KJA JUNE 2014 COMPLACENY [Read-Only] - Kentucky … JUNE 2014... · · 2014-07-11on “Verbal...

Danger ahead!!!COMPLACENCY IN

JAILS: STAYING SAFE INSIDEPowerpoint prepared by: Tracey Reed, Jail Consultant

WHAT IS COMPLACENCY?

Powerpoint prepared by: Tracey Reed, Jail Consultant

Comfort

Synonyms

Contentment Satisfaction

Easy-goingness


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.


•

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.


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.


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?


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


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


• 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


UNINTENTIOAL COMPLACENCY


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.


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


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


“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



“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.”


“What can I do?” 1.Educate

Employees about “Corrections Fatigue”

2.Educate Employees about “Gen-Flex”

3.Train Employees on “Verbal Judo”


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.


Unavoidable occupational hazard

Gradual process

Enduring if not counteracted

Involves emotional distress

Involves physiological stress

Nature of Corrections Fatigue


CORRECTIONS WORK REALITY

“What I come across at work wounds my soul.”


OrganizationalIssues

OperationalIssues

Traumatic Exposure

Dysfunctional Workplace Ideology/ Behavior

Negative Personality Changes

Declined Health and Functioning

Corrections Fatigue


• Role conflict: Disciplinarian vs. helper

• Insufficient training

• Demanding social interactions

Organizational Stressors



OperationalIssues

Traumatic Exposure




Corrections Fatigue


OPERATIONAL STRESSORS

High Workload Low decision

authority Harsh physical

conditions Overtime



OperationalIssues

Traumatic Exposure




Corrections Fatigue


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


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


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


Changes to “Self”

Identity

Worldview

Spirituality

Emotions

Behavior


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


Meaning

Physical Safety

Psychological Safety

TrustPower

Respect

Connection

Seven Dimensions that Shape the Workplace Culture


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


HOW?

DECREASE YOUR STRESS LEVEL Powerpoint prepared by: Tracey Reed, Jail Consultant

CHANGE YOUR MINDSET


Multigenerational workforce

Understanding a Diverse Work Environment:


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.


Influencing Factors• Family Values• Media• Technology• Games• Music• Social Values• Political Events• Economic Conditions


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.


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


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.


MANAGING FOUR GENERATIONS Part 1


MANAGING FOUR GENERATIONS PART 2



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


VERBAL JUDO “THE ART OF REPRESENTAION”


VERBAL JUDO

“FORCE OPTIONS”

GEORGE “DOC” THOMPSON


Verbal Judo “The Tactical 5 Step”


• 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



DISCUSSION & QUESTIONS

Date post:	13-May-2018
Category:	Documents
Upload:	hoangxuyen
View:	212 times
Download:	0 times

KJA JUNE 2014 COMPLACENY [Read-Only] - Kentucky … JUNE 2014... · · 2014-07-11on “Verbal...

Documents