Strategies for Maintaining Resilience Amid Uncertain Times

Amid current layoffs and studio shutdowns within the gaming sector, a recent BAFTA Games Mental Health Summit explored strategies for managing uncertainty and building resilience.

During the summit, hosted by psychologist Stuart Chaun, panelists included Kim Parker Adcock, founder of One Player Mission, and sound designer Konstantin Semionov, who each shared their personal experiences with job cuts from different viewpoints.

Parker Adcock, who has previously talked to GamesIndustry.biz regarding the closure of One Player Mission, now serves as the operations manager for the charity Thyroid UK and continues to act as the vice chairperson on the Safe in Our World board of trustees.

In 2023, Semionov began his career full-time in the gaming industry as a technical audio designer at Frontier. He was impacted by the October layoffs at Frontier and subsequently took on the role of employee representative during that period.

Despite their distinct experiences, both panelists emphasized the importance of navigating challenging situations and maintaining resilience.

Recognizing and Managing Emotions

Chaun stressed the significance of understanding and processing emotions to approach situations more objectively. By taking the time to identify and name their emotions, individuals can navigate through them more effectively.

Parker Adcock faced feelings of sadness and guilt when deciding to close One Player Mission, largely due to the impact on her team. "It's difficult to begin that grieving process when you're also trying to look after your team, trying to get them jobs," she remarked, noting that the studio is still undergoing liquidation. "It's a bit like when somebody dies, and you just start to get your head around it, then there's a funeral and it takes you right back into it – particularly if it's delayed."

For Semionov, the initial reaction was panic, which evolved into stress comparable to the uncertainty felt in the game Silent Hill 2. "The whole point of that game is uncertainty – you don't know what's coming or when it's going to happen," he explained. "Then you take those [experiences] and put it back into waiting for someone to announce whether you've got a job or not."

These feelings of instability led Semionov to become an employee representative to help his colleagues during the layoff process.

"I wanted to get information and to help other people get information because as soon as you do, you can at least plan things, and you can know for sure [whether] something's happening or not happening," he said. "And because of that, you can make those decisions."

The Value of Venting

Semionov emphasized the importance of venting with trusted team members before discussing solutions with higher-ups.

"Before you make a bad or good decision, just let it all out," he recommended. "When you sit down with the head of a department, you don't just go, 'Well, it's all your fault that this is happening.' None of that spills out, you start talking about actual solutions."

"The point of venting is not necessarily getting support, it's more the case of getting it out of your system"

Konstantin Semionov

He suggested creating a channel, such as on Slack or Discord, for team members to express their concerns.

"This doesn't necessarily work for all workplaces and all people," he acknowledged. "I felt incredibly supported by people just speaking about their lives because they said the things that I wanted to say but maybe didn't because I thought, 'I'm not sure if I should be shaking the boat too much.' But as soon as you see people open up, you start opening up, you start talking, and you see that it's not only you [feeling this way]."

Parker Adcock concurred, stressing the importance of a safe space for employees.

"You're all kind of scared to say [certain things] because you don't want to be the one that says something inappropriate, but then you realize everybody else is on the same side."

"And I think that's really what [Semionov] is saying, is that you can rant in your private area, then you go ask questions in a reasonable human way."

Posing Difficult Questions

In his role as an employee representative, Semionov had to ask challenging questions about Frontier's redundancy process to clarify uncertainties for his team.

"When [the process] started in October, I was ten months into my role and it was my first job in the industry actually getting money from it," he commented.

"I (virtually) stood in front of the CFO and asked tough questions because we had to – there was a lot of uncertainty that we wanted to clear up. It's all about how you ask the question.

"Instead of saying, 'Why have you done this to us?' you might ask, 'Could you explain the reasons behind this decision? Did you consider other options before making this choice? Have you thought about alternative approaches? Can we explore this option?'"

According to Chaun, framing a question in a non-confrontational manner can elicit more useful information. This approach increases the chances of getting a response rather than facing resistance.

Finding Appropriate Support

Discussing issues with team members can be beneficial, yet some individuals might feel unease about confidentiality. Parker Adcock recommended seeking advice outside one's immediate team or even outside the industry.

For example, she confided in her father, who had gone through similar struggles with shutting down a business. Despite different career paths, they had faced analogous challenges.

"You don't necessarily need somebody to understand your exact picture to understand your emotions."

Kim Parker Adcock

"You'd be surprised at who will actually be there," she remarked, emphasizing that many friends were supportive even if they didn’t understand her professional role.

Adcock reiterated, "You don't necessarily need somebody to understand your exact picture to understand your emotions."

Semionov concurred, noting the advantages of sharing concerns with someone within the gaming sector.

"It's valuable because they understand from that perspective," he said. "If I mention losing my job due to redundancy, someone within the industry might immediately relate with 'You too?' This creates a sense of mutual support and understanding."

Adcock further advised seeking guidance from more experienced colleagues.

"Never hesitate to reach out to someone with decades of experience, despite your junior status; they might value the conversation as much as you do," she stated.

Consider the Broader Context

Maintaining resilience is particularly challenging during uncertain times, but reflecting on the larger context can offer comfort.

"You can’t change events, but you can control your reaction," Parker Adcock emphasized. "This shift in mindset is crucial for resilience."

Semionov suggested that recognizing one's contributions can enhance self-esteem during tough times.

"It might serve as a coping strategy, but understanding what you've accomplished and learned in your role is beneficial," he advised. "For every job I've had, I’ve listed my learnings and achievements." He added, "Despite the stress and anxiety, the personal rewards from my work have been immense. It’s arguably the best work I’ve done, and I’m eager to showcase it."

Additionally, taking a break from the industry might provide a refreshed outlook on one's career, Semionov highlighted.

"Try a different job, and then return to see if you're still passionate about this field," he suggested. "If you decide to come back, you'll do so with renewed strength. And if you move on, you can still cherish being part of an extraordinary community of developers."

He reflected, "I feel fortunate to have been part of this journey, hoping it continues. But even if it doesn’t, it has been a wonderful experience."

Adcock concluded on an optimistic note: "Disaster can be opportunity."