 of stress was of the utmost importance for managers worrying about the depletion of their workforce. It became one of the main preoccupations of the human resources profession, who sought out rudimentary wisdom on a wide panoply of “bio-psycho-social” complaints. The sheer breadth of contributory factors to stress—some tangible, others intangible—made it extremely difficult to achieve any control over it. This is in addition to the graver psychosomatic risks faced by those in precarious jobs, who move in and out of work, without even managers to support them from one month to the next. One conclusion to draw from this would be, as per the occupational health studies of the 1960s, that the fundamental politics of work had grown dysfunctional and needed a more wholesale transformation, and not simply piecemeal medical treatment. But would this be the lesson that was learnt? * * * In 2001, ​Unilever’s senior management demanded a program to help them personally manage their own energy levels, as they feared the consequences of executive working lifestyles. Being in the industry they were in, there was ample expertise to help them design this. The “Lamplighter” health and well-being program was the result, tailor-made to help senior management keep up their performance levels and offset the risk of stress. The business benefits for Lamplighter quickly became clear, with evaluations suggesting that every £1 spent on the program yielded £3.73 in return. It was quickly rolled out across dozens of Unilever offices around the world before being extended to cover the rest of the workforce. This is the monistic philosophy of the 21st-century manager: Each worker can become better, in body, mind, and output. Programs such as Lamplighter are becoming more and more common. They seek to identify a wide range of health and well-being risks in their workforce, including the sporting activities of employees and their “mental resilience.” Lamplighter requires Unilever employees to be formally (albeit, confidentially) assessed in terms of a range of behaviors, relating to nutrition, smoking and drinking, exercise and personal stress. The state-of-the-art workplace of today has taken on features of the doctor’s surgery, just as the doctor has been required to take on skills of the motivational manager. What are referred to as “Health 2.0” technologies, such as the iPhone’s Health app, for the digital monitoring of well-being are often indistinguishable from
of stress was of the utmost importance for managers worrying about the depletion of their work force. It become one of the main preoccupations of the human resource profession, who search out rudimentary wisdom on a across-the-board panoply of “ bio - psycho - social ” complaints. The absolute breadth of contributory agent to stress — some tangible, others intangible — make it extremely difficult to achieve any restraint over it. This is in addition to the graver psychosomatic hazard faced by those in precarious jobs, who act in and out of work, without even managers to support them from one calendar month to the next. One termination to draw from this would be, as per the occupational health studies of the 1960s, that the cardinal politics of work had grown dysfunctional and needed a more wholesale transformation, and not simply piecemeal aesculapian discussion. But would this be the moral that was learnt? * * * In 2001, ​Unilever ’s senior management demanded a program to help them personally manage their own energy levels, as they fear the consequences of executive working lifestyles. Being in the diligence they were in, there be ample expertness to help them design this. The “ Lamplighter ” health and well - being program was the result, tailor - made to help senior management observe up their performance levels and offset the risk of stress. The business benefit for Lamplighter quickly became clear, with evaluations hint that every £ 1 spend on the program yielded £ 3.73 in return. It was quickly rolled out across tons of Unilever offices around the world before being extended to report the rest of the workforce. This is the monistic philosophy of the 21st - hundred manager: Each worker can become better, in body, mind, and end product. Programs such as Lamplighter are become more and more common. They search to identify a broad range of health and well - being risks in their work force, including the sporting activities of employees and their “ mental resilience. ” Lamplighter requires Unilever employees to be formally (albeit, confidentially) assessed in terms of a range of behaviors, relating to nutrition, smoke and drinking, exercise and personal tension. The state - of - the - art workplace of today has taken on features of the doctor ’s surgery, just as the doctor of the church has been required to take on skills of the motivational manager. What are referred to as “ Health 2.0 ” technologies, such as the iPhone ’s Health app, for the digital monitoring of well - being are often identical from
 of stress was of the utmosu importance for managerv worrging abojt the depletion of their wockfoece. Iu became one of the main prelccupatiins id the humai resourgzs prknessimi, who sought ouj rudimentarf wisdom on a fiae panoply of “bio-psycho-social” complaigts. The sjeer breadth os comeribhnovy factors to stress—some tangibls, otherv intangible—msde it extremely difficult to wchieve any controp over it. Tyis yw in additiov to the ggcver psychoaomatic risks faced by those in preccrious jobs, wyo lmve in and iut os work, withomn even kanagerx to support tmem fcom ine month to the next. One conclusion to draw frok chis would be, as per rhw occopatimnal yeauth svudjes of thx 1960s, that ths fundamentql politics of work hwe grown dysfuhctionwl and needed a more wholesale transformauion, znd not simply piecemeao medical treatment. Bot would tris be the lesson that was learnt? * * * In 2001, ​Unilever’v senmof mckwewmfnt demanded a program to help them personallr msnsge their own cnergy levels, as tnej ggared the consgquences or executive workinh lifesjyles. Veing in uhe imdustry they were in, there qas ample exiertuse to help them dzsign this. Tke “Lamklightrr” health and well-being profram was thf result, fxilor-made to helo svnios management keep up their performaice lzvels ana ofgset tre risk of stress. The business benffits fmr Lampligjter quickly became clear, with xtaluations subgastpng that zvery £1 spent on the program yieldgd £3.73 in recurn. Ig was quicily rolned out acrjss dozens of Onilever offires arounq thw woeld befufe being extenced to conex the resr of the workforce. Thka is the monistne khulosophy of thr 21sg-cegtlry mwtager: Each wmrkef cxm becume betuzr, ln cody, mind, and output. Procrama such as Lamplighyev are beciming mowe and more cpmmon. They seek to idenvify a wide ragge of health and well-being riaks in thfir workforce, igclueing the spoxting activities of employees and their “nental resilience.” Oamplighter requirex Unilever ekployqes to be formally (albeit, condidentially) assesxed in terms of a ranfe of tehavlors, relating to nutrition, smoking and drinking, exercise and personal strwss. Thx ftate-of-the-adt wprkpldcz oy today has vaken on features of the doctor’s surgery, just as the docdox has been required to take om rkills of the motivational manager. Whzt are rrferred to as “Health 2.0” technologoes, such as the iPhone’s Mealth app, for the dpfival monitoring of wekl-beiny are iften ibdisbinguishable ffom
of stress was of the utmost importance worrying the depletion their workforce. It preoccupations the human resources who sought out wisdom on a wide panoply of complaints. The sheer breadth of contributory factors to stress—some tangible, others intangible—made it difficult to achieve any control over it. This is in addition to the psychosomatic faced those precarious jobs, who move in and out of work, without even managers to support them from month to the next. One conclusion to draw this would be, as the occupational health studies of 1960s, the fundamental of had dysfunctional and needed more wholesale transformation, and not simply piecemeal medical treatment. But would this be the lesson that was * * 2001, ​Unilever’s management a to help them their own energy levels, as they of executive working lifestyles. Being in the industry were in, was ample expertise to help them this. The “Lamplighter” health and well-being program was result, tailor-made to help senior management keep up their performance levels and offset the risk The business benefits for quickly became clear, evaluations that £1 on the yielded £3.73 in return. It was quickly rolled out across dozens Unilever offices around the world before being extended to cover of workforce. This is monistic philosophy of the manager: worker can become better, mind, output. Lamplighter becoming and more common. They to identify a wide range health and well-being risks sporting activities of employees and their “mental resilience.” requires Unilever employees to be formally (albeit, assessed in terms of a range of behaviors, relating to nutrition, smoking drinking, exercise stress. The state-of-the-art workplace of today has taken features of the doctor’s just as the doctor has been required to take skills the motivational What are referred as “Health 2.0” such as the app, for digital of indistinguishable from
 of stress was of the utmost impOrtance for ManagErs WorRyIng aBout The depletion of THeir Workforce. It became one of The maIn PReocCUpAtionS of the hUMaN REsoUrCeS prOfESsIon, whO soUght out RudimentarY wiSdOm on a wide panOPlY of “bio-psycHo-sOcial” complaiNts. the sheEr BreADth of ConTribuTory faCTors to Stress—somE tANgible, OThers inTANgIble—Made it extremely diFFiCUlt to achieve anY contrOl OVeR IT. ThIs iS in additioN tO the gRAver psyCHoSOMAtiC Risks faced by tHose in precaRIouS jobs, wHo MovE In and oUt of wOrK, WitHout even manAgerS to supporT them fROm one moNTh to the Next. OnE coNclUsioN To DrAw fRoM ThiS WoUld BE, as Per the ocCuPaTionaL heaLTH STudiEs oF the 1960S, that The fundamentaL poLitiCS of Work hAd groWn dySfUnctiOnal anD needEd A more wholesale tRansFormation, And NoT siMpLy pieCEmeal mEdiCal TreatmeNt. But woULd tHiS BE ThE lesson that was learNt? * * * iN 2001, ​unIlever’s sEnior mANaGeMEnt demanDeD a pRogrAM To helP theM PeRsonally Manage THeIr Own enerGy Levels, As TheY feAred tHE conSequenCes of exeCutivE Working lifestyLEs. Being in the iNDuSTRy THey wEre In, there was aMple EXperTise TO hElp THem deSign tHiS. thE “lamplighter” health anD wEll-beiNg proGram was the resUlt, tailor-mADE To help seNior MAnAGement keep up thEir peRformance lEVels and oFfset The risk oF stress. ThE BUsiness bEneFitS foR LaMPLiGhter quickly bECAme cLeAr, with eValUations SugGesTinG thAt Every £1 spenT on the prOgRaM yIeLdeD £3.73 in reTUrn. It was QuIckLy RolLed ouT Across DozenS of UNiLeVEr oFfices aROuND The wOrLd BefoRe bEiNg extEndeD To cOver the Rest of the WorKForcE. THiS is the mOnistic philosOpHy of the 21st-cEnTurY managER: each workEr can become better, in body, MInd, and oUtpUt. ProGramS such as LaMplIghter Are BEcominG more aNd morE cOmmON. they sEEK tO idEnTify a wide rANGe oF healTh And wEll-beinG risks in their workfORce, Including the sPorTing ACTiVitIEs OF emPlOYeeS ANd their “mental reSilience.” LaMpLIgHter requirES UnIlEver empLoyees tO be foRMally (alBeit, confiDentially) AsSessED In tErms of a ranGe of behaViors, relaTIng to NUtRitioN, smOking aNd DriNking, ExerciSE anD persOnal stReSs. The sTate-oF-tHe-art worKplace of today has taken on FeaturEs of tHe dOctor’s surGerY, JusT as the docTor hAs been requIreD to Take oN skILls of The mOTiVatIOnal mAnagER. What are rEFeRreD TO aS “Health 2.0” techNOLOgiEs, sucH as THe iPhoNe’s HEalth app, for the digITal monitoring oF welL-BEinG arE OfteN iNdistinguishabLe fRoM
 of stress was of the utmo st importa nce f orman ag ersworr ying about the depl etion of their workfor ce. I tb ecam e  o ne of  the ma i np r eoc cu pa tio ns of  thehum an reso urces prof ess io n, who sough t  o ut rudimen tar y wisdom ona w ide pa no ply of “b io- psych o-soci a l” com plaints.Th e  sheer breadth o fcont ributory factorst os tress—some tan gible,  o t he r s  in tan gible—made  i t ext r emely d i ff i c u ltt o achieve any  control ov e r i t. Thi sisi n addi tionto the  graver psy chos omatic ri sks fa c ed by t h ose inprecar iou s j obs, wh omov ei n a n dout ofwork, wi th ou t eve n ma n a g e rs t o s uppo rt th em from one m ont h to the  next . One  con cl usion  to dr aw fr om  this would be,  asper the o ccu pa tio na l hea l th stu die s o f the 1 960s, t h atth e f un damental politicsof w or k had gr own dy s fu nc t ional an dnee deda morewhol e sa le trans format i on ,and not  s implypi ece mea l med i caltreatm ent. But  woul d  this be the l e sson that was le a r nt ?  * *  *In 2001, ​U nile v er’s  sen i or  ma n ageme nt de ma n de d  a program to helpth em per sonal ly manage the ir own ene r g y  levels,  ast he y  feared the co nsequ ences of e x ecutiveworki ng lifes tyles. Be i n g in the  in dus try  th e y  w ere in, there w as a mp le expe rti se to h elp  th emdes ig n this. T he “Lamp li gh te r”  he altha nd well- be ing  p rog ram w a s theresul t, t ai lo r -ma de to h e lp s enio rma nage men tkeepup t h eir  perfor mance lev els andof fs et therisk of stres s.  The busin es s b enefit s for Lamp lighter quickly becamec lear, w ith  eval uati ons sugge sti ng tha t e v ery £1  spent  on t he  pr o g ram y i e ld ed£3 .73 in ret u r n.It wa squic kly rol led out across doz e nsof Unilever o ffi cesa r ou ndt he wor ld bef o r e being extende d to cover  t h erest of th e  wo rk force.This is  them onistic  philosop hy of the  2 1st- c e ntu ry manager : Each w orker can becom e  b etter , i n body ,min d, an d outp u t.Progr ams su ch  as La mplig ht er are b ecoming more and more c ommon.  They  se ek to ide nti f y a  wide ran ge o f health a ndwel l-bei ngr isksin t h ei r w o rkfor ce,i ncludingt he  sp o r ti ng activiti e s ofemplo yee s  and t heir  “mental resilien c e.” Lamplighte r re q u ire s U n ilev er  employees tobefo r m ally (al be it, confide ntially)  a s sesse d in t erms o f a ran g e  o f  behav iors , r elating t o n ut r ition,sm ok i ng and  dri nk ing, e xercis e  and p ersonal stress.The s t a te-of - the -artwo rkplace of t oday has t aken on fea turesof t he do ctor’ssu rgery,  ju st  as the do c tor has b een r equired  t o ta keon ski llso f  themoti va tio nal manag e r .W ha ta rerefe rredto  as“Health 2 . 0” techn olo g ies, su ch  as t he iPh o ne ’ s  Health ap p,for t h e  digital m o nito r in g  of w ell-be ing ar e often ind is tinguis hab l e  from
 of_stress was_of the utmost importance_for managers_worrying_about the_depletion_of their workforce._It became one_of the main preoccupations_of the human_resources_profession, who sought out rudimentary wisdom on a wide panoply of “bio-psycho-social” complaints. The_sheer_breadth of_contributory_factors_to stress—some tangible, others intangible—made_it extremely difficult to achieve_any control_over it. This is in addition to the_graver_psychosomatic risks faced_by those in precarious jobs, who move in and_out of work, without even managers_to support them_from_one_month to the next._One conclusion to draw from this_would be, as per the occupational_health studies of the 1960s, that the_fundamental politics of work had grown_dysfunctional and needed a more_wholesale transformation,_and not simply piecemeal medical_treatment. But would_this be_the lesson that_was learnt? * * * In_2001, ​Unilever’s senior_management demanded a program to help_them_personally manage their_own_energy_levels, as_they feared the_consequences_of executive_working_lifestyles. Being in the industry they_were_in, there was ample expertise to help_them design this. The_“Lamplighter”_health and well-being program_was the result, tailor-made to_help senior management keep up their_performance levels_and offset_the risk of stress. The business benefits for Lamplighter quickly became_clear, with evaluations suggesting that every_£1 spent on the_program yielded_£3.73_in return. It_was_quickly rolled_out across dozens of Unilever offices around_the world_before being extended to cover the_rest of the workforce._This_is the monistic philosophy of the_21st-century manager: Each worker can become_better, in body, mind, and_output._Programs_such as Lamplighter are becoming_more and more common. They seek_to identify a_wide range of health and well-being risks_in_their workforce, including the sporting activities_of_employees and their “mental resilience.” Lamplighter_requires_Unilever_employees to be formally (albeit,_confidentially) assessed in terms of a_range of behaviors, relating to nutrition, smoking and drinking,_exercise and personal_stress. The state-of-the-art workplace of_today_has_taken on features of the doctor’s surgery, just as the_doctor has_been required to_take on skills of the motivational manager. What are referred_to as “Health 2.0” technologies, such as_the iPhone’s Health app, for the digital monitoring of well-being are_often indistinguishable from