kja june 2014 complaceny [read-only] - kentucky … june 2014... · · 2014-07-11on “verbal...
TRANSCRIPT
Danger ahead!!!COMPLACENCY IN
JAILS: STAYING SAFE INSIDEPowerpoint prepared by: Tracey Reed, Jail Consultant
Comfort
Synonyms
Contentment Satisfaction
Easy-goingness
Powerpoint prepared by: Tracey Reed, Jail Consultant
What does complacency mean?
• a feeling of being satisfied with how things are and not wanting to try to make them better : a complacent feeling or condition
• marked by self-satisfaction especially when accompanied by unawareness of actual dangers or deficiencies;
• having or showing a lack of interest or concern; • Feeling of contentment or self satisfaction coupled with an
unawareness of danger, trouble, or controversy; • Contented or self-satisfied to a fault.
Powerpoint prepared by: Tracey Reed, Jail Consultant
•
What do we know about Complacency?
The brain is designed to automate repetitive behavior.
Complacency is the bane of physical security and personal safety..
Most of our day-to-day behavior is automated; it happens without conscious or deliberate thought.
Complacency is a natural function of the brain.
Complacency is not the result of apathy, carelessness, or a flaw in your personality; it is the way the brain functions.
No matter how vigilant we are, as time goes by with no problems occurring, we become complacent and let out guard down.
Powerpoint prepared by: Tracey Reed, Jail Consultant
o The brain can handle routine actions without conscious guidance
o Repetitive tasks become automated to free up our attention for things that are new, unusual, or threatening.
o If it were not that way, we would be overwhelmed by the simplest of tasks.
Powerpoint prepared by: Tracey Reed, Jail Consultant
ComplacencyHave you ever been driving and thinking about
the solution to a problem and suddenly find yourself at your destination with no recollection of how you got there?
Powerpoint prepared by: Tracey Reed, Jail Consultant
There are three types of risk1. Intentional – Employee knows full well what they are doing.2. Unintentional – Employee is unaware of risk.3. Habitual – The employee knows the risk, but has been doing the behavior
so long that they are no longer as alert to risks.
THREE (3) TYPES OF RISKS
Powerpoint prepared by: Tracey Reed, Jail Consultant
Positive Reinforcement of a Negative ActThis is where the employee knows full well that the activities they are doing are not safe and that there is a significant amount of risk associated with the activity. The activity is
usually against a policy or procedure. The employee knows both the risks and benefits of doing a task at risk but the benefits, in his or her mind, outweigh the risks.
INTENTIONAL COMPLACENCY
Powerpoint prepared by: Tracey Reed, Jail Consultant
• Eyes not on task • Mind not on task• Taking shortcuts• Line of fire
*RUSHING
*FATIGUE
*FRUSTRATION
*CONTENTMENT
These states set us up for eyes and mind not on task, which can lead to taking shortcuts and putting us in the line of fire.
FOUR FACTORS CONTRIBUTING TO CRITICAL ERRORS
CRITICAL ERRORS
Powerpoint prepared by: Tracey Reed, Jail Consultant
Immediately after the event, people were vigilant and leery of everything out of the ordinary.
Now, everyone is carrying on as they did before the attack.
Powerpoint prepared by: Tracey Reed, Jail Consultant
People who are repeatedly exposed to dangerous or violent situations, such as police, corrections, firefighters, etc., become less concerned and cautious about them.We become complacent about our personal safety from repeated exposure to potentially threatening situations that do not actually occur.
Example:
Prairie dogs howl when predators approach so as to warn other members of their pack. When prairie dogs live near humans or other non-threatening animals, they quickly learn to not howl when people or other non-predatory animals approach. An example of habituation in humans could be a homicide detective, who, after seeing many crime scenes, becomes accustomed to seeing violence. Habituation to particular odors is also very common in humans.
Over time, the absence of consequences causes us to become lax about safety.
Habitual Complacency
Powerpoint prepared by: Tracey Reed, Jail Consultant
Human Factors That Contribute to Complacency
General Fatigue, e.g. Overtime, Shift Work
Constant Exposure to Criminal Element
Corrections Fatigue
Routine
Rushing
Family/Personal Issues Boredom vs. Adrenaline RushFrustration e.g.
bosses, co-workers, inmates, low pay
Lacking Communication Skills (Staff/Inmates)Powerpoint prepared by: Tracey Reed, Jail Consultant
Dangers of Complacency
DEVELOP BADHABITS; SHORTCUTS
DEVELOP THE “THAT’S GOOD ENOUGH FOR NOW” MENTALITY
DEVELOP “KNOW IT ALL” ATTITUDE; REFUSE TO LEARN NEW WAYS
Powerpoint prepared by: Tracey Reed, Jail Consultant
“WHO GETS COMPLACENT?”
EVERYONE BOOKING/INTAKE OFFICER SEARCHING OFFICER TRANSPORT OFFICER ADMIN STAFF
SECURITY STAFF KITCHEN SUPERVISOR
JAILER MAINTENANCE
OFFICER ROAD CREW OFFICER
TRAINING OFFICER MEDICAL
PERSONNEL CHIEF DEPUTYPowerpoint prepared by: Tracey Reed, Jail Consultant
“
”
If it ain’t broke, don’t fix it’ is the slogan of the complacent, the arrogant, or the scared. It’s an excuse
for inaction, a call to non-arms.”
Colin Powell
Powerpoint prepared by: Tracey Reed, Jail Consultant
“We spend a lot of time focusing on the mental health of our inmates, but not enough time focusing on the mental health of the people who are caring for them”
“Stress comes in many forms (e.g., administrators, trauma, critical incidents, violence, personality differences, manipulation by inmates, inmate defiance, exposure to disease, fear, etc.) and not managed appropriately can and does kill. One of the most elusive aspects about stress is that the effects of bad decisions and poor choices are not always immediate, leaving many to take health and wellness for granted. Doing time is taking a toll on your body and mind.”
“Correctional officers suffering from stress‐related illnesses have higher rates of premature death, increased rates of substance abuse, and even higher rates of divorce.”
Powerpoint prepared by: Tracey Reed, Jail Consultant
“What can I do?” 1.Educate
Employees about “Corrections Fatigue”
2.Educate Employees about “Gen-Flex”
3.Train Employees on “Verbal Judo”
Powerpoint prepared by: Tracey Reed, Jail Consultant
CORRECTIONS FATIGUE• The cumulative negative transformation of corrections professionals’ self or personality over time as a result of insufficient personal and/or organizational strategies and/or resources for adapting to the demands of corrections work.
Powerpoint prepared by: Tracey Reed, Jail Consultant
Unavoidable occupational hazard
Gradual process
Enduring if not counteracted
Involves emotional distress
Involves physiological stress
Nature of Corrections Fatigue
Powerpoint prepared by: Tracey Reed, Jail Consultant
CORRECTIONS WORK REALITY
“What I come across at work wounds my soul.”
Powerpoint prepared by: Tracey Reed, Jail Consultant
OrganizationalIssues
OperationalIssues
Traumatic Exposure
Dysfunctional Workplace Ideology/ Behavior
Negative Personality Changes
Declined Health and Functioning
Corrections Fatigue
Powerpoint prepared by: Tracey Reed, Jail Consultant
• Role conflict: Disciplinarian vs. helper
• Insufficient training
• Demanding social interactions
Organizational Stressors
Powerpoint prepared by: Tracey Reed, Jail Consultant
OrganizationalIssues
OperationalIssues
Traumatic Exposure
Dysfunctional Workplace Ideology/ Behavior
Negative Personality Changes
Declined Health and Functioning
Corrections Fatigue
Powerpoint prepared by: Tracey Reed, Jail Consultant
OPERATIONAL STRESSORS
High Workload Low decision
authority Harsh physical
conditions Overtime
Powerpoint prepared by: Tracey Reed, Jail Consultant
OrganizationalIssues
OperationalIssues
Traumatic Exposure
Dysfunctional Workplace Ideology/ Behavior
Negative Personality Changes
Declined Health and Functioning
Corrections Fatigue
Powerpoint prepared by: Tracey Reed, Jail Consultant
TRAUMAtic Exposure Direct (“Firsthand”)
• Witnessing assaults and other types of violence and injuries first hand.
• Engaging in acts of violence and possibly inflicting injuries (e.g., cell extractions)
• Witnessing suicide attempts or self-injury behaviors
• Witnessing deaths (e.g., due to assault, suicide or natural causes)
• Being physically assaulted • Responding to large group disturbances or
riots • Being part of an execution team
Indirect (“Secondhand”)• Reading offender files that detail
information about violence or death• Hearing about traumatic incidents
involving staff or offenders • Being threatened with violence or having
family members threatened• Becoming aware of potential for harm
of offenders, coworkers or oneself (close calls, “near misses”)
• Viewing videos of workplace incidents (e.g., murders or assaults) for training purposes/as part of the job
Powerpoint prepared by: Tracey Reed, Jail Consultant
Both can have similar effects
Both can lead to trauma signs that develop in similar ways
Direct exposure results in more severe and longer‐lasting trauma signs/symptoms than indirect exposure
Direct vs. Indirect Traumatic Exposure
Powerpoint prepared by: Tracey Reed, Jail Consultant
Traumatic Stress Signs
Involuntary remembering of traumatic events
Persistent avoidance of event reminders (triggers)
Negative changes in thinking and mood
Increased emotional arousal and reactivity
Powerpoint prepared by: Tracey Reed, Jail Consultant
Changes to “Self”
Identity
Worldview
Spirituality
Emotions
Behavior
Powerpoint prepared by: Tracey Reed, Jail Consultant
Traumatized Workplace Cultures • Cynicism and pessimism • Rejection of “soft emotions” • Denial of effects of trauma • Reduced capacity for empathy • High authoritarianism • Disempowerment • Poor communication • Unresolved conflicts • Mounting resentments • Increased potential for aggression
Powerpoint prepared by: Tracey Reed, Jail Consultant
Meaning
Physical Safety
Psychological Safety
TrustPower
Respect
Connection
Seven Dimensions that Shape the Workplace Culture
Powerpoint prepared by: Tracey Reed, Jail Consultant
SUMMARYCORRECTIONS FATIGUE
Traumatic exposure, whether indirect or direct, is inevitable in corrections work.
Traumatic exposure in combination with organizational and operational stressors over time may affect corrections staff negatively.
Cultures of corrections organizations are shaped by exposure to trauma and other high‐stress events and circumstances.
Effects of trauma and other high‐stress events require greater recognition and strategies to counter both individually and
organizationally. Powerpoint prepared by: Tracey Reed, Jail Consultant
Multigenerational workforce
Understanding a Diverse Work Environment:
Powerpoint prepared by: Tracey Reed, Jail Consultant
OUR GOAL
To create an awareness thatgenerational context is not about age,but common experiences; generationalunderstanding does not take the place ofconcern for the individual; andacknowledging the team’s expectations,not just your own.
Powerpoint prepared by: Tracey Reed, Jail Consultant
Influencing Factors• Family Values• Media• Technology• Games• Music• Social Values• Political Events• Economic Conditions
Powerpoint prepared by: Tracey Reed, Jail Consultant
Communication Strategies Across Generations
People from different generationalgroups may want the same things,but they want them delivered indifferent packages, depending onwhen and how they grew up.
Powerpoint prepared by: Tracey Reed, Jail Consultant
Break it down…Today, the workforce is broken down as follows:
• Traditionalists are around 7%• Baby Boomers are 30%• Generation X’s are 42%• Generation Y’s are around 21%
-US Bureau of Labor Statistics 2009
Powerpoint prepared by: Tracey Reed, Jail Consultant
Cam Marston on the Power of Generational
Insight
This program will educate and stimulate positive interaction among your
people. It will also dramatically reduce
workplace conflict and provide managers and
supervisors with strategies for dealing with recruiting, retaining, and motivating,
using the generational differences in a positive way.
Powerpoint prepared by: Tracey Reed, Jail Consultant
Academic-turned-cop and best-selling author George Doc Thompson describes how tactical language allows leaders to achieve their goals. Daniel Ames, the Sanford C. Bernstein & Co. Associate Professor of Leadership and Ethics, confirms that managing conflict is a critical predictor of leadership success and shows how what works in the streets converges with recent findings in social science; pairs hands-on leadership training with breaking insights in psychology research.
Verbal Judo
Powerpoint prepared by: Tracey Reed, Jail Consultant
VERBAL JUDO
“FORCE OPTIONS”
GEORGE “DOC” THOMPSON
Powerpoint prepared by: Tracey Reed, Jail Consultant
• National Institute of CorrectionsThe Corrections Profession: Maintaining Safety and Sanity, Part 1Corrections Fatigue: Addressing the Issue January 30, 2014
Information provided by:
• Jon Hess – Kent County Sheriff Dept., Grand Rapids, Michigan
• SafeSmart
Powerpoint prepared by: Tracey Reed, Jail Consultant