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Training & Risk Management for Psychological Injury
Keryl Egan & Associates Pty Limited
Copyright 2005 Keryl Egan & Associates Pty Limited
204/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
304/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
404/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
504/07/23
The Yerkes-Dodson CurveHerbert Benson (HBR November 2005)
100
Performance
Efficiency
0
0 Stress Anxiety over Time 100
Tipping Point
Copyright 2005 Keryl Egan & Associates Pty Limited
604/07/23
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%
Copyright 2005 Keryl Egan & Associates Pty Limited
704/07/23
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).
Copyright 2005 Keryl Egan & Associates Pty Limited
804/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
904/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
1004/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
1104/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
1204/07/23
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
04/07/23 Copyright 2005 Keryl Egan & Associates Pty Limited
13
Psychopathic Bullying
90% of injuries
are caused by serial bullies
Tim Field Bully Online
Copyright 2005 Keryl Egan & Associates Pty Limited
1404/07/23
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
04/07/23 Copyright 2005 Keryl Egan & Associates Pty Limited
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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
04/07/23 Copyright 2005 Keryl Egan & Associates Pty Limited
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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
04/07/23 Copyright 2005 Keryl Egan & Associates Pty Limited
17
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
Copyright 2005 Keryl Egan & Associates Pty Limited
1804/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
1904/07/23
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
04/07/23 Copyright 2005 Keryl Egan & Associates Pty Limited
20
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
Copyright 2005 Keryl Egan & Associates Pty Limited
2104/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
2204/07/23
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)
04/07/23 Copyright 2005 Keryl Egan & Associates Pty Limited
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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
Copyright 2005 Keryl Egan & Associates Pty Limited
2404/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
2504/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
2604/07/23
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?
Copyright 2005 Keryl Egan & Associates Pty Limited
2704/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
2904/07/23
CHANGE NAVIGATION TOOLCTRE International
Turbulence Assess risks and roadblocks
Resources Training & capability Systems and processes Project support
Aligned Direction Vision & values Communication
Copyright 2005 Keryl Egan & Associates Pty Limited
3004/07/23
CHANGE NAVIGATION TOOLCTRE International
Engagement Change leadership Involvement
Team leadership Management skills Feeling valued Accountability
Emotional Energy Passion & drive Disturbance
Copyright 2005 Keryl Egan & Associates Pty Limited
3104/07/23
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)
Copyright 2005 Keryl Egan & Associates Pty Limited
3204/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
3304/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
3404/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
3504/07/23
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
Copyright 2005 Keryl Egan & Associates Pty Limited
3604/07/23
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.
Copyright 2005 Keryl Egan & Associates Pty Limited
3704/07/23
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