Sometimes the problems and situations around which we coach at work are analogous with an iceberg: what appears on the surface is far from the whole concern and it may be that what lies beneath is more significant. Whilst I would never advise dabbling in amateur psychotherapy I do feel it wise that managers develop at least some degree of awareness around the main psychological problems that can be creating difficulties at work. Consider for example, alcoholism and drug addiction.

To begin with, a few definitions:

Addiction

Repeated consumption of a substance on which the user has become physically or psychologically dependent.

Physical Dependence

A state in which the body has adjusted to the substance.

Tolerance

A process of adjustment where the body needs increasing doses to achieve the same effect.

Withdrawal

The unpleasant side effects when use of a substance is discontinued.

Psychological Dependence

A compulsion to use a substance for its pleasant effect.

Griffiths (1995) suggested that there are six elements within addictive behaviour:

Salience

How important the behaviour becomes.

Euphoria

The rush or high produced by the behaviour.

Tolerance

How much is required to produce the desired effect?

Withdrawal

What happens when the addictive behaviour stops?

Conflict

The conflict which can be felt internally or amongst an addict's social group

Relapse

The propensity to resume the addictive behaviour.

Let's now consider some of the factors surrounding alcohol abuse:

Who?

Generally speaking anyone, Although it typically occurs during middle age, within the higher social classes.

Why?

There are many reasons for alcohol abuse. There are social factors such as celebration or 'drowning your sorrows', psychological factors and also particular genetic predispositions.

We can explore these same areas as they apply to drug addiction:

Who?

Again the tendency is for drug abuse to start in adolescence. Sadly this can often begin with a perfectly valid prescription from a doctor for tranquillizers or barbiturates.

Why?

This seems to be a combination of availability and social learning.

It is interesting to note that of all the conditions within 'abnormal psychology' it is often alcohol and drug abuse which receive the most sympathy. Our media is awash with concern for the Robert Downeys and Amy Winehouses yet screams for the life long incarceration of all schizophrenics at the same time. Yet which of these two groups of sufferers is more responsible for their conditions?

What then of the coaching manager who uncovers these signs when coaching around workload management or time keeping? The sensible option would appear to be sticking to solid coaching principles. Ask questions designed to raise awareness, generate responsibility and build trust then listen carefully and attentively to the responses. This is highly unlikely to make things worse and may actually do quite a lot of good.

Thereafter, we can refer the coachee to appropriate professional help. This is why I think all coaching managers should familiarize themselves with the welfare procedure used in their organisations.