Developing a Psychologically Healthy Workplace ... · Identify the fundamental elements of a...
Transcript of Developing a Psychologically Healthy Workplace ... · Identify the fundamental elements of a...
Developing a Psychologically Healthy Workplace: Identifying an Employee in Crisis September 21, 2016 Breakout Session B—10:30 a.m. to 12:00 p.m. Presenters—Rod Hart and Denise Heybrock
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Learning Objectives
Participants attending will...
Identify the fundamental elements of a psychologically healthy workplace environment
Review the essential components of a workplace violence (WV) prevention plan
Discuss how violence has impacted you as a person or as a professional
Be able to detect warning signs of a potentially violent individual in the workplace
Recognize signs of escalating situations and respond with a four-step verbal de-escalation process to interrupt the violence cycle
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This Week in the USA…
By 2020, the World Health
Organization says Depression will be
the most costly disease burden in
the world
Nearly 5M workers will miss
work due to stress
3,846,153 workdays will be lost
due to depression
4,903,846 prescriptions for
antidepressants will be issued
791 people will take their
life by suicide
154 are military veterans
765,980 people will visit their
doctor about a mental health
problem
Sources: Centers for Disease Control and Prevention, American Institute of Stress, U.S. Department of Health and Human Services
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Facts Continued
Source: Park Dietz, MD, PhD
29 Average age
of generic killer 38
Average age of WV killer
92% of perpetrators
are male
70% of WV
perpetrators are white
#1 controllable attribute is depression, which can usually
be mitigated successfully in
about six weeks
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Economic Impacts of Workplace Violence
Source: National Safe Workplace Institute
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Emotional Journey to Distress
Positive Relationships
Accomplish- ments
Engaging Interests
Meaning & Purpose
Positive Emotions
Family Demands
Health Challenges
Work Demands
Financial Strain
Unexpected Loss
Be sure the positives outweigh the negatives
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Workplace Symptoms Are Only the Tip of the Iceberg
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Work Issues • Environmental • Interpersonal • Job-Related
Health Issues • Chronic Disease • Nutrition • Sleeping • Depression
Life Issues • Stress/Emotional • Relationships • Legal/Financial • Addictions
Knowing the source of the problem and
areas to explore allows the
manager/supervisor to determine a
course of action
WHAT YOU SEE
WHAT YOU DON’T SEE
Troubled Employee • Late • Withdrawn • Emotional • Moody • Bullying
• Disrespectful • Passive-Aggressive • Threatening • Full of Rage • Engaged in Theft
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Signs of a Struggling Individual
Change in temperament:
irritable, impatient, and/or negative attitude Mood swings
and/or emotional outbursts
Change in work performance
(missed deadlines, low work quality, unorganized)
Withdrawn, absent-minded, or preoccupied
Tardiness and/or absenteeism
Lack of interest in projects/activities normally had taken
pleasure in
Change in weight/ personal hygiene
Many times when an individual is dealing with too much
stress or other emotional health issues, there are some
signs or behavioral changes that begin to surface
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Defusing Strategies
Schedule a nonconfrontational discussion with the potential at-risk employee
Reach out to the organization’s Employee Assistance Program (EAP)
Understand your role is not to counsel the employee; know your limits as a manager
Suggest the employee call the EAP for support
Reach out to a colleagues, if appropriate (need to know)
Timely outreach with human resources/senior leadership
If not the direct manager you need to make your concerns known
Err on the side of safety
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What Not to Do When Someone Is Struggling
Do not minimize the individual’s feelings or concerns—everyone has a right to their feelings
Do not belittle them or dismiss their feeling by suggesting they do not seem to be stressed or depressed, etc.
Avoid speaking to the person in a patronizing tone of voice, and using overly compassionate looks of concern
Do not trivialize the person’s experience by telling them to get a better attitude or put on a happy face—if it were that simple, they would have done that
Do not try to fix their issues or concerns—do not counsel them—know your limits as a manager, friend, and/or coworker
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In-Room Mini Break
Stand tall, stretch and reach…
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Ignoring the obvious signs and symptoms
Missteps to Effectively Intervene
Trusting it will self-resolve within the work group
Failing to connect, or eliciting dialogue with the work group
Being unaware an individual is struggling
Intruding without adequate justification
Managing at a distance
Employing a “wait–n-see” approach
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Signs of Escalating Violence
History of violent or aggressive behavior History of substance abuse or chemical dependency
Problems in family of origin and/or in childhood (abusive parents, trouble in school, etc.)
Threatening remarks or notes toward other employees
Job insecurity/perceived job insecurity
Verbally abusive
Does not follow organization’s policies and procedures
Destroys or steals organization’s equipment or property
Disrespectful, uncooperative attitude Resentful, cynical, unhappy about life
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Defusing Strategies for Manager
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Breakout Session Activity
How has workplace violence impacted those in your group, either personally or as a professional?
How does potential violence impact co-workers and clients?
Has your workplace experienced violence? How did your workplace respond?
What alarms you the most about your workplace and the people you see daily?
As a group, process your considerations and observations (10 minutes). Use your newly acquired learning and skillsets to reach consensus on how to diffuse a potentially volatile situation. Document your group’s strategy and designate a spokesperson.
Group report back, dialogue and discussion (10 Minutes).
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EAP
Psychologically Healthy Workplace
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Organizational Approaches
Build a psychologically healthy workplace
Develop an organizational culture that encourages trust, accountability, and flexibility
Encourage employees to take care of their wellbeing
Mental/emotional, physical, financial, and social needs
Offer benefits and tools to promote a healthy lifestyle and work-life balance
Enforce time-off policies that promote cycles of work and rest/renewal
Encourage workers to take a lunch, leave their desks, and get outside to renew themselves
Establish safe and secure work communities
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Motivation/Connection Interventions
Psychologically healthy workplace building blocks
Social support (social interactions, work-life balance, camaraderie vs. competition)
Practice gratitude
Purposeful activity (engagement, empowerment)
Achievement (recognition, life goals)
Growth and development (career opportunities)
Healthy working environment (clutter free, clean air, natural light, free of unnecessary noise, sit/stand desks)
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Training and Resources Considerations
Resilience training
Strengths-based approach
Optimism
Effective communication
Stress management skill-building
Mindfulness-based stress reduction (MBSR)
Meditation
Yoga
Employee resources
Rebrand EAP to include outreach
Work Life
Proactive anti-stigma campaigns
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Response to Mental Health and Rage
Taking a proactive and pre-emptive stance
General Duty Clause
Require employer-run workplace violence programs; CA, CT, IL, MD, MN, NJ, OR, NY, limited to public employers only.
Reporting of incidents: WA
De-Stigmatization Campaigns
Disaster Planning
Security Audit
Critical Incident Stress Debriefing (CISD)
No Tolerance Policy, Duty to Warn
True or False? 48% of adult Americans blame mass shootings on mental illness issues
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Personal Action Plan
Be actively aware of people’s erratic
behaviors
Have confidence to reach out and connect
with struggling individuals
Be comfortable listening and being a trusted resource
Note:
Write them down and commit them
to memory
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Questions?