Article 43
Tuesday, May 30, 2017
Deaths Of Despair
The mental health of the unemployed deteriorates the longer they are out of work and this is a barrier to securing future employment, research has found. While different ways to reach this group are being trialled, no solution is firmly in sight.
- Daily Mercury, Feb 9, 2016
1st Scientific Analysis of Suicide Notes Lends Insights into the Heartbreaking Act
By Philip Perry
Big Think
April 4, 2017
For decades, the mortality rate across the US WAS IN DECLINE. That’s why the results of a 2015 report were so shocking. For the first time in generations, middle-aged white people saw their death rate increase. Husband and wife economists Anne Case and Angus Deaton discovered this disturbing trend, which began back in 1999. The researchers labeled these “deaths of despair,” resulting from SUICIDE, drug or alcohol abuse.
Approximately 40,000 PEOPLE take their own lives each year in the US. A NEW BOOK tries to isolate the origins of the uptick, currently at a 30-year high, and what can be done. The upward trend was found in all age groups, absent the elderly. Now a new book is lending greater insights into this most personal of tragic acts. Its entitled Explaining Suicide: Patterns, Motivations and What Notes Reveal. The authors say this is the first sweeping, analytical attempt to understand the motivations behind the act, across different age groups.
A multidisciplinary team of academics was involved in this study. They were psychology professor Cheryl Meyer at Wright State University, psychologist Taronish Irani at SUNY-Buffalo State, historian Katherine Hermes at Central Connecticut University, and the late Betty Yung, who was an associate professor of psychology at Wright State University. They wanted to obtain a holistic view using psychology, history, and the social sciences to tackle suicide.
To conduct the study, which would form the basis of the book, researchers examined suicide datasets extensively, including from places as far away as Europe and Oceania. They also collected 1,280 suicide notes from coronerҒs offices across Southwestern Ohio, written between 2000 and 2009. These werent all notes in the literal sense. Many were pictures of notes written on mirrors, towels, coffee filters, and more. One man even spray painted his note on the floor of his barn.
Last words such as these are only found in 14% of cases. The authors began to notice differences between note leavers and non-leavers in their research, as well as people who attempt suicide and those who complete the act. They believe these findings could help develop better suicide prevention strategies.
The academics also evaluated motivating factors, and to what extent each is capable of pushing a person toward suicide. These included: mental illness, substance abuse, interpersonal violence, physical pain, grief, and feelings of failure. They also explored what factors may help protect one against suicide, and make them more resilient. Meyer said after reading all the notes and examining the data, she knew they had a book on their hands.
Many notes were addressed to one person. Others were to no one in particular. There was even someone who addressed the note to their dog. Meyer said it’s hard to understand why some people leave a note and others don’t. According to their research, it all comes down to WHAT MOTIVATED the suicide.
There is a faction of note leavers who lash out at the person or group who controlled, manipulated, neglected, or abused them. But most absolve loved ones of any guilt. 70% were motivated to escape overbearing pain, be it physical or psychological. Nowadays, being a white male is the single biggest risk factor. WHY IS THAT? According to Case and Deaton, drastic changes in the LABOR MARKET is the MOST SIGNIFICANT factor. Meyer claims another driver.
“Hegemonic masculinity,” or a perception that heightened MASCULINITY must be portrayed at all times, a goal that no male can live up to. Sooner or later everyone needs to be vulnerable and let their emotions out. This inability to fit into such a rigid framework causes psychological pain in the form of guilt, shame, disgust, and self-hatred. This builds to the point where the person can no longer take it.
Another 23% of note writers ended it all due to unrequited love or love lost. 22% said they themselves created the problem which led to their decision. This includes the loss of a job, a breakup or divorce, legal troubles, arrest or an impending jail sentence, a looming financial problem, or a devastating medical diagnosis. Meyer says thereԒs a correlation between legal troubles and taking ones own life. “There is a really strong tie between things like DUIs and killing yourself,” she said.
The vast majority of notes absolved love ones, saying nothing could have been done to prevent the act. Most people who commit suicide find their own pain too overwhelming to bear. About a third of the notes mention religion, faith, or God. More women left notes than men. And oddly enough, more of the notes were written on the first of the month than any other day.
ItҒs unfortunate that many people have been touched by suicide in one way or another, yet most are resistant to talking about it. The authors hope the book will help those who are wrestling with it, or who have been hurt by someone who committed it, to speak out, and seek help. So what can we do to help lower instances of suicide? Meyer suggests limiting access to guns, dangerous pharmaceuticals, and other common means.
She also thinks everyone should take a course, much like how we go through driverӒs ed. to acquire a driverԒs license. Every student would be taught to recognize the warning signs and know how to get the person the help they need. Adults in higher or continuing education or the elderly in senior centers could also be offered such a course.
The biggest preventative aspect according to Meyer, rather than sense of resiliency, is acquiring more social connections and developing ones own sense of purpose. Those who feel isolated or adrift are more likely to consider suicide. “Part of it is the responsibility of the individual, but part of it is our responsibility of keeping that person connected,” she said. We usually perceive the warning signs, but don’t feel it’s right to interfere.
“In the coroners’ reports that we viewed, many people had called for welfare checks on their loved ones. They knew or feared that the person had harmed or killed himself or herself. If the impulse to intervene had occurred at an earlier point, the suicide might have been interrupted and averted. We must learn to trust our guts and to get past our own fears when someone is in trouble and in need of help.”
Section Dying America • Section Spiritual Diversions • Section Personal •
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Thursday, May 04, 2017
Book: Down and Out in the New Economy
Homeless and Unemployed in an Economy We’re Supposed to Think Is Liberating
In Ilana Gershon’s new book ”DOWN AND OUT IN THE NEW ECONOMY,” the employer power dynamic is called into question.
By Ilana Gershon
University of Chicago Press
April 27, 2017
The following is an adapted excerpt from the new book Down and Out in the New Economy: How People Find (or Don’t Find) Work Today by Ilana Gershon (University of Chicago Press, April 2017):
Chris, an independent contractor in his midfifties, knows a lot about what it means to deal with an unstable job market, especially during those moments when you are between gigs and don’t know when you are going to get the next one. There was a period in 2012 where he hadn’t had a contracting job for a while, and he had no idea how he was going to pay his rent. He realized he might be able to make his rent for another month, but if he didn’t get a job soon, he might be homeless. He decided that he needed to get his body ready for this very likely possibility. I started to sleep on the floor a few hours each night, as long as I could take it, so I could get used to sleeping on a sidewalk or on the dirt. That’s how bad it looked. It just seemed hopeless, Chris said. Out of the blue, a staffing agency based in India contacted him and offered him a contract in the Midwest, giving him enough money to make it through this bad patch. But this stark moment, in which he saw homelessness around the corner, is part and parcel of the downside of careers made up of temporary jobs. Chris responded to this possibility in the way that you are supposed to if you are constantly enhancing yourself. He began to train his body for living on the streets, realizing that he needed to learn how to sleep without a bed. He was determined to be flexible and to adapt to potential new circumstances. Seeing the self as a bundle of skills, in practice, means that for some people enhancing your skills involves training yourself to survive being homeless. This too is a logical outcome of our contemporary employment model.
I have studied how people are responding to this new way of thinking about work and what it means to be a worker. In the United States, people are moving away from thinking that when they enter into an employment contract, they are metaphorically renting their capacities to an employer for a bounded period of time. Many people are no longer using a notion of the self-as-rented-property as an underlying metaphor and are starting to think of themselves as though they are a business, although not everyone likes this new metaphor or accepts all its implications. When you switch to thinking about the employment contract as a business-to-business relationship, much changes - how you present yourself as a desirable employee, what it means to be a good employer, what your relationships with your coworkers should be like, the relationship between a job and a career, and how you prepare yourself for the future.
The self-as-business metaphor makes a virtue of flexibility as well as the practical ways people might respond in their daily lives to conditions of instability and insecurity. As Gina Neff points out in Venture Labor, the model encourages people to embrace risk as a positive, even sought-out, element of how they individually should craft a career. Each time you switch jobs, you risk. You don’t know the amount of time you will have at a job before having to find a new one, and you risk how lucky you will be at getting that job and the next job. And with every job transition, you risk the salary that you might make. If there is a gap between jobs, then some people will find that they no longer experience a reliable, steady, upward trajectory in their salaries as they navigate the contemporary job market. Yet this is what you are now supposed to embrace as liberating.
Chris’s experiences cycling between employment and increasing periods of unemployment was a familiar story for me. I interviewed so many people in their late forties to early sixties who had a few permanent jobs early in their careers. But as companies increasingly focused on having a more transient workforce, these white-collar workers found their career trajectories veering from what they first thought their working life would look like. They thought that they might climb the organizational ladder in one or maybe even three companies over the course of their lifetime. Instead, they found that at some point in their mid to late forties, they started having shorter and shorter stints at different companies. The jobs, some would say, would last as long as a project. And as they grew older, the gaps between permanent jobs could start growing longer and longer. They struggled to make do, often using up their savings or selling their homes as they hoped to get the next job. Some started to find consulting jobs in order to make ends meet before landing the hoped-for permanent job, and then found themselves trapped on the consulting trackliving only in the gig economy. True, not everyone felt like contracting was plan B, the option they had to take because of bad luck. In their book about contractors, Steve Barley and Gideon Kunda talk about the people they interviewed who actively chose this life. I met these people too, but they weren’t the majority of the job seekers I interviewed. Because I was studying people looking for a wide range of types of jobs, instead of studying people who already had good relationships with staffing agencies that provided consultants, I tended to meet people who felt their bad luck had backed them into becoming permanent freelancers. These were people who encountered the self-as-business metaphor as a relatively new model, one they felt they actively had to learn in order to survive in today’s workplace, as opposed to the younger people I interviewed, many of whom had grown up with the self-as-business model as their primary way to understand employment.
When you think of the employment contract in a new way, you often have to revisit what counts as moral behavior, since older frameworks offer substantively different answers to questions of moral business practice. People have to decide what it means for a company to behave well under this new framework. Consider the self-as-business model. What does a good company do to help its workers enhance themselves as allied businesses? What are the limits in what a company should do? What counts as exploitation under this new model? Can businesses do things that count as exploitation or bad practices now that might not have been considered problems earlier, or not considered problems for the same reasons (and thus are regulated or resolved differently)? Businesses are certainly deeply concerned that workersҒ actions both at work and outside of work could threaten the companys brand, a new worry - but this is the tip of the iceberg. And the moral behavior of companies isnt the only issue. Can workers exploit the companies they align with now or behave badly toward them in new ways?
Yet while these two metaphors - the self-as-property and the self-as-business - encourage people to think about employment in different ways, there are still similarities in how the metaphors ask people to think about getting hired. In both cases, the metaphors are focusing on market choices and asking people to operate by a market logic. Deciding whether to rent your capacities is a slightly different question than deciding whether to enter into a business alliance with someone, but in both instances you are expected to make a decision based on the costs and benefits involved in the decision. In addition, both metaphorical contracts presume that people enter into these contracts as equals, and yet this equality doesn’t last in practice once you are hired. In most jobs, the moment you are hired, you are in a hierarchical relationship; you are taking orders from a boss. Some aspects of working have changed because of this shift in frameworks, but many aspects have stayed the same.
Avoiding Corporate Nostalgia
I talked to people who were thoughtfully ambivalent about this transition in the metaphors underlying employment. They didn’t like their current insecurity, but they pointed out that earlier workplaces weren’t ideal either. Before, people often felt trapped in jobs they disliked and confronted with office politics that were alienating and demoralizing. Like many people today, they dealt with companies in which they were constantly encountering sexism and racism. Not everyone had equal opportunities to move into the jobs they wanted or to be promoted or acknowledged for the work that they did well.
However, as anthropologist Karen Ho points out, when you have a corporate ladder that excludes certain groups of people, you also have a structure that you can potentially reform so that these groups will in the future have equal opportunities. When you have no corporate ladder, when all you have is the uncertainty of moving between companies or between freelance jobs - you no longer have a clear structure to target if you want to make a workplace a fairer environment. If there is more gender equality in the US workplace these days than there was thirty years ago, it is in part because corporate structures were stable enough and reformers stayed at companies long enough that specific business practices could be effectively targeted and reformed. Part of what has changed about workplaces today is that there has been a transformation in the kinds of solutions available to solve workplace problems.
I see what people said to me about their preference for the kinds of guarantees and rights people used to have at work as a form of critique, not a form of nostalgia. People didn’t necessarily want to return to the way things used to be. When people talked to me nostalgically about how workplaces used to function, it was often because they valued the protections they used to be able to rely on and a system they knew well enough to be able to imagine how to change it for the better.
Many people I spoke to were very unhappy with the contemporary workplace’s increasing instability. They worried a great deal about making it financially through the longer and longer dry spells of unemployment between jobs. I talked to a man who was doing reasonably well that year as a consultant, and he began reflecting on what the future would hold for his children. He didn’t want them to follow in his footsteps and become a computer programmer, because too many people like him were contingent workers. He wanted them to have their own families and reasoned: “If everybody thinks they can be laid-off in two weeks, how would they feel confident enough to be a parent and know that they’e got twenty-one years of consistent investment?”
It is not that the people I spoke to necessarily wanted older forms of work. What many wanted was stability. No matter how many times people are told to embrace being flexible, to embrace risk, in practice many of the people I spoke to did not actually want to live with the downsides of this riskier life. The United States does not have enough safety nets in place to protect you during the moments when life doesnt work out. Because you are supposed to be looking for a new job regularly over the course of a lifetime, the opportunities when you might become dramatically downwardly mobile increase. There are more possible moments in which you have to enhance your skills at surviving on much less money or even living rough.
Changing Notions of What Counts as a Good Employment Relationship
When people are thought of as businesses, significant aspects of the employment relationship change. The genre repertoire you use to get a job alters to reflect this understanding as you use resumes, interview answers, and other genres to represent yourself as a bundle of business solutions that can address the hiring company’s market-specific temporary needs. Networking has changed what it means to manage your social relationships so that you can stay employed has shifted. Some people I met are now arguing that you treat the companies you are considering joining in the same way you would treat any other business investment: in terms of the financial and career risk involved in being allied with this company.
It is not just that you evaluate jobs differently when you know that your job is temporary - deciding you can put up with some kinds of inconveniences but not others. Instead, you see the job as a short-term investment of time and labor, and the job had better pay off - perhaps by providing you with new skills, new networks, or a new way of framing your work experiences that makes you potentially more desirable for the next job. What if this new framework allows workers to have new expectations of their employers, or can safeguard workers’ interests in new ways? If you have this perspective, what are the new kinds of demands that employees could potentially make of employers?
For Tom, this new vision of self-as-business was definitely guiding how he was judging the ways companies treated him and what was appropriate behavior. I first contacted Tom because I heard through the grapevine that he refused to use LinkedIn. I was curious, as I had been doing research for seven months by that point and only came across one other person who was not using LinkedIn (and has since rejoined). We talked about his refusal, and he explained to me that LinkedIn didn’t seem to offer enough in return for his data. He clearly saw himself in an exchange relationship with LinkedIn, providing data for it to use and in return having access to the platform. Fair enough, I thought: as far as I can tell, the data scientists at LinkedIn and Facebook whom I have met see the exchange relationship in similar ways. Yet Tom decided that what LinkedIn offered wasn’t good enough. It wasn’t worth providing the company with his personal data. So I asked him about various other sites that he might use in which the exchange might be more equitable, and he lit up talking about these other sites. For Tom, because he saw himself as a business, and viewed his data as part of his assets, he was ready to see LinkedIn as offering a bad business arrangement, one he didn’t want to accept. The self-as-business framework allowed him to see the use of certain platforms as instances of participating in business alliances. Some alliances he was willing to enter into, but not all.
This wasn’t his only encounter with a potentially exploitative business arrangement. He typically worked as an independent contractor, and a company asked him to come in for a job interview. When he got there, his interviewer explained that the position was a sweat equity job - Tom wouldn’t get a salary, but rather he would get equity in the company in exchange for his labor. “Okay” he replied. “So what is your business model?” His interviewer was surprised and discomforted to be asked this. He refused to answer; employees don’t need to know the details of the company’s business model, he said. Tom felt that this was wrong; because he was being asked to be an investor in the company - admittedly with his labor instead of with money, he felt should be given the same financial details that any other investor in a company would expect before signing on. It sounded to me like Tomגs interviewer was caught between two models: wanting the possible labor arrangements now available but unwilling to adjust whom he told what. The interviewer was not willing to follow through on the implications of this new model of employment, and as a result, Tom wasnt willing to take the job. This is one way in which the self-as-business model offers a new way to talk about what counts as exploitation and as inappropriate behavior - behavior that might not have been an issue decades ago, or would have been a problem for different reasons (perhaps because a couple of decades ago, few people found sweat equity an acceptable arrangement).
But this new model also opens up the possibility that companies can have obligations to their employees that they did not have in the same way before. Since companies often dont offer stable employment, they now provide a temporary venue for people to express their passion and to enhance themselves. Can this look like an obligation that businesses have to their workers? Perhaps - businesses could take seriously what it means to provide workers with the opportunities to enhance themselves. Michael Feher argues that if people are now supposed to see themselves as human capital, there should be a renewed focus on what good investment in people looks like - regardless of whether workers stay at a single company.
SHOULD COMPANIES now help provide TRAINING for an employee’s next job? Throughout the twentieth century, companies understood that they had to provide their workers training in order for them to do their job at the company to their best of their ability. Internal training made sense both for the company’s immediate interests and for the company’s ability to retain a supply of properly trained workers over the life of the company. Now that jobs are so temporary, who is responsible for training workers is a bit more up in the air. Yet some companies are beginning to offer support for workers to train, not for the benefit of the company, but so that workers can pursue their passion, should they discover that working at that company is not their passion. Amazon, for example, in 2012 began to provide training for employees who potentially want radically different jobs. Jeff Bezo’s explained in his 2014 letter to shareholders: We pre-pay 95% of tuition for our employees to take courses for in-demand fields, such as airplane mechanic or nursing, regardless of whether the skills are relevant to a career at Amazon. The goal is to enable “choice.” It makes sense for a company to support its workers learning skills for a completely different career only under the contemporary perspective that people are businesses following their passions in temporary alliances with companies.
This model of self-as-business might give workers some new language to protest business practices that keep them from enhancing themselves or entering into as many business alliances as they would like. For example, just-in-time scheduling in practice is currently preventing retail workers from getting enough hours so that they can earn as much as they would like to in a week. This type of scheduling means that workers only find out that week how many hours they are working and when. They cant expect to have certain hours reliably free, and they need to be available whenever their employer would like them to work. Marc Doussard has found that good workers are rewarded with more hours at work. While white-collar workers might get better pay in end-of-the-year bonuses for seeming passionate, retail workers get more hours in the week. If workers make special requests to have certain hours, Doussard discovered, their managers will often punish them in response, by either giving them fewer hours to work or only assigning them to shifts they find undesirable. In practice, this means that workers have trouble holding two jobs or taking classes to improve themselves, as unpredictable shifts will inevitably conflict with each other or class times. Predictable work hours, in short, are essential for being able to plan for the future - either to make sure you are working enough hours in the week to support yourself or to educate yourself for other types of jobs. Since companies are now insisting that people imagine themselves as businesses, what would happen if workers protested when companies dont allow them to “invest in themselves” or when they are thwarted from having as many business partnerships (that is, jobs) as possible? Perhaps employees should now be able to criticize and change employers’ practices when they are prevented from being the best businesses they can be because of their employers workplace strategies.
Section Revelations • Section Dying America • Section Workplace •
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