The previous fall, the United States was ruthlessly pushed into another and risky world. As the twin towers of the World Trade Center fallen and the Pentagon blazed, the repulsive reality of fear based oppression burned the American cognizance. It touched more than the casualties and their families; everybody who sat transfixed before the horrendous pictures on TV survived the injury. It might be said, we were all observers, and we should all adapt to sentiments of outrage, stress, and uneasiness. That represents an immense quick test for business, since it is to a great extent in the working environment - where we spend so a large number of our waking hours- - that we will stand up to these feelings. What duty does an organization bear for the mental prosperity of its workforce? On the off chance that organizations help workers manage sadness and uneasiness in the wake of fear monger acts, doesn't that put emotional wellness mind on the business plan? To answer these inquiries, HBR senior editorial manager Diane Coutu conversed with Dr. Steven Hyman, the previous executive of the National Institute for Mental Health. In this meeting, he proposes that September 11, 2001, may come to be viewed as a tipping point- - the minute when chiefs began to consider managing emotional well-being issues all the time.
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