“As in the political sphere, the child is taught that he is free, a democrat, with a free will and a free mind, lives in a free country, makes his own decisions. At the same time he is a prisoner of the assumptions and dogmas of his time, which he does not question, because he has never been told they exist. By the time a young person has reached the age when he has to choose (we still take it for granted that a choice is inevitable) between the arts and the sciences, he often chooses the arts because he feels that here is humanity, freedom, choice.
He does not know that he is already moulded by a system: he does not know that the choice itself is the result of a false dichotomy rooted in the heart of our culture. Those who do sense this, and who don’t wish to subject themselves to further moulding, tend to leave, in a half-unconscious, instinctive attempt to find work where they won’t be divided against themselves.
With all our institutions, from the police force to academia, from medicine to politics, we give little attention to the people who leave—that process of elimination that goes on all the time and which excludes, very early, those likely to be original and reforming, leaving those attracted to a thing because that is what they are already like. A young policeman leaves the Force saying he doesn’t like what he has to do. A young teacher leaves teaching, here idealism snubbed. This social mechanism goes almost unnoticed—yet it is as powerful as any in keeping our institutions rigid and oppressive.”
― Doris Lessing
An employee who believes in the mission of the company he or she works for may be more likely to move up within the organisation. This is the suggestion of new research published in the journal Organisational Science, which indicated increasing status can be achieved through what a person believes in, rather than who they know.
John Bingham, Professor of Organisational Leadership and Strategy at BYU, said: “Those who were true believers in this company’s cause were considered idea leaders and influenced how other employees viewed their work.”
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Actions to protect the mental health of remote workers
The British Occupational Health Research Foundation (BOHRF) recommends that employers, line managers and OH professionals take the following evidence-based actions to reduce stress and other mental ill health in remote workers, particularly drivers: