Category: Retrieval Unit 4

Research Question

How mitigating the psychological impact of middle-aged people affected by the 996 work culture in internet companies in China?

Research Background and Significance

The modern workplace in China has been undergoing significant changes in recent years, with the rise of the “996” work culture becoming a central issue in many industries, especially in the fast-paced tech sector. The 996 work culture refers to a demanding schedule where employees work from 9 AM to 9 PM, six days a week. While this culture has been promoted as a way to foster productivity and career advancement, it has raised serious concerns about the long-term effects on employees’ well-being, particularly their mental health.

The psychological toll of the 996 work culture is significant, with reports indicating that it leads to chronic stress, anxiety, burnout, and even depression among young professionals. These individuals, often in the early stages of their careers, are particularly vulnerable due to the high expectations placed on them, coupled with the lack of control over their work-life balance. The demands of the job can overshadow the potential benefits, such as career progression and financial rewards, making it crucial to understand how to mitigate these negative effects.

This project aims to explore the mental health impacts of the 996 work culture, specifically targeting young professionals in China’s Internet and tech industries. The goal is to identify the unique stressors they face, understand the extent of the psychological burden, and develop interventions that can alleviate these issues. By focusing on this demographic, I hope to provide valuable insights that can inform workplace policies and practices that prioritize employee well-being alongside productivity. The significance of this research lies not only in its potential to improve the mental health of workers but also in its contribution to creating a healthier and more sustainable work environment for future.

Preliminary Survey and Research

To better understand the psychological impacts of the 996 work culture, I began by conducting a comprehensive preliminary survey. The survey aimed to gather data on the working conditions, stress levels, and mental health status of young professionals in the Chinese tech industry. By targeting a broad sample of employees, we were able to gain valuable insights into the general experience of individuals working under the 996 schedule.

The survey consisted of several key sections, including demographic information, work hours, sources of stress, symptoms of anxiety, and current coping strategies. One of the primary goals was to understand how widespread the psychological challenges associated with the 996 work culture are and what specific factors contribute to these issues. The responses revealed several key findings:
1) Long Working Hours: The most significant source of stress was the long working hours, with many respondents reporting that they struggled to maintain a healthy work-life balance. The lack of personal time due to extended work hours was found to contribute to feelings of burnout and anxiety.
2) Workplace Pressure: Many respondents reported high levels of pressure to perform and meet unrealistic expectations set by their employers. This pressure, coupled with the lack of adequate support systems, exacerbated the psychological strain faced by employees.
3) Mental Health Issues: A large portion of the respondents admitted to experiencing symptoms of anxiety, depression, and chronic stress, which they attributed directly to the demands of the 996 culture.
4) Coping Mechanisms: While some employees had developed personal coping mechanisms, such as exercise or socializing with friends, many reported that they felt unsupported in managing their mental health at work. Additionally, there was a lack of formal mental health resources available in most workplaces.

The results of the survey highlighted the urgent need for effective interventions to address the psychological impacts of the 996 work culture. While the survey provided valuable quantitative data, it also underscored the importance of gaining a deeper understanding of the issue from a qualitative perspective, particularly through individual interviews with employees and other stakeholders.

 Interviews and Investigations

Building upon the findings from the preliminary survey, I sought to deepen our understanding of the psychological effects of the 996 work culture by conducting a series of in-depth interviews. These interviews allowed me to capture the personal experiences of employees who were directly affected by the demanding work hours, as well as the perspectives of various stakeholders, including managers and government officials. The primary aim of these interviews was to explore the individual-level impacts of the 996 culture and to identify potential interventions that could alleviate the psychological strain faced by workers.

The interviewees were selected from a diverse range of roles within the tech industry, including junior staff, mid-level employees, senior managers, and even government officials involved in labor policy. This diversity allowed us to gain a more holistic view of how different groups experience and cope with the 996 culture. Each interview was structured to explore the following key areas:
1) Personal Experiences with 996 Culture: Interviewees were asked to share their personal stories regarding the 996 work culture. Many employees described feelings of exhaustion, anxiety, and a sense of isolation due to the constant pressure and lack of personal time. Some also highlighted the impact on their physical health, including sleep disturbances and chronic fatigue.
2) Coping Mechanisms: We explored how employees coped with the intense work demands. While some reported turning to personal coping strategies such as exercise, meditation, or socializing with family and friends, others expressed that they had no effective outlets for stress management. A few individuals mentioned that the lack of mental health resources at work made it difficult to manage their stress in a healthy manner.
3) Perceptions of Workplace Support: One key finding was that many employees felt that their workplaces lacked adequate support for mental health issues. Despite experiencing significant psychological stress, employees often felt hesitant to discuss these issues with their managers or HR departments due to fear of being stigmatized or penalized.
4) Managerial Perspectives and Policy Considerations: I also conducted interviews with managers and government officials to understand their views on the 996 work culture and its effects on employees. Managers often acknowledged the high demands placed on employees but expressed limited knowledge about how to address the psychological impacts. Government officials emphasized the need for workplace regulations that could mitigate excessive work hours and promote better work-life balance.

These interviews provided rich qualitative data that complemented the quantitative findings of my survey, offering a more nuanced understanding of the challenges faced by employees working under the 996 schedule. The personal stories and insights gained from these conversations were invaluable in shaping my approach to designing interventions aimed at improving employee mental health.

Intervention 1: Professional Psychological Support

Intervention Design and Approach
My intervention began by collaborating with several companies that had expressed an interest in addressing the mental health challenges faced by their employees. Based on the feedback gathered during the survey and interviews, I designed a psychological counseling program that could be implemented directly within the workplace. This program included one-on-one sessions with trained psychologists who specialized in workplace stress, as well as group workshops focused on stress management and resilience building.
I began by offering voluntary counseling sessions, where employees could confidentially discuss their mental health concerns with professionals. Additionally, we organized workshops that provided practical strategies for managing stress, improving work-life balance, and cultivating mental resilience in the face of demanding work conditions.

·Challenges Encountered
Despite the thoughtful design of this intervention, several challenges arose during the implementation phase:
1) Perception of the Intervention: One of the primary hurdles was that some participants did not feel that the psychological impacts of the 996 culture were severe enough to warrant professional counseling. This led to lower-than-expected engagement in the intervention, as many employees were either unaware of the severity of their psychological strain or did not recognize the need for professional help.
2) Corporate Cooperation: Gaining consistent support from companies was more difficult than initially anticipated. Legal and bureaucratic hurdles often slowed the process of establishing formal agreements to implement the program across all willing companies. Many companies were reluctant to introduce mental health programs due to concerns about confidentiality, legal implications, and potential stigmatization of employees seeking help.
3) Funding and Resources: Securing sufficient funding to support the intervention proved to be another challenge. The cost of hiring trained professionals and providing ongoing counseling sessions exceeded the initial budget, making it difficult to sustain the program in the long term.
4) Stigma and Workplace Culture: Even in companies where the intervention was implemented, some employees hesitated to participate due to the stigma associated with seeking psychological help. This cultural barrier made it clear that mental health issues, despite growing awareness, were still a sensitive subject in certain workplace environments.

·Results and Insights
Despite these challenges, the intervention yielded positive results in certain areas:
1) Increased Awareness of Mental Health: The introduction of professional psychological support helped increase awareness about the mental health challenges faced by employees. Those who participated in the counseling sessions reported feeling better equipped to manage their stress and navigate the demands of the 996 work culture.
2) Temporary Relief for Participants: Participants in the one-on-one counseling sessions expressed gratitude for having a confidential space where they could voice their concerns and receive validation for their experiences. Although the intervention was not universally adopted, those who participated reported a significant reduction in their anxiety and stress levels.

·Lessons Learned
The implementation of professional psychological support as an intervention provided important lessons:
1) Cost and Feasibility: While the intervention was effective for those who engaged with it, the high costs associated with hiring professional counselors and the logistical challenges of scaling the program highlighted the need for more affordable, scalable alternatives in the future.
2) Overcoming Stigma: The intervention reinforced the importance of reducing stigma around mental health in the workplace. For the program to be more widely adopted, it is essential to foster a culture where seeking help is normalized, and mental health is seen as integral to overall employee well-being.

·Future Directions
1) Given the challenges encountered, future interventions will focus on integrating more flexible, low-cost solutions such as online counseling or peer support networks, which may be more accessible and less stigmatized. Additionally, we will continue to engage with human resources departments and managers to better understand how to overcome cultural barriers to seeking help. My goal is to refine the intervention model to ensure that it can be implemented across a wider range of companies and tailored to the specific needs of employees within different work environments.

Intervention 2: Online Story-Sharing Sessions

Following the challenges faced during the first intervention (professional psychological support), I recognized that a more inclusive and accessible intervention was needed to address the widespread psychological strain caused by the 996 work culture. While professional counseling sessions were effective for those who engaged with them, the high costs and limited accessibility of such services made it clear that alternative interventions were necessary. The second intervention, therefore, involved organizing online story-sharing sessions aimed at fostering peer support and providing employees with a platform to express their experiences and concerns in a safe, virtual environment.

·Intervention Design and Implementation
The online story-sharing sessions were designed to create an open and supportive space for employees to share their personal experiences related to the 996 work culture. These sessions were hosted on a digital platform, where participants could join anonymously, ensuring a sense of privacy and safety. Trained facilitators guided the discussions, ensuring that the environment remained supportive and respectful. The topics of the sessions varied, addressing themes such as “Coping with Work Stress” and “Managing Burnout,” with the goal of encouraging open dialogue about the challenges employees face and the coping mechanisms they use.
The sessions were organized bi-weekly, and employees from various companies were invited to participate. The platform provided a space for participants to share their stories, offer advice, and connect with others who were going through similar challenges.

·Outcomes and Feedback
The response to the online story-sharing sessions was overwhelmingly positive, with many employees expressing relief at being able to speak openly about their mental health struggles without fear of judgment. Feedback from participants highlighted the following benefits:
1) Emotional Support and Validation: Employees appreciated the opportunity to share their experiences in a non-judgmental space, where they felt understood and supported by others facing similar challenges. Many participants reported feeling less isolated after the sessions and noted that hearing others’ stories helped normalize their own feelings.
2) Peer Learning and Advice: The sessions fostered a sense of community, where employees could learn from each other’s coping strategies and discuss ways to manage stress effectively. Many participants found it helpful to hear about practical ways to cope with the pressures of the 996 work culture, which they could apply to their own lives.
3) Raising Awareness: The story-sharing sessions also helped raise awareness about the psychological challenges faced by employees under the 996 work culture, contributing to a broader conversation about mental health in the workplace.

·Challenges
1) Initial Reluctance to Participate: Some employees were initially hesitant to participate, fearing that discussing mental health issues openly might negatively impact their professional image. This reluctance was particularly evident in companies with stricter policies on mental health discussions.
2) Digital Fatigue: Given the prevalence of virtual meetings in the workplace, some employees expressed fatigue with engaging in yet another online activity. This highlighted the need for interventions that are flexible and engaging, not overly reliant on digital platforms.

·Lessons Learned
The online story-sharing sessions provided valuable insights into how digital platforms can be used to address mental health issues in the workplace. Key lessons include:
1) Anonymity and Privacy: Ensuring that participants could remain anonymous was critical in encouraging open and honest discussions. The success of this intervention underscores the importance of privacy in mental health support.
2) Inclusive and Peer-Driven Support: Employees appreciated the peer-driven nature of the intervention, where they could engage with others on an equal footing, rather than being seen as “patients” in a traditional therapy setting. This peer support model helped reduce the stigma often associated with mental health.

Intervention 3: Mahjong Tables in the Workplace

Building upon the positive effects of the Online Story-Sharing Sessions, which helped foster a sense of community and provided emotional support for employees, I recognized that there was a need for a more interactive and culturally engaging intervention. While the online sessions provided valuable peer support, they were not enough to fully address the broader social and physical needs of employees. Inspired by the success of the story-sharing platform, which emphasized the importance of social connection and mental well-being, I decided to implement mahjong tables in the workplace as our third intervention.

·Intervention Design and Implementation
Mahjong is a traditional game that is deeply embedded in Chinese culture, and I believed it could serve as an ideal activity to help employees relax, socialize, and unwind during their work breaks. The primary goal of this intervention was to provide employees with an accessible, low-cost, and culturally resonant stress-relief tool that could encourage face-to-face interaction and build a sense of community beyond the virtual space of the story-sharing sessions.
In collaboration with participating companies, I set up mahjong tables in designated rest areas within the office. These areas were equipped with all the necessary supplies, including mahjong sets, and instructions for those who were unfamiliar with the game. The setup encouraged employees to engage in the game during breaks, offering a brief escape from the pressures of their work tasks. This intervention was designed to be both a mental break and a social activity, where employees could bond over a traditional game in a relaxed, non-competitive environment.

·Outcomes and Feedback
The response to the mahjong tables was overwhelmingly positive, with employees expressing appreciation for the opportunity to take a break and engage in a fun, stress-relieving activity. Feedback from participants highlighted several key benefits:
1) Stress Relief and Relaxation: Many employees reported that playing mahjong helped them unwind and take their minds off work-related stress. The brief mental break provided by the game allowed employees to return to their tasks with renewed focus and energy.
2) Enhanced Social Interaction: The introduction of mahjong facilitated informal socializing among employees who may not have interacted otherwise. This helped to break down social barriers, creating a more collaborative and supportive work environment. Employees from different departments and levels of seniority were able to bond over the shared activity, fostering a sense of community and reducing the feelings of isolation that often accompany high-pressure work environments.
3) Cultural Engagement: The cultural relevance of the game made it particularly appealing to employees. Mahjong is widely recognized and appreciated in Chinese society, and this familiarity helped employees feel more comfortable with the intervention. The game provided a culturally meaningful way for employees to engage with one another and address their stress.

·Challenges
1) Limited Appeal for Some Employees: While the mahjong tables were enjoyed by many, not all employees found the game appealing. Some employees, particularly those unfamiliar with the game, expressed reluctance to engage, and there were concerns that this activity might not resonate with everyone.
2) Space and Resource Constraints: In some companies, there were limitations in terms of space to set up the tables, and logistical issues arose regarding the maintenance and upkeep of the mahjong sets.
3) Legal Concerns: There was some concern among employees about the potential association of mahjong with gambling, particularly in workplaces located in regions with strict laws around gambling activities. While the game was framed as a recreational activity, some employees feared the legal implications of such a setup.

·Lessons Learned
The introduction of mahjong tables provided valuable insights into how culturally relevant, low-cost interventions can effectively support employee well-being. Key lessons from this intervention include:
1) Cultural Relevance: The success of mahjong as an intervention underscores the importance of aligning stress-relief activities with the cultural context of the workplace. Culturally familiar activities are more likely to resonate with employees and be adopted effectively.
2) Diverse Preferences: While many employees found the intervention beneficial, it also became clear that not all employees have the same preferences when it comes to stress-relief activities. Future interventions should offer a range of options to accommodate diverse interests.
3) Social Dynamics: Encouraging informal social interaction through activities like mahjong can significantly enhance the sense of community and support among employees, which is essential for reducing the feelings of isolation that can arise in high-stress work environments.

·Future Directions
Given the success of this intervention, I plan to explore additional activities that can be implemented in a similar low-cost and culturally resonant manner. Options such as group games, wellness initiatives, and other traditional cultural activities will be considered to ensure a variety of stress-relief mechanisms that cater to different employee preferences.I also plan to continue refining my approach by gathering further feedback from employees, ensuring that future interventions are inclusive and tailored to the specific needs of the workforce.

Intervention 4: Offline Gatherings

Building on the success of the Online Story-Sharing Sessions and the Mahjong Tables, which effectively created spaces for employees to connect and alleviate stress in both virtual and physical environments, I sought to further deepen these connections by introducing an offline gathering as the fourth intervention. While both online platforms and in-office activities served as useful tools for fostering social bonds, the next logical step was to facilitate face-to-face interaction in a relaxed and informal setting.My goal was to provide employees with an opportunity to engage in meaningful, in-person conversations and activities that could further alleviate the psychological pressure brought on by the 996 work culture.

·Intervention Design and Implementation
The offline gathering was designed to be an inclusive event where employees could step away from the pressures of work and engage in a variety of stress-relieving activities. The event was organized on a non-working weekend, ensuring that employees could participate without the stress of looming deadlines or professional obligations. The gathering took place at a villa, offering a private and comfortable setting that encouraged relaxation and connection. Activities included team-building exercises, shared meals, cooking, and recreational games such as mahjong and group video gaming (e.g., “Black Myth: Wukong”), all aimed at fostering camaraderie and reducing work-related stress.
To ensure participation, the event was voluntary, and employees were encouraged to attend in small groups to maintain an intimate and supportive atmosphere. Facilitators were present to guide the activities and ensure that employees felt comfortable and engaged throughout the event.

·Outcomes and Feedback
The offline gathering proved to be one of the most effective interventions, with employees reporting significant relief from the stresses of the 996 culture. Feedback from participants highlighted several key benefits:
1) Strengthening Social Connections: The offline gathering provided employees with the chance to interact with colleagues from different departments or levels of seniority in a relaxed, non-professional setting. Many employees mentioned that this experience allowed them to build stronger relationships and foster a sense of trust and mutual support. This was particularly important in workplaces where hierarchy and work pressure often prevented social interactions.
2) Stress Relief and Relaxation: Participants expressed that the activities offered a much-needed break from their daily routines. Engaging in cooking, eating together, playing games, and simply enjoying each other’s company allowed employees to unwind in a way that was not possible during their usual workday.
3) Enhanced Sense of Community: The event helped build a stronger sense of community, with employees expressing how much they valued the opportunity to engage in informal conversations and share personal stories in an environment free from work pressures. This fostered a supportive network of colleagues who were able to rely on one another beyond the office setting.
4) Increased Employee Engagement: Employees reported feeling more motivated and engaged after the event, with many noting that they returned to work with a renewed sense of energy and focus. The opportunity to bond with colleagues in such a meaningful way helped boost morale and contributed to a more positive workplace atmosphere.

·Challenges
1) Logistical Constraints: Organizing an offline gathering, particularly one that required transportation and accommodation, proved to be logistically complex. Coordination efforts were required to ensure that employees could attend without financial burden or scheduling conflicts.
2) Attendance Volatility: While the majority of invited employees attended, some chose not to participate, citing personal reasons or conflicting schedules. It was clear that participation in such gatherings could be influenced by personal preferences, family commitments, or workload.

·Lessons Learned
The offline gathering revealed several important insights:
1) In-Person Interaction is Critical: While digital platforms and in-office activities provided valuable support, face-to-face interaction significantly enhanced employees’ sense of connection and trust. Human interactions, free from the constraints of the work environment, were crucial for fostering deeper relationships and alleviating stress.
Need for Flexibility: While the offline gathering was highly successful, it also highlighted the importance of flexibility in designing future interventions. Offering events during non-working hours and making them voluntary helped ensure that employees could participate without feeling pressured.
2) Holistic Well-Being: Combining social activities, recreational games, and communal meals proved to be an effective way of promoting mental well-being. The success of the gathering underscored the value of a holistic approach to stress relief, where both physical and social needs are addressed.

·Future Plans
Building on the success of the offline gathering, I plan to organize similar events in the future, but with more tailored activities that address the varying preferences of employees. I also aim to increase the reach of these gatherings, ensuring that they are accessible to employees from a wide range of companies. Future offline events will also incorporate employee feedback to enhance the overall experience, possibly introducing new activities and formats that foster both relaxation and team bonding.

Critical Analysis

The interventions explored in this study reflect a commendable effort to address the mental health toll of China’s 996 work culture through culturally resonant and accessible strategies. However, their implementation and outcomes reveal critical limitations that warrant deeper scrutiny. First, the study’s reliance on self-reported data from urban tech employees risks oversimplifying the broader challenges of the 996 culture. While the interventions—such as mahjong tables and offline gatherings—successfully leveraged cultural familiarity to foster social bonds and stress relief, their appeal was uneven. Younger employees or those unfamiliar with traditional games like mahjong often disengaged, highlighting a tension between cultural relevance and inclusivity. Similarly, online story-sharing sessions, though effective in reducing isolation, faced hurdles like digital fatigue and lingering stigma, underscoring the difficulty of balancing anonymity with sustained engagement in virtual spaces.

A deeper issue lies in the interventions’ focus on symptom alleviation rather than systemic reform. While activities like counseling sessions and weekend retreats provided temporary relief, they did little to challenge the structural roots of the 996 culture—such as unrealistic productivity expectations or lack of labor protections. The reliance on corporate cooperation further limited scalability, as companies resistant to cultural change or bound by legal concerns (e.g., mahjong’s gambling associations) often hindered implementation. Moreover, the short-term nature of these initiatives raises questions about their lasting impact. For example, the morale boost from offline gatherings might fade once employees return to relentless work schedules, suggesting a need for interventions integrated into daily work life rather than isolated events.

Finally, the study’s approach, while innovative, inadvertently reflects a paradox: it seeks to mitigate harm within a system that inherently perpetuates stress. Employees’ fear of stigma when discussing mental health—evident in low engagement with professional counseling—points to workplace power dynamics that interventions alone cannot resolve. Sustainable change demands coupling peer-driven support with advocacy for policy reforms, such as enforceable limits on overtime or mental health protections. Without addressing these structural inequities, even the most well-designed interventions risk becoming Band-Aid solutions, offering momentary respite but failing to dismantle the toxic norms of the 996 paradigm. Future efforts must therefore bridge individual support with systemic action, ensuring that mental health initiatives are not just culturally attuned but also politically transformative.

Conclusion and Future Plan

·Conclusion and Future Plan
Through the course of this research and the four interventions implemented, I have gained a comprehensive understanding of the psychological impacts of the 996 work culture and explored various methods to alleviate the stress it causes. Each intervention, from professional psychological support to offline gatherings, has contributed to creating a more supportive environment for employees facing the pressures of long work hours and high expectations. By combining both online and offline approaches, as well as offering culturally relevant and low-cost interventions, I have sought to address the multifaceted nature of workplace stress and mental health.

·Challenges and Limitations
Despite the effects of these interventions, I encountered several challenges throughout the process. One of the main difficulties was the differing levels of openness and engagement from companies. Some organizations, particularly those with stricter management policies, were hesitant to implement certain interventions, such as installing mahjong tables. Additionally, not all employees found the stress-relief activities equally effective, emphasizing the need for more personalized and varied approaches. Moreover, concerns about the legal risks associated with activities like mahjong also presented challenges that need to be carefully considered in future interventions.

·Future Plan
Moving forward, I am committed to continuing my efforts to alleviate the psychological strain of the 996 work culture by expanding the scope and reach of our interventions. I plan to refine and introduce new interventions, taking into account the lessons learned from previous ones. My future approach will involve:
1) Tailoring Interventions: Based on ongoing feedback from employees, I aim to provide a broader range of stress-relief activities, ensuring that they are inclusive and cater to the diverse needs of the workforce.
2) Expanding Reach: I will work towards implementing these interventions in more companies, particularly in industries where the 996 culture is deeply ingrained. This will involve collaborating with HR departments and company leadership to ensure successful integration and sustained impact.
3) Integrating Digital and In-Person Approaches: The combination of online and offline interventions has shown promise, and I intend to further develop these hybrid models. By offering flexible and accessible options, I aim to create a robust support system that is adaptable to different workplace environments.
4) Long-Term Impact: My ultimate goal is to contribute to a shift in workplace culture, where employee well-being is prioritized alongside productivity. Through continued research, collaboration, and innovation, I hope to promote healthier work environments that not only address immediate stress but also foster long-term mental health and work-life balance.

·Voices from the 996 Frontline – Insights and Interventions

While the survey results provided valuable insights into the psychological stress caused by the 996 work culture, I recognized the need to deepen my understanding of the individual experiences behind these statistics. To explore the nuanced psychological effects of this demanding work schedule and identify more targeted solutions, I decided to complement our quantitative findings with qualitative data gathered through in-depth interviews. By interviewing a diverse group of professionals, I aimed to capture the full spectrum of perspectives on the 996 culture. These interviews were designed to explore not only the stressors identified in the survey but also the personal coping strategies and potential interventions that could mitigate these pressures. In doing so, I sought to enrich my understanding of how the 996 work culture is experienced on the ground and uncover more effective, personalized methods for alleviating its psychological impact.

Diverse Perspectives on a Common Theme

I conducted 14 interviews covering a broad spectrum of roles within the tech industry. Each participant shared their unique experiences and coping mechanisms in dealing with the relentless demands of the 996 schedule. From these discussions, it became evident that the psychological toll is a significant concern that spans across different job functions and life stages. As we explore and understand the full impact of 996 culture, I continue to rely on the voices of those who live with it every day. My survey and in-depth discussion gathered their experiences, which are invaluable for a comprehensive understanding of the state of China’s tech industry and what needs to be done to foster a healthier work environment.

Interview Link:

https://23045643.myblog.arts.ac.uk/2024/08/12/interview-transcript-ⅰ/

https://23045643.myblog.arts.ac.uk/2024/08/15/interview-transcript-ⅱ/

https://23045643.myblog.arts.ac.uk/2024/08/19/interview-transcript-ⅲ/

(Interview with the interviewees)

Stress Across Age Groups

My interviews confirmed the survey results, highlighting that individuals in the 30-40 age bracket often experience increased stress due to added family responsibilities and the looming pressures of job security. These middle-aged professionals, already navigating significant personal and professional milestones, are particularly vulnerable to the adverse effects of prolonged work hours.

Insights from the Field

In the course of interview, I interviewed a project director who, from the outside, was a successful person. His story may also be a typical middle-aged man who is troubled by the workplace 996, but is forced to continue to bear the pressure of this problem because of family pressure. I believe he is a good representative example, so I am releasing his full interview to demonstrate the importance and necessity of intervention.

One poignant story came from a 36-year-old senior project manager, who has been with a top Internet company for over a decade. Despite achieving stability in his career, the 996 culture continues to compress his personal time, leaving him to juggle professional pressures with family commitments. His narrative sheds light on the pragmatic yet resigned acceptance of high stress in exchange for financial stability, a common thread found in many of our interviews. The conversations, meticulously recorded with permission , provide a raw and unfiltered look into the daily lives of those affected.

Translation:

Calls for Change and Support

Despite the normalization of long working hours, there is a clear call from my interviewees for more substantial support systems within companies. Many expressed a desire for interventions that go beyond the occasional mental health day or onsite counseling, pointing towards a need for comprehensive support systems that address both preventative and reactive mental health care.

Imagining Sustainable Work Cultures

Reflecting on the interviews, it is evident that while the 996 culture may be entrenched, it is not sustainable without significant changes. Suggestions from my interviews included more flexible working arrangements and a shift in corporate culture to prioritize employee well-being over mere productivity metrics.
The personal stories and data gathered through my interviews paint a vivid picture of the high stakes associated with the 996 work culture. As I move forward, these insights will guide my development of targeted interventions designed to alleviate the psychological burdens faced by employees.I am reminded of the human costs of unsustainable work practices and the urgent need for change.

Conclusion and Further Ideas

Based on the insights gained from both the survey and the interviews, it is clear that the psychological toll of the 996 work culture requires urgent attention and intervention. While the data has illuminated the depth of the issue, it shows that a more structured and professional approach is needed to effectively address the stressors faced by young professionals. In light of these findings, my next step will be to explore the implementation of professional psychological interventions tailored to the specific needs of employees impacted by this culture. These interventions will aim not only to provide immediate relief but also to create sustainable support systems that promote long-term mental well-being. As I move forward, we are committed to developing and refining intervention strategies that can offer tangible solutions to the psychological challenges posed by the 996 work environment.

·Navigating Challenges in the Intervention for the 996 Culture

In my continuous effort to address the mental health repercussions of the 996 work culture, I embarked on my intervention—partnering with companies to provide psychological counseling based on insights gleaned from surveys and interviews. Despite the enthusiasm and commitment, the journey has been met with significant challenges.

The Intervention Strategy

Leveraging the data from the previous engagements, I designed a program intended to offer direct psychological support to young professionals impacted by the 996 lifestyle. This initiative was grounded in real-world interactions with employees who expressed a need for such support during detailed discussions.

(The conversation between I and a participant)

Encountered Setbacks

My intervention faced several hurdles:

• Perception of Impact: Contrary to our findings, some participants felt the psychological impact of the 996 culture wasn’t as severe as anticipated, leading to lower engagement than expected.
• Corporate Cooperation: Gaining consistent support from companies was more challenging than anticipated. Legal and bureaucratic hurdles significantly hampered our efforts.
• Funding Issues: Sufficient funding to sustain the intervention proved elusive, complicating the deployment of adequately trained professionals.
• Professional Expertise: The complexity of issues faced by employees required a higher level of professional psychological expertise than was initially available.

Evidence from My Efforts

Despite these challenges, there are silver linings that underscore the potential effectiveness of approach. Some participants have expressed gratitude for the conversations held, which provided them with temporary relief and validation of their experiences. These interactions are captured in the images from the sessions. Furthermore, discussions with corporate legal teams, though ultimately unsuccessful, showed a willingness to explore potential solutions.

Translation:

This initial attempt has provided me with valuable lessons on the realities of implementing mental health interventions within the rigid structures of the 996 work culture. The feedback and data gathered have been instrumental in highlighting the areas needing more focused attention as we plan our next steps. Moving forward, I remain committed to refining approach, seeking more robust partnerships, and securing the necessary resources to make a meaningful impact.

The initial phase of my intervention faced several challenges that hindered its progress. One of the key difficulties was the perception of the psychological impact of the 996 culture among some participants, which was not as severe as we had anticipated. As a result, the engagement with the intervention was lower than expected. In addition, securing consistent support from companies proved to be a more complex task than initially thought, largely due to bureaucratic and legal hurdles. Funding also became a significant concern, as the resources required to sustain the intervention and hire trained professionals were not readily available. These obstacles highlighted the need to reassess my approach and consider alternative, more feasible solutions.

In light of these challenges, I consulted with government officials who had been interviewed during the research phase, and their insights provided valuable guidance. They suggested that, given the resource constraints, an online-based intervention could serve as a cost-effective alternative. This method would allow us to reach a wider audience without incurring the high costs associated with in-person psychological counseling or hiring specialized professionals. Additionally, our interviews revealed that many employees did not feel the need for intensive psychological interventions. On the contrary, there was a concern that forcing formal mental health support upon employees might carry social stigma, potentially exacerbating the problem rather than alleviating it. Considering these factors, I am now leaning towards less intrusive, online interventions that focus on providing accessible resources for stress management, rather than hiring expensive mental health professionals. This approach would not only help reduce costs but also align better with the preferences of the employees, ensuring that they receive support in a way that feels more comfortable and less judgmental.

·A Step Forward: Reflecting on Story-Sharing Session Against the 996 Culture

Building on the insights and adjustments made in my initial intervention, I have shifted our focus towards a more accessible and cost-effective approach to address the psychological challenges faced by young professionals under the 996 work culture. In my ongoing efforts to combat the psychological impacts of China’s intense 996 work culture, we ventured into a new domain of intervention with our first story-sharing session. This pilot initiative was designed to provide a platform for employees to openly discuss their experiences and challenges under the 996 regime in a supportive environment.

Implementation of the Story-Sharing Session

The initial foray into story-sharing took place online, gathering employees from various levels within the tech industry to share their personal stories and experiences. This session aimed to offer relief from the isolating effects of the 996 culture and foster a sense of community and understanding among participants. The format was informal and moderated by trained facilitators to ensure a respectful and supportive atmosphere. The screenshot from our session captures the diverse participation and engaged discussion among the attendees.

(Picture 1: Participants in the story sharing session)

Immediate Impact and Participant Feedback

The immediate feedback from inaugural session was highly encouraging. Participants expressed a significant sense of relief and appreciated the opportunity to voice their concerns and experiences in a non-judgmental setting. They praised the session for allowing them to feel heard and validated, which is often lacking in their high-pressure work environments. This positive response is visually represented in the feedback compilation I received, showcased in pictures, where participants commended the effectiveness of the session in alleviating their stress.

( Feedback from participants in the story sharing session)

Outcomes

The online story-sharing sessions received highly positive feedback, demonstrating significant value for employees navigating mental health challenges within the demanding 996 work culture. Participants emphasized three core benefits: emotional validation through non-judgmental sharing that reduced feelings of isolation, peer-driven learning where practical coping strategies for stress and workload management were exchanged, and collective awareness-raising about workplace mental health struggles. These sessions not only strengthened interpersonal support but also sparked broader organizational dialogue about normalizing mental health discussions and addressing systemic pressures. Employees reported tangible improvements in their sense of community and access to actionable tools for resilience.

Challenges and Observations

While the session was positive in terms of participant engagement and feedback, organizing it was not without challenges. Convincing companies to allow their employees the time to participate was initially difficult, given the pervasive work-first culture. Moreover, ensuring privacy and confidentiality online also required meticulous planning and execution to maintain a safe space for all participants.

Future Plans and Expectations

Encouraged by the progress of this pilot session and the positive feedback received, I am motivated to continue and expand this initiative. My goal is to hold more sessions, gradually involving more companies and a broader demographic within the tech industry. I aim to make story-sharing a regular feature of workplace support, contributing to a shift toward more empathetic and people-focused work cultures.

The story-sharing session has been a small but significant step in addressing the mental health challenges posed by the 996 culture. It has shown me the powerful impact of giving employees a voice and fostering a supportive community. As I plan for future sessions, I remain committed to refining our approach, leveraging the insights gained, and expanding the reach of this promising intervention.Feedback reflect the heartfelt appreciation and positive impact expressed by the participants, reinforcing my belief in the potential of story-sharing to transform workplace environments.

·Elevating Voices – Progress and Expansion of Story-Sharing Sessions

In the latest initiative to combat the psychological impacts of the 996 work culture, I hosted the first story-sharing session. The session provided a platform for employees affected by the 996 lifestyle to openly share their experiences and challenges. Building on the progress of this session, I produced a promotional video shared on bilibili, which received valuable community feedback that will shape the future of initiative.

Initial progress of the Story-Sharing Session

The first story-sharing session was a transformative experience for all participants. Conducted online, it allowed employees from various sectors within the tech industry to express their feelings and stories in a supportive environment. The session aimed not only to provide a relief outlet but also to foster a sense of solidarity among workers. The positive responses I received have confirmed the need for such platforms where individuals can connect and share their collective struggles.

Production of the Promotional Video

To capture the essence and impact of the story-sharing session, I produced a promotional video that highlights key moments and testimonials from participants. This video serves as a crucial tool in raising awareness about the mental health challenges within the 996 culture and the benefits of open dialogue. The video, showcased on the popular platform bilibili, has allowed us to reach a wider audience, extending the conversation beyond the session participants.

video link:https://www.bilibili.com/video/BV1AAUMY9EFB/?spm_id_from=333.999.0.0

At the same time, I also showed the video to friends around me.

Community Feedback and Suggestions

The feedback from the bilibili community has been overwhelmingly positive. Viewers praised the initiative for its approach to tackling workplace stress and offered suggestions for future sessions. The comments section became a space for viewers to share their own experiences and express support for the continuation and expansion of the story-sharing sessions. This feedback is invaluable as it not only validates our approach but also provides insights into how I can enhance the format and reach of future sessions.At the same time, there are suggestions that my video criticism needs to be further modified.

(These reply helps me a lot!)

Future Directions Based on Feedback

Encouraged by the progress and the feedback, I plan to hold more story-sharing sessions. Each session will be tailored based on the suggestions and needs expressed by participants and bilibili viewers. I aim to include more diverse voices and possibly extend the reach to other companies and industries where the 996 culture prevails. This iterative approach ensures that the interventions remain relevant and effective in promoting mental well-being in high-pressure work environments.

Conclusion

The story-sharing sessions have proven to be a valuable intervention, offering participants a much-needed outlet to express their experiences and alleviate stress. The feedback from both participants and the online community has been overwhelmingly positive, reinforcing the effectiveness of this approach in fostering a sense of connection and support. Participants have expressed a stronger sense of community and relief from the isolating effects of the 996 work culture. Furthermore, the insights provided by the bilibili viewers have been instrumental in guiding the direction of our next steps.

Based on the suggestions from both the participants and online viewers, I am now considering a hybrid approach that combines the benefits of both online and offline interactions. While the online story-sharing sessions have created meaningful connections, the demand for face-to-face engagement has grown. With this in mind, I am exploring the possibility of installing cost-effective intervention measures within companies, subject to their approval. Among the options under consideration are PlayStation consoles and traditional mahjong tables—both affordable and culturally resonant activities that could provide employees with opportunities for relaxation and socialization during their breaks. The final decision will be based on the preferences of the employees, gathered through a voting process, ensuring that the chosen intervention best reflects their needs and desires.

·Mahjong Tables in the Workplace – A Creative Respite from 996 Pressures

After carefully considering the feedback from both my surveys and the preferences of the companies involved, I recognized the importance of aligning our intervention with the actual needs and interests of employees. One key consideration was the diverse preferences across different employee groups, particularly when it came to the PlayStation option. My research indicated that while many male employees showed interest in PlayStation as a potential stress-relief tool, female employees did not exhibit the same level of enthusiasm. This disparity raised concerns about potential inequality in the intervention, as it could inadvertently favor one group over another. Taking this into account, I decided to opt for a solution that would be more universally appealing and inclusive. Ultimately, based on the collective preference expressed by employees across the board, I chose to implement traditional mahjong tables as the intervention of choice. This decision not only respects the cultural context of the workplace but also ensures that the intervention is equally accessible and enjoyable for all employees, regardless of gender or personal preference. As the continue my journey to address the intense pressures of the 996 work culture in China, I have rolled out my third intervention—installing mahjong tables in the rest areas of select companies in Hangzhou and Shanghai. This initiative, rooted in the beloved Chinese tradition of playing mahjong, offers employees a unique way to unwind and reconnect during work breaks.

Choosing Mahjong as an Intervention

Following the progress of our story-sharing sessions, we sought to implement an intervention that resonated more deeply with everyday cultural practices. Mahjong, a game widely cherished across China, emerged as a perfect fit. Not only does it provide a mental break, but it also fosters social interactions among colleagues without demanding prolonged periods away from work responsibilities. Each game is relatively short, ensuring that players can enjoy a quick session without the risk of losing track of time.

Implementation and Company Collaboration

With the cooperation of a few forward-thinking companies, we introduced three mahjong tables into their office rest areas. This intervention was funded with our modest resources, underlining our commitment to practical and culturally relevant mental health support. The companies involved were selected based on their openness to innovative approaches for enhancing workplace well-being and their significant role in the tech industry in Hangzhou and Shanghai.

Capturing the Impact

The response has been overwhelmingly positive. Employees welcomed this addition as a thoughtful and enjoyable way to relax. I captured the initial moments of joy and relaxation with a photograph, which shows employees engaging in their first game. 

(Picture 1: This is the mahjong table that set up in Hangzhou.)

Feedback from participants, illustrated in subsequent photos, highlights the popularity of the intervention. Players commented on the perfect timing of the games, which allowed them to take a mental break without feeling detached from their work duties.

(Picture 2 and 3: These are the two mahjong tables I have placed in Shanghai. They are the flashbacks provided by the participants during the play.)

Outcomes and Challenges

The introduction of mahjong tables as a stress-relief intervention yielded mixed engagement due to cultural familiarity gaps, logistical constraints, and legal ambiguities, yet offered critical insights for workplace well-being strategies. Challenges included limited appeal among employees unfamiliar with the game, space and resource limitations, and concerns over gambling associations in regions with strict laws. However, the initiative underscored the importance of culturally resonant activities to foster engagement, as mahjong’s popularity highlighted its alignment with local traditions. Key lessons emphasized the necessity of diversifying options to cater to varied employee preferences, proactive planning to address logistical or legal risks, and the value of informal social interactions in building community and mitigating workplace isolation. Ultimately, the intervention reinforced that balancing cultural relevance, inclusivity, and practicality is vital for designing effective well-being programs in high-pressure environments.

Feedback and Future Plans

Participants have praised the mahjong tables as an excellent initiative, noting the relaxation and camaraderie they experienced. The progress of this intervention has encouraged us to consider other culturally integrated activities that can serve as effective mental health supports within high-pressure work environments. Going forward, we aim to expand this initiative to more companies, adapting and scaling the approach based on ongoing feedback and the evolving needs of employees.

Conclusion

The introduction of mahjong tables has proven to be a highly effective intervention, garnering positive feedback from employees across the board. Participants have expressed their appreciation for the opportunity to unwind and socialize in a relaxed, culturally familiar environment. The game has provided a much-needed break from the pressures of the 996 work culture, helping to alleviate stress and foster a sense of camaraderie among colleagues. The feedback further highlighted that many employees were not only relieved by the immediate benefits of the intervention but also eager to build lasting friendships through these shared activities.

The progress of this intervention has led to a compelling request from participants: they wish to transform the friendships formed through these activities into ongoing, self-sustained relationships within the workplace. Employees expressed a strong desire to continue engaging in stress-relieving activities together, with several suggesting that shared gaming sessions or other group activities could further contribute to their mental well-being. This shift towards self-organized, peer-driven interactions reflects the growing importance of community and social support in managing workplace stress. Looking forward, we are considering ways to facilitate these connections, ensuring that the platform we’ve created for fostering friendship and reducing stress continues to thrive and expand organically within the company.

·From Virtual Connections to Real-World Friendships: The Fourth Intervention

The introduction of mahjong tables in the workplace has proven to be a successful intervention, significantly contributing to stress relief and promoting a sense of community among employees. The informal nature of the game, combined with its cultural relevance, allowed employees to bond in a relaxed setting, helping them navigate the intense pressures of the 996 work culture. Feedback has shown that these sessions not only provided a mental break but also fostered social interactions that helped alleviate feelings of isolation. The intervention has proven to be effective in addressing immediate stressors, yet it also highlighted the importance of creating more lasting, meaningful connections among employees.

Building upon this progress, I am now planning my next intervention: an offline gathering designed to further deepen the relationships fostered through these shared activities. This in-person meeting will allow employees to engage with each other outside of the work environment, further strengthening the support network that has been established. I believe that this next step will have an even greater impact on alleviating the psychological pressure faced by employees, offering them a deeper sense of belonging and camaraderie. As we move forward, the offline gathering will serve as an important milestone in our ongoing efforts to mitigate the psychological challenges posed by the 996 work culture.

The Formation of a Community

What started as a simple online meeting to share workplace experiences under the 996 regime quickly grew into a vibrant community. Participants set up a WeChat group as a continuation of the story-sharing sessions, turning it into a lively forum for daily interactions. This organic development highlighted the profound need for support and understanding among those grappling with similar professional pressures. Encouraged by this dynamic, the group decided to take their virtual camaraderie into the real world.

Organizing the Offline Gathering

With a collective desire to deepen their bonds, the group organized an offline meet-up—one that would allow them to engage in more personal and direct interactions. They chose a non-working weekend to ensure everyone could participate without the stress of impending work obligations. A villa was rented to provide a relaxed and private setting where they could cook, barbecue, and engage in leisure activities away from the pressures of the office.

(This is the meal they ate out )

( Prepared some ingredients for bartending and chatted while drinking.)

Feedback and Photographic Evidence

The feedback from this gathering was overwhelmingly positive, with participants expressing a significant reduction in stress and an increase in their sense of community. Photos of the delicious meals prepared were shared among the group, capturing the essence of their gathering without compromising anyone’s privacy. Screenshots from their WeChat chats post-meet-up reveal the joyful and supportive exchanges that continued well beyond the weekend, with plans already being made for future gatherings.

(They are talking about new dishes for next party)

Continued Support and Future Plans

This successful offline gathering has not only validated the initial interventions but also underscored the importance of continuing to support these real-world connections.I remain committed to monitoring and facilitating this community’s growth, ensuring that the friendships formed can continue to provide relief from the 996 culture. The participants’ commitment to meet regularly promises ongoing support and potential relief from the stresses associated with their work environments.

Conclusion

Throughout the course of my interventions, I have implemented four key strategies aimed at alleviating the psychological pressures of the 996 work culture. Each intervention built upon the previous one, forming a comprehensive approach to address the mental well-being of employees. The first intervention, the online story-sharing sessions, provided employees with a platform to express their experiences and foster a sense of solidarity. The second intervention introduced mahjong tables, a culturally resonant activity that offered employees a chance to relax and socialize in a low-pressure environment. My third intervention, the offline gathering, further strengthened the relationships developed during these activities, allowing employees to deepen their connections and build a supportive community outside the work environment. Finally, the online platform allowed employees to continue engaging in stress-relief activities while maintaining a sense of connection.

Reflection

As I reflect on the outcomes of these interventions, I am encouraged by the positive feedback and the increased sense of community among employees. The progress of these interventions has highlighted the importance of fostering social connections and creating supportive environments to manage workplace stress. Moving forward, I am committed to organizing more interventions that will continue to deepen my understanding of the 996 culture’s impact on mental health. These future initiatives will further explore the nuances of this work culture and aim to provide lasting, sustainable solutions to enhance employee well-being. Our ultimate goal is to shift the workplace dynamics to prioritize mental health and create a more balanced and supportive work environment for employees.