Alternative ways to resolve a conflict


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Pull An Elastic Band Too Far - It Snaps

Building a resilient workforce to manageobserving working relationships (especially
pressure effectively'Resilience' is the newteam dynamics), and questioning changes in
buzzword for the process of adapting well inattitude and behaviour.Stress management
the face of adversity, trauma, tragedy,training can then build on this by teaching
threats or other 'stressors'. It's how weemployees about the nature and sources of
'bounce back' from difficult situations. Andstress, its effects on health, and the
fortunately resilience isn't a characteristicpersonal skills needed to reduce it. Training
that we either do or don't have. It involvesmay also help reduce stress symptoms such as
behaviours, thoughts and actions that can beanxiety and sleep disturbances, and has the
learned and developed.Studies have shown thatadded advantage of being relatively
the most important factors in buildinginexpensive.Employees also need to know how
resilience include:- having caring andto raise concerns about work pressure
supportive relationships- the ability to make(informally and formally) - for example by
realistic plans and take steps to carry themspeaking to their supervisor or manager,
out- possessing a positivethrough an existing grievance procedure, or
self-view- confidence in your strengths andunder a dedicated stress policy. The key is
abilities- good communication skills- beingthat employees should find it as easy and
able to manage strong feelings andunthreatening as possible to speak up about
impulses- strong problem-solving abilitiesSostress at work, and should be able to do so
if these are the qualities we need towithout fear of recrimination or any other
increase our resilience as individuals, whatnegative outcomes.Mediation and negotiationIn
lessons can we learn in terms of themediation, the parties in a dispute express
characteristics and culture required to buildtheir views on a contentious matter,
a 'resilient' organisation?Buildingestablish common ground, and move towards a
resilience by reducing stressBecause oursolution that's acceptable to all. In
working lives are becoming increasinglynegotiation, the aim is to reach agreement on
stressful, in November 2004 the Health anda course of action that satisfies at least
Safety Executive announced its new Managementsome of the claims of both sides. Access to
Standards for work-related stress, which aremediation and negotiation are therefore vital
designed to help ensure that organisationsin enabling workplace disputes to be resolved
address key aspects of workplace stress (orbefore they escalate into stress-inducing or
'risk factors') including demands, control,bullying behaviours which can be much more
support, relationships, role and change. Fordifficult to resolve.Rehabilitation back to
each risk factor, the Management StandardsworkWhere employees have been forced to take
include a description of what should betime away from work as a result of stress,
happening in an organisation (or 'states totheir rehabilitation back to work needs to be
be achieved') in order for the standard to becarefully managed. For those employees who
met. 'Demands', for example, includes issuesrequire specialist support, Employee
like workload, work patterns and the workAssistance Programmes and counselling
environment. States to be achieved areservices are a vital component in employee
that:- The organisation provides employeeswell being.Employee counsellingIn February
with adequate and achievable demands in2002, the Court of Appeal ruled, inter alia,
relation to the agreed hours ofthat 'any employer who offered a confidential
work- People's skills and abilities arecounselling service was unlikely to be found
matched to the job demands- Jobs are designedin breach of duty of care, by the courts'.
to be within the capabilities ofCounselling should therefore be regarded as
employees- Employees' concerns about theiran intervention to be included alongside
work environment are addressedThe guidanceother supportive services available to
centres around carrying out a risk assessmentemployees.First contact counselling
for stress (this is also a legalteamsThese teams are made up of volunteers
requirement), the results of which should(from the organisation) who are trained in
highlight problem areas that need to bebasic counselling skills, and receive ongoing
addressed in order to reduce (or ideallytraining and supervision. They're often used
remove the causes of) stress.But while theas a 'first contact' for employees, for whom
Management Standards provide a foundation forthey can provide an active listening service
stress reduction, there are many otherand help to deal with work-related problems
actions that organisations should alsosuch as stress, bullying, change and
consider in order to increase its resilience,mediation.Employee Assistance Programmes
some of the most important of which include(EAPs)An EAP offers employees access to a
the following:Commitment to stressconfidential counselling and information
managementA Stress Policy should beservice, and to be effective must have the
implemented in conjunction with staff liaisonbacking of senior management. However,
groups, and commitment should begin at thealthough it can play an important role in
most senior level and be cascaded downwards.helping to deal with stress-related problems,
There's little point in introducing stressit should not detract from the importance of
management training for line managers, forline managers actively listening to their
example, if senior managers have little or nostaff. Nor must an application to the EAP be
commitment to minimising or eliminatingmisinterpreted by managers as suggesting a
excessive pressure within thelack of confidence in their own ability to
organisation.Recruitment and selectionWhendeal with stress-related issues.What
recruiting it's important that both theshouldn't you do?Depending on the nature of
organisation and applicant understand theyour organisation, concierge services, or
requirements of the post and potentialcomplementary therapies such as reflexology,
pressures involved. One conclusion of ayoga, massage etc, may also be of benefit.
landmark Court of Appeal case in FebruaryTypically, however, they should be
2002 was that 'there are no occupations thatincorporated within an holistic approach to
should be regarded as intrinsically dangerousreducing work-related stress and increasing
to mental health'. It's therefore essentialresilience - rather than being expected to
to combine an appropriate selection policyresolve underlying problems on their own.If
with sufficient job-specific and practicalan organisation introduces these types of
training - to enable individuals to carry out'stress-busting' initiatives without a solid
their jobs within their capabilities and withfoundation of stress management training and
the minimum of stress.Managementemployee counselling support, they risk
styleEffective communication is oftenadding to problems of work-related stress -
neglected in management training, yet it'sthrough frustration, disillusion, and a
essential to good management - by reducingbelief amongst employees that the true causes
misunderstanding and the opportunity forof stress aren't being taken seriously, and
discontent.Effective communication includesthe organisation is simply paying lip service
active listening skills - engaging with theto the problem.Ultimately, reducing workplace
person you're listening to and respondingstress and building resilience is largely a
appropriately. Good communication at allmatter of common sense and good management
levels will help ensure that everyone in thepractice, and simply requires employers and
organisation can work with confidence -employees to work together for the common
reducing the opportunities for stress togood. Both share a joint responsibility for
develop.Work-related trainingManyreducing stress - which, when this is
organisations face sudden changes in worksuccessful, can help employees to enjoy their
demands, and employees need the necessarywork more, and businesses to thrive as a
training and experience to meet theresult.For this to become a reality,
ever-increasing demands made on them.organisations need to work towards the
Examples include training in resilience, timecreation of a 'healthy', resilient work
management, communication skills, etc.culture - one where there is an intelligent
Training in communication (and particularlytwo-way dialogue between managers and
active listening) skills is essential to helpemployees; where concerns can be raised in
ensure that managers are aware of their teamthe confidence that actions will be taken;
members' problems and in a position to offerand where everyone in the organisation
early interventions to resolve these.Stressrecognises stress as an unnecessary and
awareness and stress management trainingForunacceptable drain on creativity and
stress management to become integral toresources. Or to put it another way, a
corporate culture, initiatives must beculture where healthy ways of working have
introduced that will raise awareness ofbecome so ingrained that the need for the
work-related stress. In particular,Management Standards will no longer
recognising the early warning signs andexist.Carole Spiers GroupInternational Stress
symptoms should become integral to managementManagement & Employee Wellbeing
strategy. This can be achieved by monitoringConsultancyGordon House, 83-85 Gordon Ave,
sickness absence (especially short-term),Stanmore, Middlesex. HA7 3QR.
carrying out confidential staff surveys,



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