psychology self help mind guide to surviving working life

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Page 1: Psychology Self Help Mind Guide To Surviving Working Life

The Mind guide to surviving workinglife

Page 2: Psychology Self Help Mind Guide To Surviving Working Life

The Mind guide to surviving working life

‘In order that people may be happy in their work, these threethings are needed: they must be fit for it; they must not do toomuch of it; and they must have a sense of success in it.’ John Ruskin

‘Whenever I’m off work, my total goal is to get back again, tobeing what I should be, what I can do, to actually using my skills.’ Mind Inquiry witness

‘Jane, my boss, has just been to visit me. She was very caringand kind. She said “Woman to woman, just get better andcome back to work; we need you there.” She has really helpedme to hang on to the notion that I do have a future and onethat involves working again.’ A Survivors’ Guide to Working in Mental Health Services

This leaflet is about staying well at work, whether youare returning to the world of work after time away withmental distress, in fear of ‘going under’ with work stress,or trying to maintain a healthy working life.

A job should be much more than simply a way of earninga living. It provides identity, contact and friendship withother people, a way of putting structure in your life andan opportunity to meet goals and to contribute. Not allwork is paid work. People work and gain skills in manyways: through bringing up children, caring for relatives,maintaining the home and garden, and being involved inlocal democracy or community organisations. While theseare all tremendously important, the focus of this bookletis paid employment.

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How do work patterns affect us?

People can now expect many changes in the course of theirworking lives. It may involve changing employer, re-training,periods of unemployment, and even complete changes ofoccupation. More and more, people have short or fixed-termcontracts, or work on a self-employed basis, and have careerbreaks. The emphasis is on ‘lifelong learning’, with individualsconstructing their own career paths. This can lead to greatuncertainty and insecurity, as well as unrealistic workloads forsome and no work for others. And while it’s possible to embracean alternative point of view, and thrive without paid employment,unemployment generally leads to poor physical health, poormental health and poverty in the world as it is.

Those who lose their jobs through mental distress face a hostileworld when they try to return to work. Having a job to go tocan positively help recovery. Yet, while being employed may begood for our mental health, work stress is now more of anissue than ever. Over two million people experience illnessescaused or made worse by their work.

What causes stress at work?

The Health and Safety Executive defines stress as: ‘The adverse reaction people have to excessive pressure or other types of demand placed on them.’

The job Job demands that can lead to stress include: having too muchto do, or too little to do; work that is too difficult or too easy;being under pressure to meet deadlines; lack of control overthe pace of the work or how to get the job done; shiftworking, and physically demanding work.

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People doing repetitive tasks, at a high pace, with little freedomto take decisions are especially at risk. Poor working conditions,such as noise or bad lighting, poorly designed equipment,exposure to hazards or witnessing other people’s suffering areall sources of stress. People who are simply in the wrong jobfor their skills, abilities and expectations are also likely toexperience stress.

Your role in the organisationProblems can occur if people aren’t clear about the scope orresponsibilities of the job. Conflicting demands make them feelvery torn. For example, the demands of quantity versus quality,or quantity versus safety, or being expected to do thingsagainst their beliefs or personal and professional standards.This is made worse by lack of managerial or supervisorysupport. Meanwhile, managers and supervisors can find thatthe responsibility to provide this support conflicts with othergoals expected of them by the organisation. Or they may notreceive the training to enable them to offer effective support.

Relationships at workRelationships with those you report to or supervise, and withother colleagues, can all have an enormous effect on the qualityof working life, and can be sources of stress or support. Supportiverelationships can give protection against other workplace pressures.Working in isolation from others makes it more difficult to buildsupportive relationships (for example, people who work at homeor run their own small businesses). Other forms of isolation includebeing the only Black person, or woman, or man in a workplace.Bullying has become a major source of stress and is verydestructive, personally and to the organisation. (See Mind’sbooklet, How to Deal with Bullying at Work. For details of thisand other booklets mentioned, see Further reading, on p. 18.)

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Career developmentFeeling trapped in a dead-end job, or insecure, is also veryundermining. This may be because there are only limitedopportunities for promotion and training, or because of jobinsecurity, the threat of redundancy through organisationalrestructuring, or because you are working on a fixed-termcontract.

Organisational structures and culture The operating style or ‘culture’ of an organisation may causethe problems. It may include lack of communication, consultationor participation in decision making, and unjustified restrictionson behaviour. If there are no policies in place to cover thesematters, there will be no clear standards for the behaviour thatis expected, and no system for individuals to challenge racism,sexism or other discrimination or harassment. This fosters theattitude that people should just deal with it on their own. Anorganisation that runs on fear, or interprets stress as individualsnot coping, will simply generate more stress.

Personal factors What we bring with us to work can also contribute to stress.This may be the conflicting demands of managing home andwork life, personal crises, such as illness or bereavement,financial worries, or the psychological factors that can drive us to unhealthy working patterns.

The feeling of being under impossible pressures, or boredbeyond bearing, may be obvious enough. Psychologicalsymptoms of stress include fatigue, poor concentration,sleeplessness, irritability, depression, anxiety and changes in appetite. 5

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One common pattern is when a person works harder and harderto close the gap between what they are achieving, and what theythink they should be achieving. They stop taking breaks, lose touchwith their own needs and sense of enjoyment, and feel guiltywhen they are not working. Working harder brings exhaustion,people’s performance deteriorates, and they become more andmore anxious, because it’s a losing battle. It leads to loss ofenergy, emotional exhaustion, poor sleep, indecisiveness, andincreased drinking, smoking, eating or spending. The personfeels trapped, and becomes depressed.

How can I tackle stress?

This means dealing with its root causes, responding to distressat work and helping people who have become ill through stressto recover. Much of this has to be tackled at an organisationallevel. (See Managing for Mental Health: The Mind employers’resource pack, under Further reading, on p. 18.) However,there are many things employees can do.

Preventing stress means achieving a balance between demandsand the capacity to respond to them. Learn to recognise whatyou find stressful in the work environment and what helps youwork well. Taking action, however small, can improve your lifeat work and stop you feeling trapped or the victim of people’sdemands. You may be free to do some things without referenceto anyone else, but otherwise you will need to negotiate, formallyor informally, with other colleagues or managers.

For example, some people find that they work best within astructure. Others prefer to be given clear goals and then allowedto get on with the job, at their own pace, in their own way. Ifthere is too much or too little structure in your job, you couldtry to agree changes with your supervisor.

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Here are some more ideas:

Work organisation and environment• Make your own work environment as comfortable to work in

and appropriate to your needs as you can. If necessary, enlistthe help of a health and safety officer, or the occupational health or welfare service, if there is one.

• Build your own support network.• Learn assertiveness (see Further reading, on p. 18) and

practise it to protect yourself from unreasonable demands. • Discuss your workload, or the organisation of your work with

your manager or supervisor. If you can’t resolve the problem of unrealistic goals or deadlines in this way, talk to the personnel department, trades union representative or other relevant members of staff.

• Make the most of supervision sessions to get feedback on your work, to set realistic targets and to air problems. See how your goals fit in with the organisation’s overall aims and objectives.

• Avoid long hours, if possible. They may be all right in the short term, if the work has a specific purpose and is clearly defined. A team effort to complete an urgent project may be very satisfying. However, working longer hours does not generally lead to more or better results.

Organisational culture• Treat colleagues with the respect and consideration you want

from them.• Seek and give support for taking on new challenges (for

example, talking through with a colleague how best to approach a new task, and skill-sharing).

• Be aware of any policies on harassment, bullying or racism, so that you know what behaviour the company considers unacceptable, how to challenge it and what back-up there is.

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• If you are aware of bad practice in the organisation (for example, financial corruption or abusive behaviour towards clients) find a way of blowing the whistle and speaking out about it. Do protect your own position, and get advice, for example, from the union, employee assistance programme (if your organisation has one) or Public Concern at Work (see Useful organisations, on p. 16).

Personal issues• Use flexitime (flexible working hours) if it’s available, to suit

your needs, so that if you have difficulty with rush-hour travel,for example, or need to leave work early some days (to get to a support group, or to fit in with child care), you can.

• Look after yourself through exercising, healthy eating and tackling addictions to alcohol, smoking or other drugs. Learnrelaxation techniques and practise them. (See The Mind Guideto Relaxation, details on p. 18.)

• Talk to someone you trust, at work or outside, about what upsets you or makes you feel stressed. This is not a sign of weakness, it’s taking responsibility for your wellbeing.

• Work regular hours and take the breaks and holidays you’re entitled to. If things are getting too much, book a day off or a long weekend.

• Nurture your life outside work (relationships, recreation, outside interests, and the abilities your job does not tap) or it might go away.

Career development: staying or moving on• Make the most of any opportunities for training and

development offered by the employer. • Keep your CV up to date, and plan for the future. It’s worth

analysing your career path, whatever your situation, so that you can be positive about staying or moving on.

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• Use careers counselling or similar expertise if you feel stuck, bored, want a change of direction, or feel your job is doing you harm and you don’t know what you want to do. A crisis can force a change of direction, though it’s probably not a good idea to make major life-decisions when you are in the midst of one. Look at the options, when you are able (there will almost certainly be more than you first thought) so you can act when the time is right.

• Use whatever counselling or support is available, if you are facing redundancy or retirement.

If stress, work overload, bullying or poor communication areissues for you, they are probably issues for others in theorganisation as well. Sharing your concerns with those youtrust could open the way to a more concerted attempt to getyour employer to introduce changes. You might want to negotiatebetter consultation within the organisation, or lobby for ananti-bullying policy, a commitment to tackling stress throughhealth and safety policies, or an investment in staff support.Some organisations provide employee assistance programmesoffering employees free advice and counselling; others haveinternal systems such as co-worker support. Making someadjustments around individual needs and circumstances shouldbe a matter of good practice for employers. Direct your effortsto those who can make the change that you want.

What if I do become distressed at work?

Anyone can become upset and reveal to their workmates thatthey are human! People who use mental health services mayhave particular need for a safe space to express feelings. Ifsomeone is going through a mental health crisis or breakdown,whether or not it‘s caused by work stress, it will beexperienced in their working life.

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Ways of coping • A brief time-out period when you are distressed could restore

you and allow you to continue working. • You could learn specific therapeutic techniques using

breathing or meditation, or exercises that shift your energy. • You may need a quiet place away from colleagues and

clients to shout or cry. • You may need someone to be with you.

If you know what you are likely to need, you may be able tomake or negotiate, in advance, the conditions that will allowyou to help yourself. Afterwards, when you are feeling better,consider talking through what there is to learn from the situation,and telling your employer what your needs are, for the future.

Getting helpIf you are afraid for your mental health, or other people areexpressing concerns, you may want to get professional help.This is not giving in, it‘s taking action. If you work for a largeorganisation, they may have an occupational health service.Someone on the spot is not only easier to access, but has theadvantage of understanding the particular workplace andbeing a potential ally in dealing with your supervisor. However,if you do not feel secure enough in your job to approach them,or you want something more independent, you may prefer totalk to your own GP or a counsellor. You may need time offwork; sickness absence with mental health problems is just asvalid as that for any other health problem.

Returning to workNo-one has to apologise or justify being in mental distress, anymore than they would if recovering from an accident or operation.In the midst of a mental health crisis, people sometimes say ordo things they wouldn’t otherwise say or do. Afterwards, theymay feel the need to rebuild relationships.

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But, very often, other staff will just be glad to see you back at work, and you should try to accept it. People are able toempathise, and are more likely to have been wrapped up intheir own lives and work, rather than preoccupied with whyyou have been off sick or what led up to it.

How can I keep my job after a breakdown?

A friendly reception after time off sick may be all that is neededfor a successful return to work. A gradual build-up to full hourscould also be very helpful, just as you might expect after breakinga leg or a major operation. See if your employer will considershort-term (or even permanent) changes to your job or hours,if you feel this is needed.

The Disability Discrimination Act (DDA) places a legal duty onsome employers to make reasonable adjustments to their premisesor practices for disabled employees. This includes some peoplewho have been diagnosed mentally ill (see the section Your rightsat work, on p. 13) and applies to new applicants as well as toexisting employees. Many employers will want to retain employees,but it would be unlawful, in some circumstances, to dismisssomeone on health or disability grounds, if adjustments havenot been considered.

For many people, what matters is knowing that they don’thave to hide distress and will be allowed to get on with thejob. It will be a great relief to be allowed to manage your workin a way that uses your energy, does not pressurise you andtrusts you to know when to stop. If you need feedback fromanother person to help you recognise when you are overdoingit, you could discuss with a trusted colleague what they needto be aware of, and what kind of support you would welcome.

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The various strategies for preventing and coping with stress anddistress are more necessary than ever in this context. It mighthelp ease the return if you personalise your workspace, or havesome item to see and touch that makes you feel at home andsafe. You could use plants, pictures or photographs, somethingyou associate with your family or that has spiritual significance,or put up your get well cards. Having an affirming statementwhere you can see it could also help.

Many of the adjustments that can help with mental health arethings you might expect an employer to adopt as a matter ofordinary good practice. Some you may be able to organise foryourself; others would require action, or at least agreement, onthe part of the employer. The key to negotiation with the employeris to think creatively about what will enable you to do your jobeffectively. Here are some examples:• Using voice-mail to take messages (without slowing down

the overall response time) if phone calls make you anxious. • A quiet workspace to avoid distractions and aid concentration,

or being able to work from home. • Changing your supervisor, if another would be more flexible. • Restructuring a job or temporarily reallocating some of the

duties (for example, ‘front-line’ work). • Using email when face-to-face contact is too stressful. • Flexible hours to accommodate therapy, medical appointments,

rush-hour pressures or the morning grogginess associated with some medicines.

• On-the-job support, or permission for a support worker to come in or to be contacted during work hours.

• Permission to take time out when distressed, or when it wouldprevent getting high or overtired. This could just be a few minutes away from the workstation, going out for some air, or having a short rest.

• A workstation by a window, or a lightbox, if you have seasonal affective disorder.

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You are probably the best judge of what would be most successfulfor you. If you want to think through some of the possibilitieswith another person, before negotiating with the employer, youcould speak with someone involved with your care or treatment,with a disability employment adviser (via a Jobcentre) or asupported employment organisation. (Mindinfoline could giveyou leads on local contacts.) This person may be able to backup your request should you want them to. (For moreinformation, see p. 14, and Useful organisations, on p. 16.)

Your rights at workThe law says you have a right not to be discriminated againstin employment on grounds of race, gender, or disability. Youalso have a right not to be unfairly dismissed if you have beenwith an employer for one year, or more. Other rights relate tobreaks, hours, maternity or parental leave and belonging to aunion. Employers have a duty to control risks to health andsafety and this should include stress. Your trades union or localCitizens Advice can tell you more about employment rights.The Commission for Racial Equality, the Equal OpportunitiesCommission (about sex discrimination) and the Disability RightsCommission all work towards equal opportunities legislation.The Health and Safety Executive provides information onworkplace hazards, including stress. (See Useful organisations.)

The employment sections of the DDA apply to organisationswith 15, or more, employees, although it’s expected that smalleremployers will be brought in. The Act requires employers not totreat disabled employees or applicants less favourably than otherpeople. They must make ‘reasonable adjustments’ (see p. 15),in other words take reasonable steps to change work environmentsor arrangements that put a disabled person at a substantialdisadvantage. The law applies to training and promotion, aswell as recruitment, and outlaws victimisation of people bringingcomplaints.

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A person with a mental illness that has a substantial and long-term effect (12 months, or more ) on their ability to carry outday-to-day activities is considered disabled. You would still becovered if these effects were controlled by treatment, if you haverecurrent episodes, or if you have met the definition in the past.

You can ask for adjustments, under the DDA, at the point whenyou need them, even if you did not volunteer information aboutmental health problems earlier. However, if you were askeddirectly about your health record when you applied for a job,concealing information could be grounds for dismissal. TheDDA does not protect against this.

If you have a complaint under the DDA, or any other lawrelated to employment, you can take it to an employmenttribunal. Get advice from your trades union or from CitizensAdvice. Mind’s legal unit (contacted via Mindinfoline) can offeradvice and information concerning mental health and the DDA.(See Useful organisations, on p. 16, for more information.)

Should I tell my employer?

Some people say you should be open about a psychiatric history.Others advise against it, where there is a choice. Some recommendwaiting until the employer has formed an impression of you basedon your abilities and character, not on their preconceptions.Some companies have positive policies on disability and equalityat work, which ought to mean that openness is less of a risk.

Disability Service Teams aim to provide a coherent employmentadvice and assessment service for employers and people withdisabilities. They are part of the Employment Service and canbe contacted through your local Jobcentre.

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An employer only has to make adjustments for needs that theyknow about. If you want the protection of the DDA, or simplywant your employer to understand your needs, you will haveto make sure that someone in a responsible position knowswhat they are. This could be your manager or the humanresources (personnel) department.

If you do decide to tell, think about how and when to do it,how much information you want to give, what kind ofinformation, and with whom to share it. For example, thehuman resources department may know your diagnosis, butthey don’t have to tell your supervisor or workmates.

You don’t have to go into personal details; focus on what youneed for the job. Employers’ concerns tend to arise out ofassumptions about poor work performance. They want to knowif you’re up to the job and will get along with the customersand the rest of the team. If you can show that your objective is to get the job done, this should go a long way to reassuringthem. If you can be straightforward and unembarrassed aboutyour history, this will help them get it in to perspective.

The potential risks of disclosing something about your mentalhealth history include: • not getting the job • being teased or harassed by other employees • being assumed to be a less productive member of the team • having fewer opportunities for career development • being treated as more vulnerable than other employees, or

having everything (anger, excitement, an off day, time off sick, or a grievance) put down to mental illness

• coming under closer scrutiny than other employees, and having to work harder to gain the same respect

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The potential benefits of disclosure are:• Being open about it can encourage others in the same situation.• Keeping it secret may be too stressful, or against your beliefs. • It gives you a basis for requesting adjustments to your job or

work environment. • It could open the way for involving an outside adviser or

support worker, who could see you at work or speak directly with your employer.

• It could make it easier to go into work at times when your symptoms are greater.

• It enables you to enlist the support of colleagues.

Useful organisations

The Andrea Adams TrustHova House, 1 Hova Villas, Hove, East Sussex BN3 3DHhelpline: 01273 704 900, email: [email protected]: www.andreaadamstrust.orgAnti-bullying organisation

Commission for Racial Equality (CRE)St Dunstan's House, 201–211 Borough High Street London SE1 1GZtel. 020 7939 0000, fax: 020 7939 0001email: [email protected] web: www.cre.gov.uk

Equal Opportunities Commission (EOC)Arndale House, Arndale Centre, Manchester M4 3EQtel. 0845 601 5901, fax: 0161 838 1733email: [email protected] web: www.eoc.org.uk

Employment Tribunalsweb: www.employmenttribunals.gov.uk

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Health and Safety Executive Information ServicesCaerphilly Business Park, Caerphilly CF83 3GGinfoline: 08701 545 500, fax: 02920 859 260minicom: 02920 808 5537email: [email protected]: www.hse.gov.uk

New Ways to Work1–3 Berry Street, London EC1V 0AAtel. 020 7253 5358email: [email protected] web: www.new-ways.co.ukCampaigns and provides expertise on new and flexible ways of working

Public Concern at WorkSuite 306, 16 Baldwins Gardens, London EC1N 7RJtel. 020 7404 6609, fax: 020 7404 6576email: [email protected] or [email protected] web: www.pcaw.co.ukHelps organisations create a culture where it is safe andaccepted for staff to blow the whistle

Rural Stress Information NetworkArthur Rank Centre, Stoneleigh Park, Warwickshire CV8 2LZ tel. 024 7641 2916, fax: 024 7641 2560email: [email protected] web: www.rsin.org.uk

Trades Union Congress (TUC)Congress House, 23–28 Great Russell Street, London WC1B 3LStel. 020 7636 4030, fax: 020 7636 0632email: [email protected] web: www.tuc.org.uk 17

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Further reading and order form

The BMA Family Doctor Guide to Stress (Dorling Kindersely1999) £4.99Creating Accepting Communities: Report of the Mind Inquiryinto social exclusion S. Dunn (Mind 1999) £14.99The Complete Guide to Mental Health E. Farrell(Mind/Vermilion 1997) £9.90How to Assert Yourself (Mind 2003) £1How to Deal with Anger (Mind 2003) £1How to Deal with Bullying at Work (Mind 2001) £1How to Look after Yourself (Mind 2002) £1How to Rebuild your Life After Breakdown (Mind 2000) £1How to Recognise the Early Signs of Mental Distress (Mind 2002) £1How to Stop Worrying (Mind 2003) £1Managing for Mental Health: The Mind employers’ resourcepack (Mind 2000) £14.99The Mind Guide to Advocacy (Mind 2000) £1The Mind Guide to Managing Stress (Mind 2003) £1The Mind Guide to Physical Activity (Mind 2001) £1The Mind Guide to Relaxation (Mind 2001) £1 The Mind Guide to Yoga (Mind 2001) £1Mind Troubleshooters: Panic attacks (Mind 2002) 50pA Survivor’s Guide to Working in Mental Health ServicesS. Rooke-Matthews, V. Lindow (Mind 1998) £2.50Managing Anger: Dealing positively with hurt and frustrationG. Lindenfield (Thorsons 2000) £7.99Manage your Mind: The mental health fitness guide G. Butler,T. Hope (Oxford University Press 1995) £12.99The Secrets of Self-esteem P. Cleghorn (Vega 2002) £7.99Understanding Anxiety (Mind 2002) £1Understanding Depression (Mind 2003) £1Understanding Mental Illness (Mind 2003) £1Understanding Post-traumatic Stress Disorder (Mind 2003) £1Understanding Talking Treatments (Mind 2002) £1The Vega Guide to Stress R. Simmons (Vega 2002) £5.99

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For a catalogue of publications from Mind, send an A4 SAE to the address below.

If you would like to order any of the titles listed here, pleasephotocopy or tear out these pages, and indicate in theappropriate boxes the number of each title that you require.

Please add 10 per cent for postage and packing, and enclose a cheque for the whole amount, payable to Mind. Return yourcompleted order form together with your cheque to:

Mind Publications 15–19 Broadway London E15 4BQtel. 020 8221 9666fax: 020 8534 6399 email: [email protected]: www.mind.org.uk (Allow 28 days for delivery.)

Please send me the titles marked opposite. I enclose a cheque(including 10 per cent for p&p) payable to Mind for £

Name

Address

Postcode

Tel.

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Mind works for a better life for everyone withexperience of mental distress

Mind does this by:

• advancing the views, needs and ambitions of people with

experience of mental distress

• promoting inclusion through challenging discrimination

• influencing policy through campaigning and education

• inspiring the development of quality services, which reflect expressed need

and diversity

• achieving equal civil and legal rights through campaigning and education.

The values and principles which underpin Mind’s work are:

autonomy, equality, knowledge, participation and respect.

For details of your nearest Mind association and of local services contact Mind’s helpline, MindinfoLine: 0845 766 0163 Monday to Friday 9.15am to 5.15pm. Speech-impaired or Deaf enquirers can contact us on the same number (if you are using BT Textdirect, add the prefix 18001). For interpretation, Mindinfoline has access to 100 languages via Language Line.

Scottish Association for Mental Health tel. 0141 568 7000

Northern Ireland Association for Mental Health tel. 028 9032 8474

This booklet was written by Alison CobbFirst published by Mind 2000. Revised edition © Mind 2003

ISBN 1-874690-91-XNo reproduction without permissionMind is a registered charity No. 219830

Mind (National Association for Mental Health)15-19 BroadwayLondon E15 4BQtel: 020 8519 2122fax: 020 8522 1725web: www.mind.org.uk