The most effective way to prevent psychological harm at work is to redesign work and its systems, especially the workload. What is often overlooked is the need to redesign the workload of and the expectations we have for senior executives. The Australian Financial Review published an article on this issue, drawing on the personal experience of marketing executive, Roni Millard.
It still surprises me that treating work‑related mental harm as something prevented through job design, rather than as a personal failing, is seen as a revelation. Humans are infinitely variable, if not from genetics, then from our socialisation. Humans may still be considered as little more than interchangeable parts in a production process, but only if one denies their humanity.
[Editor’s Note: This article uses blunt language to describe a reality many workers experience but struggle to name. It does not encourage impulsive resignations or dismiss the importance of organisational duty under OHS law. Rather, it recognises that when employers refuse to address psychosocial hazards, workers may be forced to prioritise their own health. Leaving a job should never be the first control considered—but for some, it becomes the only effective one available.]
LinkedIn is an enormously inhumane software, but it does have some positive uses. One of them is being invited to meet people who might find you interesting or admire your work. Earlier this year, I jumped at the chance to have coffee with Dr Kat Page, who lived only a few suburbs away, as an exercise in mutual admiration. Last week, Page released her book called “Good Work: Transform Your Work from the Inside Out“. Finally, a book by an organisational psychologist on redesigning work, aimed at preventing harm.
Many articles about work-related burnout miss the occupational health and safety (OHS) point. On March 21, 2026, The Age published an article (paywalled) ostensibly about the benefits of disconnecting from phones and social media to combat burnout, improve mental health, and foster more meaningful, in-person connections. But the case it uses to make its point is also a case about the prevention of psychological harm at work.
Continue reading “Unsafe Work is Almost Always Behind Burnout”Recently, I bemoaned the lack of evidence on the occupational health and safety (OHS) benefits of a four-day work week. A reader pointed me to the research of sociologist Wen Fan. The most accessible way to her research is through an episode of the “Psych Health and Safety Podcast” from September 2025.
What does occupational health and safety (OHS) have to do with Industrial Relations? It depends on who you ask. I think it is integral, but many, such as the trade union movement, seem to call on OHS only when needed, and then in the shallowest of ways.
It is increasingly common in Australia to discuss the issue of moral injury as it relates to the psychological health of medical, emergency, and health sector workers. The obvious controls of work and job design apply, but the training process and eligibility for these professions may also be contributing factors.
One answer may be found in a branch of the Humanities, and a similar approach may help employers and executives better understand occupational health and safety (OHS) and psychological safety.
