Dear reader,
Psychological strain at work can arise when people are exposed to danger, violence, or other dramatic events. Such experiences can leave deep marks and require significant collective attention. But strain can also emerge when work places us in situations where our values and conscience are under pressure.
These may be situations where we know what is professionally and humanly the right thing to do – but the circumstances make it impossible. Where we have to say no to a person in need. Where resources are insufficient. Or where, afterwards, we are left with a nagging sense that things didn’t turn out as they should.
At the same time, we see a tendency for conversations about these strains to quickly focus on resources. Resources, of course, play a role, but if the discussion stops there, we risk overlooking the areas in practice where changes in organization, attention, and language can make a real difference.
I den internationale forskning beskrives disse reaktioner ofte som moralsk stress – og i nogle tilfælde moralsk skade. Moralsk stress opstår, når man gentagne gange står i situationer, hvor man ikke kan handle i overensstemmelse med sine værdier.
In international research, these reactions are often described as moral stress – and, in some cases, moral injury. Moral stress arises when one repeatedly finds oneself in situations where one cannot act in accordance with one’s values. If such situations are allowed to accumulate over time without the opportunity for reflection, dialogue, and collective processing, the strain can settle more deeply. Not just as stress – but as something that affects one’s self-understanding, relationships, and trust in systems and institutions.
In this newsletter, we therefore focus on the concepts of moral stress and moral injury – terms that in recent years have received increasing attention in both research and practice.
You can, among other things, read our own article on moral stress and moral injury in working life. We also link to an article by senior researcher Lars Williams, which provides an important perspective on the concept’s origin and significance.
As always, you’ll also find this month’s prevention tool, which this time can be used for the collective prevention of moral injury.
Happy reading.
Best regards,
From all of us at the Institute for Strain Psychology
What do you do when you know what the right thing to do is – but cannot act on it? And what happens to us when work challenges our professional and personal values? Read on for our introduction to the concepts of moral stress and moral injury.
Powerlessness is part of the work in many professions. But it is not experienced in the same way – some situations are bearable, while others linger and can lead to moral stress and injury. This exercise helps identify when powerlessness becomes a strain – and what can make a difference.
In recent years, the concept of moral injury has received increasing attention in research – for example, in studies of soldiers deployed in war zones. In a series of articles from the Danish Institute for International Studies (DIIS), senior researcher Lars Williams describes how new understandings of trauma have expanded the perspective on psychological strain following violent events.
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Moral stress arises when a person repeatedly finds themselves in situations where they cannot act in accordance with their values or professional judgment. This can occur when organizational demands, limited resources, or systemic constraints prevent someone from doing what they believe is right. Moral stress is not about fear or physical strain, but about conscience, values, and responsibility. If allowed to accumulate over time without opportunities for reflection and dialogue, it can lead to exhaustion, frustration, and, in the long term, moral injury.
Moral stress occurs when you repeatedly face situations where you know what is right but are unable to act accordingly. It arises from the tension between professional or personal values and the constraints of the work environment. Moral stress can affect your sense of self, your relationships, and your trust in systems, even when there is no immediate danger.
Both moral stress and moral injury can arise in situations where professional judgment, organizational demands, and personal or professional values cannot be reconciled. This can occur through repeated situations where one is unable to act as one believes is right, or through experiences of perceived failure or betrayal by systems or leadership. It is not only extreme events that can be harmful—ordinary work situations can also become burdensome over time.
Prevention largely involves creating space for collective reflection and dialogue about the ethical dilemmas of work. When experiences are shared openly and difficult situations can be put into words, the risk of the stress taking hold is reduced. At the same time, it is important to distinguish between what can be changed and what must be accepted as an inherent part of the job.
Danish