Creating Psychologically Healthy Workplaces
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Creating Psychologically Healthy Workplaces

Edited by Ronald J. Burke and Astrid M. Richardsen

Workplaces can often be sources of stress, interfering with both job satisfaction and performance. This book explores ways to combat the factors contributing to an unhealthy workplace by building on the advances in positive psychology and organizational scholarship over the last 15 years.
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Chapter 2: Pseudoscience won’t create a psychologically healthy workplace

Matthew J. Grawitch and David W. Ballard


Psychologically healthy workplaces have become a prominent topic of conversation in contemporary organizations and the popular business press, and this prominence has led to a myriad of recommendations made by various authors. While some of them are evidence based, others are grounded in anecdotal experience, myths and outright pseudoscience. This chapter provides a discussion of the sources of some of this faulty information, focusing on four areas: case studies, consulting firms, business axioms, and benchmarking and best practices. The chapter then provides some recommendations to help enhance consumers’ evidence-based decision making (EBDM) when it comes to information about psychologically healthy workplaces.

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