Rlchard Pettlnger

SUMMARY BOX 2.1: CANTEEN CULTURES AND BUNKER MENTALITIES AS A SOURCE OF STRESS

This is a serious problem in many organizations, locations, and sectors. Here is an example.

Japanese government emergency response

The inadequacy of the Japanese government in responding quickly to crises and emergencies became apparent at the time of the Japanese Airlines disaster of 1987 and the Kobe earthquake of 1992. There was a direct con flict between the need to respond quickly, the capability to do this, and the perceived political drive of cabinet ministers and senior public of ficials. The need to respond quickly was driven by the fact that in each case a speedy response would save lives. The capability was present – but it was not Japanese. It was American.

US military personnel stationed in Japan and trained in disaster management and rescue missions were on both occasions capable and available. They were not called on because of the perceived loss of face that would have arisen if the government, by impli- cation, was seen to be unable to respond to its own crises and emergencies.

Considerable stress was therefore caused all round. US military personnel were forced to stand by and watch people die or become seriously ill. Those involved in the crises and their relatives would have accepted help from anywhere. Senior Japanese political and public figures acknowledged the problems, but because of their own cultural pressures were nevertheless required to tackle them in their own ways. This is not a judgment on what was done, or on why or how it was done. It does, however, illustrate the extensive potential for cultural differences and working relations and the resulting clashes that can lead to stress.

14 STRESS MANAGEMENT