This article is part of a research about mental health and human resource strategies for cultural organisations that was originally impulsed by the outbreak of the pandemic. Soon, the focus almost inevitably expanded to embrace a series of very entangled dynamics and phenomena that affect the mental health of culture providers at different levels.
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Digging deeper into some of the aspects that emerged in the first phase of the research (see the first article), we used the case of "irreplaceable people" to unveil how a lack of explicit and transparent human resource policies can prove detrimental to the well-being of staff, the functioning of organisations and, ultimately, their capacity to fulfil their mission and achieve positive social impact.
To shed light on possible solutions, we interviewed two human resource experts from the network whose interdisciplinary experience embraces cultural management, psychology and systems thinking. We then layed out a series of principles and approaches, actions and structures to help improve the human ecology and the functioning of cultural organisations by promoting workers’ health, mental health and wellbeing.
This publication also inscribes itself in an attempt at shifting the perspective on mental health and normalising open discussion on it, with a view to raising the stardards of care not only within cultural organisations but in society at large.
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Table of contents:
- The parable of the irreplaceable person
- An attempt at interpretation
- Mental health in cultural organisations: how to look at it from different perspectives at the same time
- Modelling against scarcity
- Explicit structuring as care
- An attempt to conclude
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