umroh oktober

Saco-Indonesia.com - Anak-anak akan melewati beberapa tahap perkembangan yang ikut memengaruhi perilaku mereka. Tak jarang perubahan perilaku yang dialami anak dianggap sebagai sebuah fase yang akan berlalu dengan sendirinya.  Padahal, beberapa perubahan perilaku itu bisa menjadi gejala dari adanya gangguan mental yang dialami anak.

Para peneliti dari Harvard Medical School menemukan bahwa separuh dari kasus gangguan mental dimulai dari usia sangat muda, 14 tahun dan tigaperempatnya terjadi sejak usia 24 tahun.  Karena kemunculannya yang sangat dini itu, maka terapi dan penanganannya harus dilakukan sejak awal pula.

Pusat pengendalian dan pencegahan penyakit AS (CDC) menemukan bahwa satu dari lima anak di AS mengalami gangguan mental. Gangguan pemusatan perhatian (ADHD), anak pemberontak (oppositional defiant disorder/OOD), spektrum autisme, gangguan mood dan kecemasan, depresi, adalah jenis gangguan mental yang paling banyak ditemui.

Orangtua berperan besar dalam mengurangi keparahan gangguan tersebut dengan cara memberi perhatian pada perubahan perilaku anak. Orangtua juga bisa menggunakan intuisi mereka jika merasa "ada sesuatu yang salah" dengan anak mereka.

Berikut adalah 5 gejala yang perlu diwaspadai dari anak-anak dan remaja Anda.

1. Perubahan mood yang berlangsung lama

Perubahan mood yang berlangsung lebih dari dua minggu adalah indikator kuat adanya gangguan mental pada anak. Perubahan mood ini bisa bervariasi mulai dari hiperaktif sampai terlalu melankolis tanpa alasan yang kuat.

Menurut The National Institute of Mental Health, perilaku "sangat gembira" atau mania dan perasaan "down" atau depresi bisa menjadi tanda adanya gejala gangguan bipolar. Tetapi, perilaku hiperaktif pada anak yang tidak diikuti dengan gejala lesu setelahnya adalah karateristik normal pada anak.

2. Cemas dan takut berlebihan

Takut dan khawatir adalah hal yang wajar dialami anak usia dini. Normal saja mereka merasa takut pada gelap, membayangkan sosok monster, atau takut berpisah dengan orangtua. Untuk anak usia sekolah, cemas sebelum tampil di sekolah atau takut tak diterima teman-temannya, adalah respon yang sehat.

Namun, berhati-hatilah jika rasa takut yang dialami anak sudah berlebihan sehingga mengganggu aktivitas mereka. Mungkin sudah saatnya Anda melakukan intervensi.

3. Perubahan perilaku ekstrem

Mulai membangkang juga adalah fase yang akan dilalui dalam tahap perkembangan emosional anak untuk menuju kemandiriannya. Tetapi ada perilaku pembangkangan yang sangat ekstrem yang disebut dengan OOD. Biasanya gangguan ini dimulai saat anak berusia 8 tahun atau sebelum masuk usia remaja. Salah satu contoh perilaku tersebut adalah membeli beberapa games tanpa ada minat untuk memainkannya.

Gangguan mental yang erat kaitannya dengan perubahan perilaku adalah ADHD, kecemasan, depresi, atau gangguan bipolar.

4. Perubahan fisik, berat badan naik atau turun drastis

Diperkirakan 80 persen orang yang mengalami gangguan mental mengalami obesitas atau kegemukan. Perubahan fisik yang mendadak yang tidak terkait dengan pubertas bisa menjadi indikator anak menderita gangguan. Demikian pula halnya jika anak tampak tidak nafsu makan, bisa menjadi gejala depresi.

Perubahan fisik yang disebabkan oleh penggunaan alkohol atau obat terlarang juga merupakan gejala depresi pada anak. Para pakar menyebutkan, risiko anak menderita depresi lebih besar jika salah satu atau kedua orangtua juga menderita depresi.

5. Kurang konsentrasi

Anak yang sangat sulit berkonsentrasi juga perlu dicurigai mengalami gangguan mental. Tapi orangtua juga perlu membedakan anak yang memang ingin menonton TV ketimbang mengerjakan PR, dengan anak yang tidak mampu fokus pada acara favoritnya di TV.

Ketidakmampuan untuk berkonsentrasi pada tugas sederhana adalah gejala dari ADHD atau depresi. Kurang fokus juga bisa disebabkan karena pikiran mereka terpusat pada rasa malu, bersalah, atau kematian. Kurang konsentrasi pada anak akan tampak nyata pengaruhnya pada nilai akademik atau pergaulannya.

 

Editor:Liwon Maulana

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Photo
 
Credit Peter Arkle

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

How Some Men Fake an 80-Hour Workweek, and Why It Matters

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