Annotation Reasonable variations of human emotions are expected at the workplace. People have feelings. Emotions that accumulate, collect force, expand in volume and begin to spin are another matter entirely. Spinning emotions can become as unmanageable as a tornado, and in the workplace they can cause just as much damage in terms of human distress and economic disruption. All people have emotions. Normal people and abnormal people have emotions. Emotions happen at home and at work. So, understanding how individuals or groups respond emotionally in a business situation is important in order to have a complete perspective of human beings in a business function. Different people have different sets of emotions. Some people let emotions roll off their back like water off a duck. Other people swallow emotions and hold them in until they become toxic waste that needs a disposal site. Some have small simple feelings and others have large, complicated emotions. Stresses of life tickle our emotions or act as fuses in a time bomb. Stress triggers emotion. Extreme stress complicates the wide range of varying emotional responses. Work is a stressor. Sometimes work is an extreme stressor. Since everyone has emotion, it is important to know what kinds of emotion are regular and what kinds are irregular, abnormal, or damaging within the business environment. To build a strong, well-grounded, value-added set of references for professional discussions and planning for Emotional Continuity Management a manager needs to know at least the basics about human emotion. Advanced knowledge is preferable. Emotional Continuity Management planning for emotions that come from the stress caused by changes inside business, from small adjustments to catastrophic upheavals, requires knowing emotional and humanity-based needs and functions of people and not just technology and performance data. Emergency and Disaster Continuity planners sometimes posit the questions,?What if during a disaster your computer is working, but no one shows up to use it? What if no one is working the computer because they are terrified to show up to a worksite devastated by an earthquake or bombing and they stay home to care for their children?? The Emotional Continuity Manager asks,?What if no one is coming or no one is producing even if they are at the site because they are grieving or anticipating the next wave of danger? What happens if employees are engaged in emotional combat with another employee through gossip, innuendo, or out-and-out verbal warfare? And what if the entire company is in turmoil because we have an Emotional Terrorist who is just driving everyone bonkers?" The answer is that, in terms of bottom-line thinking, productivity is productivity? and if your employees are not available because their emotions are not calibrated to your industry standards, then fiscal risks must be considered. Human compassion needs are important. And so is money. Employees today face the possibility of biological, nuclear, incendiary, chemical, explosive, or electronic catastrophe while potentially working in the same cubicle with someone ready to suicide over personal issues at home. They face rumors of downsizing and outsourcing while watching for anthrax amidst rumors that co-workers are having affairs. An employee coughs, someone jokes nervously about SARS, or teases a co-worker about their hamburger coming from a Mad Cow, someone laughs, someone worries, and productivity can falter as minds are not on tasks. Emotions run rampant in human lives and therefore at work sites. High-demand emotions demonstrated by complicated workplace relationships, time-consuming divorce proceedings, addiction behaviors, violence, illness, and death are common issues at work sites which people either manage well? or do not manage well. Low-demand emotions demonstrated by annoyances, petty bickering, competition, prejudice, bias, minor power struggles, health variables, politics and daily grind feelings take up mental space as well as emotional space. It is reasonable to assume that dramatic effects from a terrorist attack, natural disaster, disgruntled employee shooting, or natural death at the work site would create emotional content. That content can be something that develops, evolves and resolves, or gathers speed and force like a tornado to become a spinning energy event with a life of its own. Even smaller events, such as a fully involved gossip chain or a computer upgrade can lead to the voluntary or involuntary exit of valuable employees. This can add energy to an emotional spin and translate into real risk features such as time loss, recruitment nightmares, disruptions in customer service, additional management hours, remediations and trainings, consultation fees, Employee Assistance Program (EAP) dollars spent, Human Resources (HR) time spent, administrative restructuring, and expensive and daunting litigations. Companies that prepare for the full range of emotions and therefore emotional risks, from annoyance to catastrophe, are better equipped to adjust to any emotionally charged event, small or large. It is never a question of if something will happen to disrupt the flow of productivity, it is only a question of when and how large. Emotions that ebb and flow are functional in the workplace. A healthy system should be able to manage the ups and downs of emotions. Emotions directly affect the continuity of production and services, customer and vendor relations and essential infrastructure. Unstable emotional infrastructure in the workplace disrupts business through such measurable costs as medical and mental health care, employee retention and retraining costs, time loss, or legal fees. Emotional Continuity Management is reasonably simple for managers when they are provided the justifiable concepts, empirical evidence that the risks are real, a set of correct tools and instructions in their use. What has not been easy until recently has been convincing the?powers that be? that it is value-added work to deal directly and procedurally with emotions in the workplace. Businesses haven?t seen emotions as part of the working technology and have done everything they can do to avoid the topic. Now, cutting-edge companies are turning the corner. Even technology continuity managers are talking about human resources benefits and scrambling to find ways to evaluate feelings and risks. Yes, times are changing. Making a case for policy to manage emotions is now getting easier. For all the pain and horror associated with the terrorist attacks of September 11, 2001, employers are getting the message that no one is immune to crisis. In today''''s heightened security environments the demands of managing complex workplace emotions have increased beyond the normal training supplied by in-house Human Resources (HR) professionals and Employee Assistance Plans (EAPs). Many extremely well-meaning HR and EAP providers just do not have a necessary training to manage the complicated strata of extreme emotional responses. Emotions at work today go well beyond the former standards of HR and EAP training. HR and EAP providers now must have advanced trauma management training to be prepared to support employees. The days of easy emotional management are over. Life and work is much too complicated. Significant emotions from small to extreme are no longer the sole domain of HR, EAP, or even emergency first responders and counselors. Emotions are spinning in the very midst of your team, project, cubicle, and company. Emotions are not just at the scene of a disaster. Emotions are present. And because they are not?controllable,? human emotions are not subject to being mandated. Emotions are going to happen. There are many times when emotions cannot be simply outsourced to an external provider of services. There are many times that a manager will face an extreme emotional reaction. Distressed people will require management regularly. That?s your job.
This easy workbook format shows managers new to Business Continuity Planning how to quickly develop a basic plan and keep it updated. If you've been tasked with developing a basic business continuity plan and aren't sure where to start, this workbook with sample forms, checklists, templates, and plans will walk you step-by-step through the process. The book is aimed at single/few location companies with up to 250 employees and is more oriented to an office environment, especially where computer operations are critical. It offers a fast, practical approach for small companies with limited staff and time to customize a workable plan and expand it as they grow. Endorsed by The Business Continuity Institute and Disaster Recovery Institute International, it includes these helpful tools: Straightforward, jargon-free explanations emphasize the non-technical aspects of Information Technology/Disaster Recovery planning. Glossary with 120 terms and Appendices with sample risk assessment and risk analysis checklists. Extensive, easy to-use downloadable resources include reproducible worksheets, forms, templates, questionnaires, and checklists for various natural disasters and special hazards such as power outages, boiler failures, bomb threats, hazardous material spills, and civil unrest, along with a checklist for vital records storage. For professional development or college classes the book is accompanied by a set of Instructor Materials.
Managing Trauma in the Workplace looks at the impact of trauma not only from the perspective of the employees but also from that of their organisations. In addition to describing the negative outcomes from traumatic exposure it offers solutions which will not only build a more resilient workforce but also lead to individual and organisational growth and development. This book has contributions from international experts working in a variety of professions including teaching, the military, social work and human resources. It is split into four parts which explore: the nature of organisational trauma traumatized organisation and business continuity organisational interventions building resilience and growth. Managing Trauma in the Workplace is essential reading for anyone with responsibility to help and support workers involved in distressing and traumatic incidents as a victim, supporter or investigator.
Finally – a people management guide that goes way beyond the typical "problem employee" books to help you understand and manage the entire emotional culture of your organization. Many of us have witnessed – sometimes in helpless horror – how a simple problem can spin into a corporate crisis as people take sides, outside professionals are brought in, and company reputations suffer, as this description illustrates: "Everything was exposed and raw as if a common energy had stripped away the veneer of civilized behaviors...People took sides, hid, ran, quit, overworked, underworked, ate too much, drank more, complained more, went silent, changed jobs, exited. They reacted as if all their system had been tossed into the air and was never going to land again." This wasn't the scene of a criminal act, earthquake, or terrorist attack. Rather, it was the disruptive and costly outcome of months of escalating workplace tension in the wake of changed management policies. Like a tornado, two violent co-workers had left 600 others in emotional rubble. That company could have been prepared with corporate policies and procedures to defuse such emotionally charged situations - long before alarming human and financial costs hit its bottom line. Managers could have learned to recognize and stop “emotional spinning” from gathering destructive force. The old paradigm of separating humans from humanity during work hours is not only antiquated thinking, it's high risk corporate behavior. “Dr. Vali” calls her ground-breaking solution Emotional Continuity Management. She provides tools you can use right now to avoid costs in decreased productivity, injured goodwill, employee turnover, plummeting employee engagement, and severed business relationships.In this practical book, Dr. Vali gives you: Real-life case studies that show you how to calculate bottom line, dollars and cents costs of disruptive employees and managers and emotionally charged incidents. Proven techniques to help you identify variations in behavior that are early warning signs of trouble. She compares them to “tornado warnings” and provides a 5-point scale. An understanding of the psychology driving “emotional terrorists,” who stage themselves as victims and gather an army of acolytes to assist in their campaigns of emotional disruption, and a game-plan for managing such attacks before, during and after an event. Practical tools for managing workplace emotions before, during and after an emergency, based on the author’s extensive on-the-ground experience in counseling first responders and victims during major national and international disasters. Policies and procedures for working with military veterans returning to the workplace - and the need to deal with PTSD. Techniques for containing and mitigating the damage created by workplace bullies - and when to decide if an "amputation" is required or a less-extreme strategy is needed. Sample policies and plans, and detailed instructions for company-wide training programs, up and down the organization.
Soon after watching the twin towers falling in New York, some of those with business responsibilities were already asking themselves whether people would be willing to work in tall buildings ever again. Is work too risky? How can people be expected to attend work in what might now be seen as precarious and vulnerable workplaces and cities? Although, thankfully, large scale terrorist attacks are infrequent, the world's cities, and the businesses to which they are home, have been put on notice that it can come to any place at any time. In Terrorism, the Worker and the City, Luke Howie considers what steps managers and employees can and should take to protect their businesses from such an amorphous and indefinable threat. Deftly combining theoretical insight with empirical research, he reveals how, despite an appearance of 'business as usual', fear; anxiety; and suspicion permeate workplaces, even in cities that may not be at the top of any terrorist group's target list. Using the Australian city of Melbourne, a cosmopolitan city and major business centre with nearly four million people, as a metaphor for other such cities around the world, Dr Howie's research has uncovered that even where they don't perceive a high level threat, business managers who might face having to account for themselves to some post event Inquiry have taken action in consequence of the situation. Often, that action amounts to the introduction of what can be described as 'Simulated Security'. This cannot ever provide certain protection from terrorist attack, but it may be the best we can reasonably do. There is also evidence that it can be effective in terms of providing the reassurance to counter the terrorist objective of disrupting normal life through fear. With its rigorous research compared with other more speculative works on this subject, Terrorism, the Worker and the City will appeal to city and business leaders and managers, and security professionals, as well as those in governmental and academic research communities, for all of whom terrorism is now an ever present concern.
This important reference from the American Institute of Architects provides architects and other design professionals with the guidance they need to plan for security in both new and existing facilities Security is one of the many design considerations that architects must address and in the wake of the September 11th 2001 events, it has gained a great deal of attention This book emphasises basic concepts and provides the architect with enough information to conduct an assessment of client needs as well as work with consultants who specialise in implementing security measures. Included are chapters on defining security needs, understanding threats, blast mitigation, building systems, facility operations and biochemical protection. * Important reference on a design consideration that is growing in importance * Provides architects with the fundamental knowledge they need to work with clients and with security consultants * Includes guidelines for conducting client security assessments * Best practices section shows how security can be integrated into design solutions * Contributors to the book represent an impressive body of knowledge and specialise in areas such as crime prevention, blast mitigation, and biological protection
The Congressional Record is the official record of the proceedings and debates of the United States Congress. It is published daily when Congress is in session. The Congressional Record began publication in 1873. Debates for sessions prior to 1873 are recorded in The Debates and Proceedings in the Congress of the United States (1789-1824), the Register of Debates in Congress (1824-1837), and the Congressional Globe (1833-1873)
Success in massage therapy begins with a solid foundation in the fundamentals! Mosby’s Fundamentals of Therapeutic Massage, 7th Edition helps you build the skills you need, from assessing problems and planning treatment to mastering massage techniques and protocols. Hundreds of photographs demonstrate massage techniques step by step, and case studies bring concepts to life. ‘How-to’ videos on the Evolve companion website show manipulation techniques, body mechanics, positioning and draping, and more. If you want to prepare for licensing and certification exams and succeed in practice, this resource from massage therapy expert Sandy Fritz is your text of choice. Comprehensive coverage includes all of the fundamentals of therapeutic massage, including massage techniques, equipment and supplies, wellness, working with special populations, and business considerations; it also prepares you for success on licensing and certification exams. Step-by-step, full-color photographs demonstrate massage techniques and protocols by body area. Three hours of video on the Evolve website demonstrate techniques and body mechanics — each clip is narrated and performed by author Sandy Fritz — as well as review activities for licensing exams. Proficiency exercises provide opportunities to practice and apply what you are learning. Case studies offer practice with clinical reasoning and prepare you to address conditions commonly encountered in professional practice. Coverage of body mechanics helps you to create an ergonomically effective massage environment and to determine appropriate pressure, drag, and duration application while applying massage methods. Coverage of multiple charting methods helps you develop record-keeping and documentation skills, including SOAP and computer charting with simulation on Evolve. Learning features include chapter outlines, objectives, summaries, key terms, practical applications, activities and exercises, and workbook-type practice. Review tools include matching exercises, short answer questions, fill-in-the-blank questions, drawing exercises, and critical thinking questions, all available on Evolve. Research Literacy and Evidence-Based Practice chapter includes new research findings and explains how research is done, and how to read and understand it. Adaptive Massage chapter explains how to address the needs of specific populations, from pregnant women and infants to hospice patients and people with physical impairments. Massage Career Tracks and Practice Settings chapter covers massage therapy services offered at spas, and looks at the spa as a possible massage career. In-depth coverage of HIPAA shows how to store records in a HIPAA-compliant manner and explains HIPAA requirements and training. Foot in the Door boxes outline the professional skills expected by prospective employers. Updated Basic Pharmacology for the Massage Therapist appendix provides up-to-date information on common medications.
New York magazine was born in 1968 after a run as an insert of the New York Herald Tribune and quickly made a place for itself as the trusted resource for readers across the country. With award-winning writing and photography covering everything from politics and food to theater and fashion, the magazine's consistent mission has been to reflect back to its audience the energy and excitement of the city itself, while celebrating New York as both a place and an idea.