At the recent Work, Stress and Health Conference in Philadelphia, it took three keynote programs and a panel discussion for me to finally reach my “duh” moment: We have so much of the knowledge and understanding we need to create healthier, happier, and more productive workplaces. But the gap between insights gleaned from psychology, organizational behavior, and law and public policy on one hand, and the implementation of these ideas on the other, is vast.
The biennial Work, Stress and Health Conference (WSH) is co-sponsored by the American Psychological Association, National Institute for Occupational for Safety and Health, and Society for Occupational Health Psychology. As I’ve written before, this is one of my favorite conferences, a wonderful, recurring opportunity to share research and insights and to meet with scholars and practitioners who are doing great work. Many WSH participants have become valued friends and associates. In fact, my participation in the 2015 WSH conference led me to write about “conferences as community builders,” in a blog post that was reprinted in the APA’s Psychology Benefits Society blog (link here).
The huge knowing-doing gap
In the opening keynote, major priorities for labor and employment stakeholders were beautifully framed by Jeffrey Pfeffer (Stanford U.), expounding on themes raised in his 2018 book, Dying for a Paycheck. Here’s a short abstract of his speech:
The workplace is the fifth leading cause of death in the U.S., and many workplace practices are as harmful to health as second-hand smoke. Worse than the enormous physical and psychological toll on people and the enormous economic costs to companies and society, is that no one seems to care as work arrangements move toward less, rather than more, healthful environments.
During his talk, Dr. Pfeffer identified workplace bullying and abuse as one of the most harmful work hazards.
He also referenced his previous writings on the “knowing-doing gap,” i.e., the gap between knowing the right thing to do and actually implementing it in organizations. Pfeffer developed this concept with fellow Stanford professor Robert Sutton (author of the popular bullying-related book, The No Asshole Rule). Throughout the conference, it struck me how the knowing-doing gap applies to virtually every aspect of employment relations.
The second day keynote featured Manal Azzi from the International Labour Organization (ILO). Dr. Azzi’s presentation, setting out the major initiatives of the ILO, captured how this global entity is serving as a base for enhancing the well-being of workers around the world. The ILO offers research, best practices, and policy solutions and fosters tripartite relationships between government, business, and labor. There are many keys to bridging the knowing-doing gap here.
The final day keynote program was a wide-ranging panel on work and technology, hosted by David Ballard of the APA. I was alarmed by the discussion of actual and potential employer excesses in terms of technology and employee surveillance. My main knowing-doing gap point is the obvious need for a revived labor movement to serve as a check on employer power, a point reinforced by panelist David LeGrande of the Communications Workers of America.
One path toward implementing solutions and best practices: Getting the word out
If we are to bridge this gap between knowledge and action, then greater sharing of research and insights via the media is part of our strategy. In that vein, I was part of a panel discussion, “Going Public: Sharing Our Work Through the Media,” also hosted by the APA’s David Ballard. I joined Angel Brownawell (APA), Carrie Bulger (Quinnipiac U.), Lisa Kath (San Diego State U.), and Gary Namie (Workplace Bullying Institute). From our program abstract, here’s a short preview of what we covered:
How can scholars, researchers, and practitioners in fields relevant to worker well-being and organizational performance engage the media, serve as subject matter experts, and help inform public understanding? How can we better translate research for the general public and promote our work in ethical and professionally appropriate ways? How can we build relationships with reporters that lead to being sought out as the experts of choice and how do we prepare for those opportunities when they arise?
The knowledge we need to create better organizations that embrace worker dignity is largely at our disposal. We need to mainstream those insights and understandings in the public dialogue about work, workers, and workplaces. Engaging the media in that effort can help us to bridge the knowing-doing gap.