“Come on… just two teeth, what’s the big deal?” said the dentist.
“Everything to me!” replied the walrus.
Leonardo Manera
In our work within organizations, we understand the individual as immersed in relational webs woven across multiple levels of depth. Within these networks, a person’s mental well-being and the health of the systems they inhabit are tightly locked together in a circular bond of mutual influence. In other words, mental well-being is a shared responsibility: there can be no individual well-being without collective well-being, and vice versa.
Within this network, mental health is not just a personal experience; it is also deeply connected to the relationships each person cultivates.
This means that when the group commits to caring for the well-being of all, and each individual does their part—taking care of themselves and of others—the result is improved health for everyone (the famous WE).
But how can we make this happen?
If we look at the individual, mental health requires a constant capacity for self-reflection and self-care. We must be aware of our emotions, thoughts, and behaviors, so that we can recognize early signs of stress or distress. Yet awareness alone is not enough; it must be followed by action: legitimizing one’s own needs, seeking support, adopting healthy habits, and cultivating positive relationships. It is essential to learn how to recognize and express what truly matters to us—even in judgmental contexts (just as Leonardo Manera’s walrus did when standing up to the dismissive dentist).
The group, in turn, plays a fundamental role in shaping the mental health of its members. When it fosters inclusivity, mutual respect, and understanding, it creates a safe environment where people can express themselves openly. A cohesive and supportive group becomes a precious resource for everyone’s mental health, offering emotional support, a sense of belonging, and opportunities for growth. By contrast, a group dominated by competition, individualism, and disloyalty undermines the development of a climate that allows for genuine expression and well-being.
When we reduce the group to its smallest unit—two people—we open ourselves to a profound reflection on our capacity to engage with and for others. Dyadic relationships—whether between colleagues, friends, or a mentor and mentee—highlight the reciprocal responsibility each person carries for the other’s well-being.
The same holds true in larger groups: being part of a group does not mean only receiving support, but also being willing to offer it.
Mental well-being is not a static concept, but a dynamic reality that depends on the balance between self and others. Recognizing the co-responsibility we share—as individuals and as members of groups—in sustaining collective well-being is the first step toward building healthier environments and stronger relationships, essential for ensuring sustainable coexistence within the organizational realities we inhabit.
