Safety Symposium Training And Risk Management For Psychological Injury

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Training & Risk Management for Psychological Injury Keryl Egan & Associates Pty Limited
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Transcript of Safety Symposium Training And Risk Management For Psychological Injury

Page 1: Safety Symposium Training And Risk Management For Psychological Injury

Training & Risk Management for Psychological Injury

Keryl Egan & Associates Pty Limited

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Overview

Understand bullying and stress

Define the dilemmas Positive stress of challenge vs. negative stress and

injury Training bullies to bully better

Look for comprehensive solutions

Acknowledge limits

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Definition of Stress

Stress is a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize.Alarm phaseGeneral AdaptationFatigue or Burnout

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Pressure-Stress-Psychological Injury

Pressures are normal in the workplace and may cause positive and negative stress.

Stress illness or ‘psychological injury’ occurs when negative stress leads a person to become symptomatic

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The Yerkes-Dodson CurveHerbert Benson (HBR November 2005)

100

Performance

Efficiency

0

0 Stress Anxiety over Time 100

Tipping Point

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Relationships Bullying as a Source of Stress

WA figures show 29.7% of work-related stress claims were due to “exposure to workplace or occupational violence” and “harassment” (B.Shephard, UWA).

Mellington (2005) 74% have either witnessed bullying or endured it. Healthworks (2004) found 85%

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Bullying & Stress

Bullying leads to

Anxiety disorders, major depression, physical illness 75% of cases have signs of Post Traumatic Stress Syndrome

31% of 109 suicides related to a work injury or work-related mental illness (Urban Ministry Network, Victoria 2000)

Prolonged Duress Stress Disorder (not yet DSM classification).

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Estimated Cost of Bullying (Sheehan, McCarthy & Henderson, 2001)

Costs to Australian industry $17 billion to $36 billion p.a. (Griffith university 2001)

Beyond Bullying Association (Griffith University) estimated between 400,000 and 2 million Australians bullied per year.

Serial Bullying thought to be most damaging

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Direct Costs of Workplace Bullying The Law Society of New South Wales © 2004

With the assistance of the NSW Attorney General’s Department

Absenteeism

Staff Turnover Stress Litigation

Increased work accident rate and/or work error rate

Loss in productivity

Industrial problems

Negative publicity

Increased WorkersCompensation premiums

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Types of BullyingACCIDENTAL BULLYING

Emotionally blunt, aggressive, demanding

Does not realise the impact of own behaviour on others

Can be trained or coached out of the behaviour

Feels a sense of belonging and connection

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Types of BullyingDESTRUCTIVE SELF-ABSORBED

BULLYING Fragile self esteem

Inflated, unrealistic view of self

Feels entitled to privilege

Vulnerable to shame and humiliation

Devaluing and critical of others

Volatile rage if self esteem is threatened

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Types of BullyingSERIAL PSYCHOPATHIC BULLYING

Charming, grandiose, seductive

Seduces or frightens others into compliance

Intentional disabling of targets

Exploits the change vacuum: Develops influence network and gains power at others’ expense

No remorse: sadistic pleasure from winning and harming others

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Psychopathic Bullying

90% of injuries

are caused by serial bullies

Tim Field Bully Online

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Psychological Hazards

Isolation: manipulates time, space, workload and

access to others

Destabilization: alternates support & criticism unexpectedly

Disorientation: unpredictable changes in direction and decisions, chaotic unrealistic demands

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The Psychopathic Trap © 2005 Keryl Egan & Associates Pty Limited

2. DISABLE Destabilises, Disorients Mind-scrambles Blames Escalates abuse

3.ANNIHILATEInfluence network used against targetAccuses target of incompetenceTarget dismissed

1.SNARESeducesIsolatesInduces fear Manipulates

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Target Response to the Psychopathic Trap © 2005 Keryl Egan & Associates Pty Limited

2. Perplexed, ShamedFearful & PowerlessStressed underperformance

3.Depression, Anxiety, Withdrawal behavioursNon performance

1.Seduced CompliantTries harder Subliminal fear

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Types of bullying behavioursUnder Pressure

Vulnerable

Insecure

Serial

BullyingMotivation Achievement

Following orders, Survival

Praise

Recognition

Entitlement

Self-interest

Power, Money

Degree of Intentional harm

Harm to others accepted in service of organizational goals

Expects resilience

& robustness

Harm to others for own psychological survival

Shame-prone

Pay-back for humiliation

Planned harm to others, sadistic intent

Unprovoked verbal violence

Covert undermining & assaults

Response to

Effective Challenge

Anger, Anxiety

Depression

Agitation

Anxiety, rage

Defends grandiosity

Tragicomic, ridiculous claims

Threatens litigation

Plays the victim

Bullying intensifies

Criminality unmasked

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What to do with Bullying?Accidental

Confront and coach re behaviour

Can adapt & change

Acceptable costs

Insecure Destructive

Counselling, psychotherapy Often can develop & change Uphold company values Set limits Costly, but talent may be worth it

Psychopathic

Counselling, coaching, therapy

generally ineffective

Training is exploited

Self interest predominates, resists accountability

Cost always outweighs imagined benefits in long term

Organization seeks exit

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What to Do with Stress?

Effective, mobilising challenge leads to increased productivity

Recognise when pressure turns to stress

Diagnose the sources of stress

Bullying may be result of other stressors which can be modified

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2.IDENTIFY HAZARDSHSE standards approachOr CTRE surveyFocus groups

3. RISK CONTROL Reactive measures

Proactive measures Prioritise actions

1.START HERESafety system AuditPolicy Gap Analysis

Risk Management Plan

4.RISK MONITORINGRegular stress auditsand systems reviewinforms policy

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Safety Audit Gap Analysis of Reactive Safety System

Policies & procedures for psychological injury Examine existing management system

Potential gaps or problems in policy Managers exposed to safety hazard when required to

confront dangerous situations e.g. the psychopathic bully

Bullied target loses job, bonds, status, money via grievance procedures

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Identify HazardsSources of Pressure & Stress

Conditions for ψ health

Supportive leadership

Organisational climate(Cotton and Hart (2001)

Monitor Standards

Work Demands Control, autonomy Managerial Support Peer Support Relationships Role Change

(HSE Management Standards)

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Risk Matrix: Repeated Verbal Abuse over Time

LIKELIHOOD OF CAUSING STRESS

SEVERITY

Very likely Likely Unlikely Highly unlikely

Fatality(SUICIDE)

Extreme risk High risk Medium risk

Low risk

Major injury• Depressio

n• Hospital

High risk High risk Medium risk

Low risk

Minor injury• Anxiety

Medium risk

Medium risk

Medium risk

Low risk

NegliglibleInjury

Low risk Low risk Low risk Low Risk

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Accumulated Stress: Swiss Cheese Theory©2005 Keryl Egan & Associates Pty Limited

1. Isolation 2.Workdemands

4. VerbalAbuse

5. Blockedopportunities

3. Poor role clarity Stress Claim

0 months 2 yrs

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Isolation, abuse, demands, poor control, role clarity

LIKELIHOOD OF CAUSING HARM

SEVERITY

Very likely Likely Unlikely Highly unlikely

Fatality(SUICIDE)

Extreme risk Low risk Medium risk

Low risk

Major injury

depression

hospital

High risk High risk Medium risk

Low risk

Minor injury

Anxiety

Medium risk

Medium risk

Medium risk

Low risk

NegliglibleInjury

Low risk Low risk Low risk Low Risk

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Define your Dilemmas Do you want to provide both challenging business

goals and safety from costly organisational stress?

Are you trying to balance safety and stability with innovation, agility, productivity?

Do you want to prevent a Change Vacuum which can be exploited by psychopathic behaviour?

Are you concerned about expensive stress litigation?

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Choose your Audit Tool HSE Stress management

Considers point of view of the worker Measures sources of pressure Modifies work processes to reduce stress

CTRE Managed Change

Considers strategic direction of the business and the worker Measures where change is on-track or off-track Assesses pace, timing & effects of change Finds very specific pockets of turbulence & their cause

Designs very specific, targeted solutions

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Identify & Measure Risks Health and Safety Executive Organisational Stress Indicator Tool

Your score

Interim target

Long term target

Demands 2.84 3.25 4.25

Control 3.75 4.00 4.33

Managerial Support

3.05 3.60 4.60

Peer support 3.19 3.75 4.75

Relationships 2.69 3.75 4.75

Role 4.25 4.60 5.00

Change 2.75 3.33 4.00

KEY

Doing very well-need to maintain performance.Represents those at or

above 80th percentile

Good, better than average but needs improvement. Not yet close to those above 80th

percentile

Clear need for improvement. Represents those below average but not yet below 20th percentile

Urgent action needed. Represents those below

20th percentile

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CHANGE NAVIGATION TOOLCTRE International

Turbulence Assess risks and roadblocks

Resources Training & capability Systems and processes Project support

Aligned Direction Vision & values Communication

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CHANGE NAVIGATION TOOLCTRE International

Engagement Change leadership Involvement

Team leadership Management skills Feeling valued Accountability

Emotional Energy Passion & drive Disturbance

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Multi-Level Intervention for a Resilient & Robust Culture

Primary Intervention: Strengthening the structure Improving organisational processes and workplace

practices, communications

Secondary intervention: Strengthening the culture Group training and awareness raising in stress

management, anti-bullying and communication

Tertiary intervention: Strengthening the people Counselling for stressed staff Leadership coaching for managers(Robertson Cooper 2003)

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Psychopathic bully

Does not respond to any of this

Uses anti-bullying training to claim victimhood

Uses training to further exploit others and the business

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Strengthen the Organisation & CultureA Response to Bullying

Audit to bring bullying to light and focus training efforts

Train to set the tone: diversity, stress, bullying, discrimination, leadership, communication

Uphold values and vision against culture of gossip, rumour and malice

Individual remedial coaching

Monitor work practices to prevent isolation, destabilization, disorientation

Communicate openly to close down malign influence networks

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Monitor, Evaluate and Review

Progress Check (HSE or CTRE) on effectiveness

Monitor absence, sick leave, stress claims, exit interviews

Repeat measurement of organisational pressures

Measure cost benefit of interventions

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Case Study: Somerset County Council“A Great Place to Work”

________________________________________________

THEIR PROBLEM: INCREASED STRESS LITIGATION

THEIR STRATEGY

Stress audit

Intervention: Quality of Working Life program

Evaluation: Reduced sick days from10.75 in 2001/2002 to 8.29 in 2003/2004

Cost Benefit: Total saving of £1.93 million over 2 years

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5 Key Points Top management commitment is critical for the prevention of

both bullying and stress

Locate a response to workplace bullying and stress within a multi-level programme

Primary, secondary and tertiary interventions may be combined in unique ways for each organisation

Cost benefits analyses have proven that substantial savings are obtained by re-allocating resources from reactive to proactive processes.

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Keryl Egan & Associates Pty Limited

P.O. Box 327

Leichhardt NSW 2040

Telephone 02 9564 0425

Mobile 0414 734 840

Email: [email protected]

Website www.stormontconsulting.com