Mental Health: how are we one year after the start of the pandemic?

mental health

Maria Mauriello - Communication manager in Yumi

Mental Health: how are we one year after the start of the pandemic?

A year has passed since the first newspaper reports related to Covid-19, that silent monster that would shortly change and radically affect our lives. Wuhan, the hotbeds and red zones initially seemed very distant from our land.

The truth is that today we are all deeply tired and bewildered. We would love to put a hand over our eyes and not see. But we can't.

This feeling of disorientation is part of a project to measure levels of "burnout" during the pandemic.


The article by Macaulay Campbell e Gretchen Gavett provides us with help to shed light on the topic: "What Covid-19 has done to our well being in 12 charts" HBR- Harvard Business Review.

In essence, quanti-qualitative and demographic questions were asked in the fall of 2020 producing more than 3,000 comments: the responses show both an increase in job demands and a sudden decline in one's mental health.

In general, there is a deterioration of mental well-being at work due to that pandemic fatigue, which we have already discussed here. Another reason is that work is increasing despite the lack of a clear distinction between office and home; all of which causes concern and anxiety.

One feels isolated, disconnected, and the personal sphere, as well as hobbies, is definitely affected. Getting used to putting up a wall of social distance, after all, has done damage to natural sociability, and this barrier struggles to be let go.

In a general climate of discontent there is room, however, for a positive note: a small segment of respondents report, in fact, some improvements in their work well-being, such as less frequent travel, a decrease in distractions, and greater control, therefore, of their work.

Natural to wonder, at this point, what this "annus horribilis"?

Peremptory would be the warning to change things, but how? An example is offered to us by the writer's 2013 dialogue Paolo Nori, who loudly advised not to start from the assumption that we are good, but rather from the knowledge that we are weak, flawed, insignificant and breakable.

The most urgent lesson, however, seems to be. Italo Calvino contained in his volume "Invisible Cities": this is not only the account of Marco Polo's multifaceted journey but also a long reflection on the world and the infinite possibilities of looking into it. At the end of the novel Calvino provides useful advice for dealing with this tremendous and confusing world:

"The hell of the living is not something that will be; if there is one, it is the one that is already here, the hell that we inhabit every day, that we form by being together. Two ways there Are to not suffer from it. The first succeeds easily for many: accepting hell and becoming part of it to the point of not seeing it anymore. The second is risky and demands continuous attention and learning: seeking and knowing how to recognize who and what, in the midst of hell, is not hell, and making it last, and giving it space."

The "Starting from what hell is not", therefore, takes on the symbol of the willingness to restart to rebuild and reconstruct ourselves, cultivating wonder and re-learning to recognize it. To make, in short, the advance possible.

What is Yumi's role in this?

Employees' well-being as well as their mental health are preponderant in Yumi, our employee experience app based on continuous nudging.

In April, for example, we will analyze the hot topic of "pandemic fatigue" supporting companies and workers for four weeks. The goal of the project will be yes to collect data to better understand the phenomenon through, for example, qualitative-quantitative interviews, but also to really listen to people, push them to reflect on their behaviors and emotions, increasing their self-awareness and participation within a work community.


If you found this excerpt of the article interesting, you might also be interested in these:

Yumi is a continuous nudging platform that improves measuring, engagement and development of teams at work

It helps people to share nudges about their behaviours with a spontaneous approach. 

It allows the company to put the change strategy in action..

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