been the norm for far too long.”
Often, the first step toward improvement is assessment. Caring for Healthcare Workers — Assessment Tools is a helpful resource for doing so. It looks at a variety of psychosocial factors to help health-care organizations identify areas of vulnerability and take steps to improve psychological health and safety.
Creating a culture of mental wellness also takes commitment. A great way to understand what an organization is doing well and where there is room for improvement is through the National Standard for Psychological Health and Safety in the Workplace (the Standard), a framework that provides comprehensive guidelines to promote positive mental health in the workplace.
“I was hired to run a large teaching hospital many years ago,” Bradley recalled. “At first I felt my skill set wasn’t aligned with the role. But I soon learned I wasn’t there to tell medical experts how to do their jobs. I was brought in to change the culture they worked in.”
To help guide the implementation of the Standard in health-care settings, the MHCC co-developed the Caring for Healthcare Toolkit, which includes real-world accounts of health-care organizations adopting the Standard and nearly 40 practical tools to assist with that process.
For more on the MHCC’s health-care tools and resources, see our complete list.
For Bradley, the work to support health-care workers began long before COVID-19, and it will continue long after. “When the masks come off and the world re-opens, health-care workers will still be heroes, and they will still deserve our support.”
Amber St. Louis
Civility and respect is correlated with the workplace factor of psychological protection. They meet similar human needs. When these factors are compromised, it can result in significant stress and can have a tremendous impact on the energy level of an individual, a team and even the entire organization. It is important to maintain an environment of civility and respect and psychological protection, to protect mental health and lower the risk of psychological and physical harm that can occur.
The risk that civility and respect and psychological protection can be compromised is greater when dealing with a situation where workers feel negative psychological impacts of their work environment – which is what we are dealing with. When people don’t feel safe in their environment, it affects them psychologically. Fear, anger, and stigma can occur, and this can put people at greater risk of psychological and physical harm.
As we attempt to navigate working and living through COVID-19, we need to have a clear understanding of the social stigma and harassment that can affect people as they strive to cope with this new reality.
