Australian Advice for Eliminating Psychological Harm at Work

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.]

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Dr Kat Page’s Good Work Book Is A Blueprint for Preventing Harm

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.

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Why Leadership Empathy Is Not Enough to Prevent Psychosocial Harm

In 2000, Graeme Cowan‘s world collapsed after the “dot-com crash“, leading to an attempt to end his own life. His new book, “Great Leaders Care: Developing Safe, Resilient and Successful Teams“, is an analysis of the consequences of those times and the tools he discovered to stabilise his mental health. There are two clues to his intended audience in the title – “Leaders” and “Teams”. “Leaders” gets his book onto the management and self-help shelves in bookshops and airports. “Teams” flags its Human Resources category. Occupational Health and Safety (OHS) readers may find this book interesting but largely unhelpful.

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Unsafe Work is Almost Always Behind Burnout

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”

Haggling for Haggling’s Sake and Sacrificing the Ambit

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.

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If Doctors Need Humanities to Stay Human, What About Safety Professionals?

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.

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The 1970s Never Ended for Some Employers

For the last few years in Australia, occupational health and safety (OHS) laws have required that the prevention of psychosocial hazards be given the same prominence as the prevention of physical hazards. The most effective recommendation for change is the redesign of work, but very few employers seem to be applying this control. Many employers are still asking (their Human Resources officer) what this psychosocial stuff is all about.

Examining organisational culture at one Australian institution that failed to prevent and may have generated psychological harm in the 1970s provides some context for contemporary OHS struggles.

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