Ethical stress undermines well-being

Have you experienced ethical stress at work?

Ethical stress is the strain we experience when, for one reason or another, we are unable to act in an ethically responsible way or in accordance with our values. Situations in which we know what the right course of action would be but feel unable to follow it can be particularly stressful. It can also be deeply stressful when we do not know, or are unsure about, what we should do.

Ethical stress can arise from things such as a lack of resources, an organizational culture or leadership practices that do not support ethical conduct, or simply from time pressure. Ethical stress can occur in any profession. However, it is more common in work that involves close interaction with people or frequent exposure to ethical challenges. It is often discussed in connection with healthcare and social services in particular. In these fields, ethical decision-making and the strain associated with it are especially significant because the work directly affects people and their health and well-being. When limited resources and constant time pressure are added to the equation, employees are almost certain to experience ethical stress.

Although ethical stress is particularly common in fields that involve close interaction with people and a wide range of ethical dilemmas, it occurs in some form in every industry. Anyone in an organization can experience ethical stress.

How does ethical stress affect well-being?

Like any other form of stress, ethical stress can increase the risk of exhaustion and other health problems. It has also been associated with burnout. Ethical stress can be especially difficult when a person is dealing with several overlapping sources of pressure.

Ethical strain primarily affects the person experiencing it, but its negative effects may also extend beyond the workplace and affect the people around them. Recovery from work is therefore particularly important when dealing with ethical stress. However, managing that stress should never be the employee’s responsibility alone. Employers have a specific responsibility to help employees cope with ethical strain, prevent situations that cause it unnecessarily, and develop ways of working that support ethical conduct.

Some degree of ethical stress will always exist, and it cannot be avoided entirely. Sometimes the feeling of stress begins as soon as we recognize a situation that requires ethical decision-making. And sometimes we confuse ethical stress to discomfort – which we often encounter (and is usually necessary) in situations where ethical reflection is required.

In small amounts, ethical stress is normal. When it accumulates, however, it can have a significant effect on a person’s well-being. This makes it all the more important to minimize the uncertainty people experience when facing situations that require ethical decision-making. Organizations should anticipate situations in which ethical judgment may be required. By preparing for these situations in advance, they can also help prevent some of the stress they may cause.

So how should ethical stress be addressed?

There are many ways to address ethical stress

As noted above, it is important to take care of your own recovery and well-being. Self-reflection can also help you organize your thoughts and identify the root causes of ethical stress: What kind of stress am I experiencing? What situations cause me ethical strain? Is the stress related to my responsibilities, the organization’s ways of working, my position in the workplace, or something else in my life?

In addition to individual reflection, workplaces can take many steps to prevent ethical stress and support employee well-being. Leaders, for example, are responsible for ensuring that appropriate processes are in place to support ethical conduct and that the organization actively fosters a culture that enables people to act ethically.

Situations that create ethical strain inevitably cause discomfort. A culture of silence allows uncertainty to grow, which can contribute to the development of stress. Open discussion can help both prevent and relieve ethical stress. When people can raise ethical concerns openly, and when the entire workplace community can address these situations by listening to one another and discussing them together, uncertainty can be reduced. This, in turn, can help prevent ethical stress from developing.

An open culture of discussion can be created through concrete actions, including small ones. For example, our team has introduced a 15-minute “complaint session” at the beginning of our team meetings. The purpose of this session is to set aside time at the start of the team meeting for anything that may be on people’s minds, whether or not it is related to work.

Most of the time, no one has anything in particular to complain about. Still, simply reserving time at the beginning of the meeting to discuss concerns supports a speak-up culture and sends the message that there is room for difficult conversations as well.

Supporting speak-up culture

Addressing ethical dilemmas may require sensitivity because the situations involved can be highly personal. Anonymous reporting channels are another way to help prevent and alleviate ethical stress. They give people an accessible way to raise concerns and take the matter forward when they observe unethical conduct.

Conflict should not automatically be avoided, nor should people feel that they have to suppress their emotions. Ethically charged situations naturally evoke a wide range of feelings. In these situations, it is important for people to feel heard and to see that the organization is willing to devote sufficient time both to addressing the situations themselves and to examining the root causes behind them.