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16 Apr 2021

Three cultural considerations for a global mental health solution

Mental health is a universal opportunity, but there’s no single global language or intervention. Cultural differences are borne of many factors, from regional history and events, to religious beliefs. So while we all have mental health all of the time, the cultures in which we live and work will often shape how we support, talk and think about the topic. 

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Regardless of where they’re positioned on the map, most progressive organisations raise awareness of mental health and take a people-focused approach to supporting it. Look up any ‘Best Places to Work’ list and you’ll find companies with mature and sophisticated mental health strategies in place. Because while salary will always be important, employees are increasingly interested in how employers invest in areas like their mental health and learning and development. But that doesn’t mean we can overlook important cultural nuances when rolling out a global mental health strategy. 

Challenging stigma 

Stigma is a global challenge, but each region has its own battles. Take the UK, for instance. Words like ‘depression’ and ‘anxiety’ are commonplace at work. While it’s positive that people are empowered to talk openly about their mental health, the misuse of psychiatric language can medicalise ordinary distress, leading to the seriously ill going unheard. 

Other regions, such as parts of EMEA, have further to go. In the Middle East, for example, the general view is that mental health falls outside of the employer's responsibility. In Germany, the topic is rarely discussed openly in the workplace. Both regions prefer the somewhat euphemistic term “emotional health”. And while East Asian culture is traditionally positive towards wellbeing, the topic of mental health is rarely discussed directly at work. 

The Nordics and Scandinavia, on the other hand, are well known for topping global wellbeing indexes, which generally points towards lower levels of stigma. 

Treatment 

Good mental health is good for the economy. Improving it delivers both human and economic value. But we need to balance nurturing good mental health for economic gain, in terms of productivity, with giving people the care they want and need. 

According to the World Health Organization, over the last decade, field experts in Europe have reached a consensus that, when possible, treatment should be brought to people, rather than people brought to treatment. This not only means deinstitutionalisation resulting in more positive care experiences, it also makes the case for accessible, proactive and preventative support.

Despite being further ahead than much of the world when it comes to conversations around mental health, access to treatment in the UK is difficult. To see a practitioner in the NHS, you can expect an 18-week wait for a phone screening. Meanwhile treatment for mental health issues in the US has been industrialised, making the landscape incredibly complex and fraught with challenges. Broadly speaking, wherever you are in the world, higher levels of stigma tend to correlate with slower access to treatment, and greater resulting problems. 

The platform approach

To maximise the effectiveness of mental health solutions, your approach should be consistent but tailorable. A central workplace mental health platform will establish the conversation throughout the entire organisation – from members of staff to the most senior leaders. Meanwhile the platform should also empower local territories to service their own needs. Each country will have its own terminology, phrasing, treatment options and even regulations towards mental health support.

So, while the promotion of the importance of open and authentic communication around mental health should be consistent among global workforces, cultural nuances need to be considered in the support and resources we offer. 

This article is provided by Unmind.

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