The Rise of Self-Diagnosis: Understanding the Impact on Mental Health at Work Conversations
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Let me first say this - I know this article may ruffle some feathers - and I’m ok with that. Just because this is a complex topic that people have STRONG feelings about doesn’t mean it’s not important to discuss. So, here we go.
If you’ve been on social media in recent years, and/or listening to conversations around you, the self-diagnosis of mental health disorders and learning disabilities has been on the rise. What types? We're talking attention deficit hyperactivity disorder (ADHD), autism spectrum disorder (ASD), bipolar disorder, obsessive-compulsive disorder (OCD), depressive disorders, and so on.
Let me be clear - in many cases - this is GOOD! We’re learning more and more, every day, about different mental health struggles and learning disabilities. People are getting even more access to information, and most importantly, getting the help and resources they need (provided they have access, which not everyone does).
But/and, yes you guessed it, there is an unintentional downside to this too. As awareness and discussion around mental health have grown, many people are taking it upon themselves to identify and label what they ‘feel’ their own conditions are and to explain some of their behaviors they may not understand, without seeking the proper medical diagnosis or evaluation to confirm it from trained professionals.
Are there some cases where people seek diagnosis and the healthcare professionals are wrong? You bet. Is that a reason not to seek an assessment from a trained professional? Nope.
While this trend reflects a positive shift toward self-awareness and openness, it also introduces several complications, particularly in
Sometimes trivializing these diagnoses that other people do have and sometimes struggle with and
In professional settings when there is no official diagnosis, bringing up mental health diagnoses kicks off a whole host of compliance and legal processes in the workplace.
In this article, we’ll explore navigating workplace mental health conversations involving self-diagnosis, its intergenerational impact of this in the workplace, and how both individuals and leaders can navigate these conversations effectively. Buckle up!
Self-Reported Diagnoses: The Good and the Bad
The BENEFITS
Increased Self-Awareness: One of the most significant benefits of self-diagnosis is the enhanced self-awareness it indicates. Individuals who self-diagnose are often attuned to their struggles and motivated to understand them better (which is a HUGE win). Self-awareness is a crucial first step toward seeking help from licensed mental health professionals and improving overall well-being. According to an article in Psychology Today, when individuals first "self-diagnose", they often seek professional help for an official diagnosis.¹
Discovery of Resources: Engaging in self-diagnosis can lead employees to explore their company's mental health benefits more thoroughly. They might discover health insurance coverage for mental health services, access to Employee Assistance Programs (EAPs), and other supportive resources. This proactive approach has its advantages if the company has a robust, solution-oriented framework in place. Better yet, “companies can publicize mental health benefits in all-company emails and create digital channels for questions and discussion,” as noted in a recent Forbes article.²
Encouragement of Open Dialogue: Self-diagnosis often prompts important conversations about mental health diagnoses in the workplace. By bringing mental health issues to the forefront, workers can collectively advocate for more suitable resources and accommodations, better equipping them to develop individualized sustainable treatment plans. This advocacy can come from anywhere, whether it's from a people-first HR professional, Health & Safety manager, leaders, or individual contributors.
The Drawbacks
Mislabeling and Trivialization: A significant drawback of self-diagnosis is the risk of mislabeling. Without professional guidance, individuals may inaccurately identify their conditions, which can trivialize serious mental health and learning disabilities (that's major no-no, friends). This can undermine the seriousness of these conditions and affect how they are perceived by others. As highlighted by Dr. Naveed Saleh, MD, MS, "The problem with [self-diagnosing] is that you are more likely to get it wrong than right."³
Lack of Professional Diagnosis: Self-diagnosis frequently lacks the validation of a formal diagnosis from a healthcare professional. Individuals might identify with a condition based on personal research or online tests, but without professional input, they may miss out on appropriate treatment or support. This can delay effective intervention and exacerbate their challenges.
Impact on Workplace Culture: The casual use of diagnostic labels can negatively affect workplace culture. When employees use terms related to mental health or learning disabilities inaccurately, it can create confusion and discomfort among colleagues. This misrepresentation can undermine efforts to foster a supportive environment and may contribute to stigma and misunderstanding.
Intergenerational Frustrations and Why This Matters in The Workplace
The Challenges
Generational Differences: The rise of self-diagnosis has highlighted significant generational differences in understanding and managing mental health conversations, especially at work. Baby Boomers and Gen Xers, who grew up with different attitudes and conditioning toward mental health (let alone mental illness), may struggle to adapt to the more open and varied approaches that Gen Z brings to the workplace. This generational gap can lead to misunderstandings, frustration, and workplace conflict.
Older generations should aim to empathize by recognizing that our younger generations are now navigating a world where mental health awareness is more prevalent, but also less regulated. They may have genuine mental health symptoms and are trying to make sense of them in the context of their environment.
Management Difficulties: Older generations in management positions may find it challenging to handle the increased focus on self-diagnosis. Some leaders might perceive these discussions as “unnecessary noise” or think their employees are merely attempting to "stir the pot" or jump on the proverbial bandwagon.
We have to remember that they may have been raised in environments where such topics were less openly discussed or where mental health issues were stigmatized and learning disabilities were ignored completely.
Adapting to Change: The shift towards more open discussions about mental health occurs within and requires adaptation from all generations.
Baby Boomers, Gen Xers, and even Elder Millenials need to find ways to support and engage with their colleagues while managing their own emotions or expectations and adapting their approaches to support their teammates (when they're equipped to help). Balancing traditional views with new expectations is crucial for maintaining a harmonious workplace.
How To Improve These Conversations - From All Sides
Train Your Workforce: Provide training for managers and employees on handling mental health discussions. Focus on empathy, understanding, and practical support. Don't forget to seek feedback; you'll want to ensure it lands!
Leaders should involve Human Resources (HR) when self-diagnosis conversations arise. HR can assess the needs of the employee and determine appropriate accommodations and support. This ensures that any actions taken are based on accurate information and aligned with company policies and relevant laws since HR plays a critical role in managing these conversations and identifying options for those seeking a treatment plan.
Managers should receive training on how to handle these discussions effectively, focusing on empathy and practical support, so they don’t feel they have to avoid them for fear of getting it wrong.
This includes understanding how to respond to self-diagnosis comments in a way that is supportive but also encourages seeking out professional evaluation. Managers must approach the situation with understanding, and effectiveness, while also respecting the compliance and legal boundaries of these types of conversations.
Open-ended questions should be asked to encourage purposeful conversation aimed at seeking to understand. This can sound like: "Can you tell me more about what you're experiencing and how you came to this conclusion?"
Ensure Resource Awareness: Make sure employees are aware of and have access to mental health resources and benefits/EAPs provided by the company. A supportive framework helps employees feel valued and understood.
If you are in a position to influence executive leadership, ensure that company policies and benefits are supportive of mental health needs. This includes providing clear information about available resources and the process for requesting accommodations.
Be Mindful of Language: It’s essential to use diagnostic labels accurately and respectfully. Avoid casual or incorrect use of terms like “ADD” or “depressed,” as this can contribute to stigma and misunderstanding. Ensure that your language reflects a thoughtful and informed perspective on mental health and mental illness by learning from reputable sources like Mayo Clinic, Cleveland Clinic, American Psychiatric Association, American Counseling Association, National Institutes of Health, and National Association on Mental Illness (NAMI) to learn about mental health conditions and their diagnostic criteria and avoid considering yourself an expert if you aren't one.
Engage Constructively: When discussing mental health at work, approach conversations with a willingness to learn and contribute positively. Share your experiences in a way that fosters understanding instead of trivializing or misrepresenting mental disorders. Be open to feedback and strive to enhance the overall dialogue.
Seek Professional Input: If you identify with certain symptoms or challenges, consult a healthcare professional for an accurate diagnosis. This helps ensure that you receive appropriate support and reduces the potential for mislabeling or misrepresenting the level of severity. If someone else initiates the conversation about their self-diagnosis and you don't feel that you (or they) are equipped to talk about it in a constructive and compliant way, seek guidance from your HR professional.
Where Do We Go From Here?
The rise of self-diagnosis in mental health and learning disabilities is a complex sociological shift in the fabric of conversations about mental health. While it reflects a growing openness to discussing and understanding personal struggles, and some people truly getting the help they’ve always needed, it also introduces some level of risk such as mislabeling, unintentional shaming or stigmatizing, and generational friction.
By thoughtfully addressing these social developments and the associated conversational challenges, and promoting a supportive environment, both individuals and leaders can contribute to a more informed workplace.
READY TO TAKE THE NEXT STEP?
Navigating this complex issue requires balancing empathy with practical solutions, ensuring that mental health discussions are both respectful and effective. I want to see your company and your employees be successful in these conversations, which is why I have developed custom-designed workshops and strategic advising services to advance the mental health at work conversation. If you're ready to tackle these conversations, self-diagnosis and all, let's chat.
Sources:
¹The Appeal, and the Peril, of Self-Diagnosis (Psychology Today).
²Five Recommendations From Young Professionals on Workplace Mental Health (Forbes).
³The Risks of Using the Internet to Self-Diagnose: How to Avoid the Dangers of Self-Diagnosing (verywellhealth.com).
