Employee assistance profes-sionals are climbing a steepmountain of establishing
ourselves as a true “profession.”The decisions we make today willultimately decide whether we sur-vive. Unfortunately, we have failedto reach a firm conclusion to oneof the most basic of questions: “IsEAP primarily a performancemanagement tool or is EAP reallyan extension of a company’s bene-fits package?”
EAP as a PerformanceManagement Tool
The term “core technology,”key elements that define theuniqueness of EAPs from otherworkplace or work-life interven-tions, was derived from a numberof articles on “best practices” inthe field developed by Paul Romanand Terry Blum in the 1970s and1980s. Their focus has been, andcontinues to be, addressing sub-stance use/abuse issues in theworkplace. While the field has inmany ways moved beyond thismore narrow focus, it’s still helpfulto look back.
According to Roman and Blum,core technology has six compo-nents, which may be divided intotwo general categories: activitiesprimarily concerned with supervi-sory management, and activities
primarily involving the relation-ship between the EAP and benefitsmanagement.
Supervisory ManagementSupervisory management in
EAP core technology includesidentifying troubled employeesbased on documented evidence ofimpaired job performance. Anotherelement of supervisory manage-ment involves constructive con-frontation — using evidence ofjob-performance problems to pre-cipitate an employment crisis thatleads to assistance in an atmos-phere of confidentiality.Workplace-based EAPs also enterinto a relationship with managersas well as with the employees.This relationship builds confidenceand promotes utilization of theEAP.
Benefits ManagementThe benefits management
dimension of EAPs includes thelinkages between employees andcommunity resources that addressproblems. Without an EAP, anemployee usually either does notseek services or does so in a hap-hazard way, without guidance.EAPs can provide a “micro-link-age,” matching the employee’sproblems, work situation, insur-ance coverage, and geographiclocation with the best availableservices. EAPs also provide or
monitor follow-up services.A related benefits management
dimension of EAPs is the ability tocreate long-term linkages betweenthe workplace and insurance carri-ers. These “macro-linkages” placethe employer in a position to nego-tiate with insurers for appropriateemployee treatment services.
Roman and Blum note thatanother value-added dimension ofcore technology involves the EAPproviding the workplace with anopportunity to offer constructive
July 2007 Visit EA Report’s website at www.impact-publications.com EA Report 1
EMPLOYEE ASSISTANCE REPORT
s u p p o r t i n g E A P p r o f e s s i o n a l s
Volume 10, No. 7July 2007
Which EAP Model Do We Want to Be?
continued on Page 2
Some EAP ‘Best Practice’SuggestionsGeriatric Care Managers anImportant ResourceKeys to Long-DistanceCaregivingNovel Technique Suggests howLithium WorksDemand Growing forBackground ChecksBook Review: ManagingWithout WallsPanic Attacks in the WorkplaceFrom Our Files: UnderstandingAnger & Aggression
INSERTSBrown Bagger: ExplainingShocking Events to Children
T E N Y E A R S O F S E R V I C ET E N Y E A R S O F S E R V I C E
assistance for dealing withemployees’ problems, thus encour-aging a willingness by the work-place to identify those problems.
EAP as a Benefit ExtensionOver the years, with the advent
of managed care and changingworkplace demands, some EAPshave become more of a “gatekeep-er.” This typically involves tele-phone triage from a centralizedlocation that provides general sup-port and problem solving.Complex cases are referred to anetwork of local therapists, usuallypart of the affiliated insurancecompany’s provider panel. Theyprovide mental-health interventionor serve as a general referral tolocal resources. Management train-ing and consultation opportunitiesmay be limited.
The latest development in theEAP as benefit extension is theappearance of so-called “freeEAPs.” Dave Sharer and DaleMasi recently examined this phe-nomenon. The authors reportedthat “in many cases the free EAPprovides little more than access toa website, the opportunity to makea toll-free call (for) brief support,and the potential for a non-cus-tomized referral for additionalcare.”
Sharer and Masi note that theformal supervisory referral compo-nent, which is basic to workplace-based EAPs, is almost totallymissing from this model. Theysuggest these programs duplicateexisting community “hotline”referral resources, and are poten-tially less effective since theyaren’t as familiar with the commu-nity.
Consequently, they state thatthese programs should not becalled EAPs unless they meet thecriteria set forth by Roman and
Blum. (Editor’s note: The so-called “free” EAP model was alsodiscussed in the May 2006 EAR.)
In a 2004 article, John Burkesuggested that EA professionalsneed to change their thinking. Hepostulates: “How are EAPs posi-tioning themselves?” “What arethey offering?” Burke goes so faras to suggest that the use of theterm EAP be limited or eliminatedas “stigmatized, outdated, and notspeaking to the skills and capabili-ties of the profession.” While Iwould not necessarily go that far, Ibelieve the time has come for us toagree about what EAP is — andisn’t.
John Maynard, longtime EAprofessional and current CEO ofthe Employee AssistanceProfessionals Association, haswritten that “the essence ofemployee assistance is (A) theapplication of knowledge aboutbehavior and behavioral health,(B) to make accurate assessments,(C) followed by appropriate actionand (D) to improve the productivi-ty and healthy functioning of theworkplace.”
I would add that knowledge oflocal resources and culture toassure the best possible fit to anyproposed solutions is also essen-tial.
EAPs must embrace what wehave always known, that we havetwo clients: the employee AND theemployer. Solutions that are goodfor one, but not the other, are ulti-mately not helpful. EAPs need toprovide value in areas that are cen-tral to any company’s goals andmission:
• Retention of qualifiedemployees;
• Enhanced employee engage-ment;
• Reduction of absenteeism,grievances, and risks of allkinds; and
• Reduced costs of healthcareand other benefits.
We need to sell the fact that ourskills: problem solving with man-agers and supervisors; providing adifferent and creative perspective;and having a knowledge andappreciation for the nuances ofeach work culture, is a valuableasset.
At their best, workplace-basedEAPs add value by being proac-tive. A major value of EAP lies in
2 EA Report Visit EA Report’s website at www.impact-publications.com July 2007
continued on Page 3
EAP Model continued from Page 1
Editor - Mike JacquartPublisher - Jennifer HeislerCirculation - Scott Kolpien
July 2007 Visit EA Report’s website at www.impact-publications.com EA Report 3
businesses on their terms andexplain to them how EAPs arevital to their future success.
Our failure to effectively articu-late the value of EAP to our cus-tomers is illustrated by a studyconducted by a provider of humanresources and employment lawservices. Their 2006 survey foundthat the rate of unscheduled absen-teeism at responding companiesclimbed to its highest level since1999, costing some large employ-ers at least $850,000 per year indirect payroll costs — even morethan when lost productivity,morale, and temporary labor costswere taken into consideration.
Their findings indicated thatalmost two out of three employeeswho failed to show up for workweren’t physically ill. Of thework-life programs offered bythese employers, EAP ranked asthe most used resource.Unfortunately, EAP was notranked as among the most effec-tive at helping to manage absen-teeism. Why is this?
SummaryThe fact of the matter remains
that workplace needs and businessdemands will determine the finalstructure that EAPs assume — ifEAPs survive. It is clearly in ourbest interest to make ourselvesindispensable to companies andother organizations.
Dave Worster, LICSW, CEAP, is the direc-tor of EAP services for Concord Hospitalin Concord, N.H., He is also President-Elect of EAPA, and a longtime contributorto EAR. For more information on thisarticle or the references used, contactDave at dworster@crhc. org. Portions ofDave’s article were adapted from articlesby Brenda Blair, John Burke, and JohnMaynard that appeared in the “Journal ofEmployee Assistance” and by PaulRoman and Terry Blum that appeared in“The Almacan.” Special thanks also toKatie Borkowski of EAPA headquartersstaff for her assistance with research forthis article.
prevention, rather than in cleaningup messes. EAPs working withmanagers and supervisors mustanticipate and address issuesbefore they disrupt the workplace,which facilitates earlier and moreeffective intervention. Benefits-model EAPs, on the other hand,are entirely reactive, engagingonly when called upon.
Another major point is thatbenefits-model EAPs typicallyadopt a “clinical” point of view.Unfortunately, this may result inemployees being viewed as having“pathology” as opposed toemployees experiencing life andits expected ups and downs. Thismay result in a client reluctant touse EAP and contribute to greaterstigma if they do.
Where Do We Go From Here?It has been suggested that the
major EA professional organiza-tions “police” the professionthrough aggressive discipline ofmembers and standardizing of cer-tain practice models through legis-lation and public policydevelopment. In reality, whileboth EAPA and EASNA have pub-lished standards for EAPs, andthere is a certification program forEA professionals (CEAP), EAPAand EANA do not command suffi-cient membership to effectivelyintervene in this process.
Instead, if EAPs are to survive,we need to encourage companiesto practice human capital enhance-ment — in other words, seeingpeople as an asset to be enhancedrather than a cost to be managed.And, we need to sell this conceptto those who are not yet our cus-tomers. We have spent many yearsarguing the definitions and meritsof various EAP models. The timehas come to move past this stageand renew efforts to approach
EAP Model continued from Page 2 Some ‘BestPractice’
Suggestions• Use core technology as a
base, but be prepared to beflexible in the face of work-place needs.
• Work to establish generallyaccepted performance mea-surement standards and com-mon definitions of terms. Inthe interim, be clear abouthow you measure your ser-vices with employers.
• Talk with local business lead-ers about what EAP can dofor them. Learn their lan-guage and what’s importantto them. Be sure you let themknow how EAP can helpthem achieve their goals.
• Be familiar with major work-place issues: worker short-ages, education and talentshortages, increasing stressand overtime, and the needfor greater resilience. Be ableto relate to these issues inbusiness terms and be specificabout how EAPs can help.
— Dave Worster
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Employee Assistance profes-sionals wanting to helpemployees navigate the com-
plexities of eldercare will often usegeriatric care managers (GCMs), butwho exactly are they? How do youfind a competent GCM? What assis-tance can they provide to EAPs?
Direct service provided by GCMsincludes:
• Conducting a comprehensiveassessment of the psychologi-cal, social, medical, safety, andfinancial issues affecting theelderly individual;
• A thorough evaluation andreview of resources availablebased on individual needs;
• Implementation of a care planthat provides for the greatestdegree of autonomy, safety,and comfort for the elderlyindividual.
• Care plans can include homecare services, arrangements fortransition to a facility (assistedliving, nursing home or a reha-bilitation program), schedulingmedical appointments, andassistance with paperwork (billpaying and insurance claims);
• Coordination of services andongoing monitoring of theelderly person;
• Short-term or ongoing assis-tance for long-distance care-givers or other assistance;
• Cost containment by avoidinginappropriate placements,duplication of services, and cri-sis intervention to avoid hospi-talizations; and
• For the EAP client, concreteand psychological support andassistance, enabling a reductionin stress with a positive impacton work performance.
Many EAPs subcontract withGCMs. EA professionals need to beaware that the field of care manage-ment is not currently regulated orlicensed. Therefore, a GCM’s creden-tials should never be accepted at facevalue. It is imperative that the indi-vidual’s qualifications be reviewed.The majority of GCMs are socialworkers and RNs who are licensed intheir states and have additional train-ing in the field of geriatrics.
However, due to the lack of regu-lations, anyone can identify them-selves as a GCM. EAPs should lookfor the GCM to hold an additionalcredential, the “Certified CareManager” (CMC) awarded by theNational Academy of Certified CareManagers (www.naccm.net). Thiscertification requires a professional tosuccessfully pass an examination andparticipate in continuing education ingeriatrics and care management.
Other recognized credentialsinclude the CCM awarded by theCommission for Case ManagementCertification (www.ccmcertification.org) and the C-SWCM awarded by
the NASW (www.socialworkers.org). The EA professional should
always ask questions about theGCM’s education, training, creden-tialing, and experience before refer-ring a client or hiring them toprovide training. Additionally, it isimportant to ask about ease of acces-sibility — does the GCM have emailand carry a cell phone? Are theyavailable for emergencies? Howlong have they been a GCM? Whileone should ask for references, it’snot always possible to obtain themdue to confidentiality reasons.
Fees can range from $75 to $300per hour. Although care managementservices are not covered by medicalinsurance, some long- term careinsurance plans may pay for a GCM.EAPs often negotiate for a reducedfee with preferred GCM providers.
Finally, the National Associationof Professional Geriatric CareManagers maintains a list of socialworkers, nurses, and others who havemet specific criteria in geriatrics. Callthem at (520) 881-8008 or visitwww.caremanager.org to learn moreand locate GCMs by zip code.
Source: Excerpted with permission from“Geriatric Care Managers — an essentialresource for EAPs” by the Employee AssistanceProfessionals Association (EAPA,www.eapassn.org).
4 EA Report Visit EA Report’s website at www.impact-publications.com July 2007
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Eldercare
Geriatric Care Managersan Important Resource
It’s notunusual forfamily
members tolive in differentcommunities intoday’s mobilesociety. As aresult, two ofthe most challenging aspects oflong-distance caregiving involvegetting organized and stayinginformed about a loved one’s con-dition. The following are some tipsthat will help make these chal-lenges easier:
• Keep an ongoing log ofyour loved one’s needs anddocument important infor-mation — names, addresses,phone numbers, etc. Considerorganizing it into the follow-ing sections: Doctors;Caregivers; Hospitals;Medications; Financial &Legal; CommunityResources; andMiscellaneous Information.
• Establish a network ofneighbors, friends, andfamily members who arewilling to check on yourloved one periodically.Select trustworthy people,and encourage them to callyou if they are concerned thatyour loved one’s health orsafety is in jeopardy. Givethem your contact informa-tion and keep a list of theirnames, addresses, and phonenumbers handy.
• Stay in closecontact via phoneor email. Agree tocontact one anothereach day at a speci-fied time. If youcan’t get in touchwith him/her your-self, alert a neighbor
or the police so they cancheck on your loved one foryou.
• Ask your loved one ques-tions about his/her health,needs, etc. Make sure yourloved one doesn’t hide thetruth to prevent you fromworrying or embellish storiesto get you to come visit.(This is where an informalnetwork of friends and neigh-bors can really help.)
• Consider traveling occa-sionally to assess your lovedone’s physical and mentalhealth. If you want to inves-tigate care options whileyou’re visiting, set upappointments well inadvance.
• Consider hiring a GeriatricCare Manager (GCM). AGCM can assess an individ-ual’s situation, prepare a per-sonalized care plan, andprovide supervision and mon-itoring as necessary.(Editor’s note: See accompa-nying article.)
Source: LifeCare®, Inc. (www.lifecare.com)
July 2007 Visit EA Report’s website at www.impact-publications.com EA Report 5
Eldercare
“Establish a net-work...willing tocheck on your lovedone periodically.”
Clinical Perspective
Neuroscientists at UCLA haveshown that lithium, long thestandard treatment for bipolar
disorder, increases the amount of graymatter in the brains of patients with theillness. The research is featured in theJuly issue of Biological Psychiatry.
When researchers compared thebrains of bipolar patients on lithiumwith those of people without the dis-order, and those of bipolar patientsnot on lithium, they found that thevolume of gray matter in the brains ofthose on lithium was as much as 15%higher in areas that are critical forattention and controlling emotions.
The neurobiological underpin-nings of bipolar disorder — an illnessmarked by a roller coaster of emo-tions between mania and depression— are not well understood. Nor is itunderstood how lithium works incontrolling these severe moodswings, even though it has been thestandard treatment for some 50 years.
These new findings suggest thatlithium may work by increasing theamount of gray matter in particularbrain areas, which in turn suggeststhat existing gray matter in theseregions of bipolar brains may beunderused or dysfunctional.
While other studies have measuredincreases in the overall volume of thebrain, this imaging method allowedthe researchers to see exactly whichbrain regions were affected by lithium.
Unfortunately, Carrie Bearden,assistant professor of psychiatry atUCLA, states there is no evidencethat the increase in gray matter per-sists if lithium treatment is discon-tinued. “But it does suggest thatlithium can have dramatic effects ongray matter in the brain,” she said. Source: UCLA Health Sciences Media Relations.
Novel TechniqueSuggests howLithium Works
Keys to Long-DistanceCaregiving
6 EA Report Visit EA Report’s website at www.impact-publications.com July 2007
Millions of Americanshead to their homeoffice instead of their
car to start their day. While thebenefits of telecommuting orworking from remote locations arenumerous, so are the pitfalls.
Balancing deadlines, projectsand employees’ personalities canbe a difficult task even whenworkers ARE present physically.So, how can a manager success-fully lead a team of workers whomight never meet face to face?(Editor’s note: And how can anEAP handle the concerns of off-site workers?)
The secret, according toColleen Garton, author ofManaging Without Walls ($37.95,MC Press) lies in understandingthe dynamics of building andleading a virtual team. Gartonnotes that successful virtual man-agers can’t just cut and paste thesame skill set for “traditionalmanagement” to lead a virtualteam.
The telecommuting trendshows no signs of slowing. TheInternational TeleworkAssociation and Council estimatesthat 20 million Americans arepresently telecommuting. That’swhy Garton says it’s increasinglycrucial for managers to developand polish virtual leadershipskills.
The author demonstrates theimportance of understanding thesubtext of a conversation and howcultural differences can dictate anemployee’s behavior.
Equally important, the bookexplains how managers can over-come the problem of missing out
on non-verbal cues, which is acumbersome barrier to effectivecommunication. Using a variety ofbusiness scenarios and easy-to-read charts, Garton is straightfor-ward and direct in delivering thesalient points of successful virtualmanagement.
In a highly competitive andchanging world market, the author’sgoal is to prepare readers for thechallenges of virtual management.
“Unless managers can adaptquickly to this new businessmodel by making changes to theway they manage and communi-cate, they will not be successful,”Garton says. “Managing WithoutWalls shows them how to developthe tools for success.”
Managing Without Walls is avail-able at www.amazon.com,www.mc-store.com or link directlyto www.mc-store.com/5081.html.
BOOK REVIEW
Workplace Trends
DemandGrowing forBackground
Checks
The growing trend foremployment backgroundchecks was evidenced at the
recent National Association ofProfessional BackgroundScreeners (NAPBS) conference inAustin, Texas. It was a recordattendance for the nonprofit,founded in 2003 to promote highprofessional standards and ethics.
“Background screening hasbecome a multi-billion dollarindustry,” says Tracy Seabrook,NAPBS executive director.“Terrorism and corporate scandalshave made screening a critical stepin hiring for information-sensitiveor high-responsibility positions.”
And now, she adds, “a jump innegligent hiring lawsuits has com-panies taking a closer look atapplicants for minimum-wagejobs, university MBA programs,even volunteer positions.”
According to Seabrook, back-ground information is becomingincreasingly detailed and accuratethanks to new screening technolo-gy — and the fact that more publicrecords are being digitized andmade available online.
Nevertheless, Seabrook notesthat background screening is anew field, and, as such, membersare working to craft standards andpractices that best serve the orga-nizations that hire them, while alsosafeguarding the screened individ-ual’s reputation and privacy.Source: National Association of ProfessionalBackground Screeners (www.napbs.com).
• Improving SupervisorTraining;
• Overcoming Cultural Barriers;• What’s the Riskiest Job?
UPCOMING EAR FEATURES...
Advice Presented on‘Virtual’ Managing
July 2007 Visit EA Report’s website at www.impact-publications.com EA Report 7
By Dr. Nancy O’Reilly
Michael was a star salesper-son. In his line of work,Michael often dealt with
deadline pressure. In the midst ofclosing two deals, he received analarming phone call — his motherhad just suffered a stroke and was inthe emergency room.
Michael felt like his world wasfalling apart. His breathing becamelabored, and his heart raced. His man-ager had no idea what to do, so hetook Michael outside for some freshair. That seemed to calm him down.Finally, when Michael had a chance totalk, he quietly explained to his bossthat he had a history of panic attacks— and this had been one of them.
If left untreated, panic attacks —which affect one in 75 people — canlead to a more chronic conditionsuch as substance abuse, depression,or ulcers.
Unfortunately, panic attacks canhapen anywhere, and at anytime. Inthe workplace, panic attacks maylead to poor job performance andeven termination. Symptoms include:
• Racing heartbeat;• Difficulty breathing;• Terror that is almost paralyzing;• Trembling, sweating, and shak-
ing; and• Fear that you’re crazy or about
to die.
The level of fear experienced dur-ing a panic attack is out of propor-tion to the actual situation. In otherwords, to the person experiencingthe attack, it’s terrifying and veryreal. But to others, the situation
(whatever it is) is not scary orthreatening. Furthermore, an attacktypically passes within a few min-utes, while some attacks can berepeated and reoccur for hours.
The workplace can be seriouslyimpacted when an employee haspanic attacks. Talented workers mayleave jobs that are perceived as pos-sible triggers for future attacks. Astaff member may be passed overfor a promotion because travel isrequired and he/she is fearful of fly-ing or driving a car long distances.
Moreover, it’s not unusual fro aperson with panic attacks to beembarrassed of their condition andkeep it a secret from co-workers andsupervisors. This means the condi-tion often remains hidden until a sit-uation arises that brings it to theforefront. When a panic attackoccurs in the workplace, there aresome steps that can be taken:1) Deal with the situation quick-
ly. If an employee appears to behaving a panic attack remaincalm and don’t overreact. Ifthey persist, you may want tocall 9-1-1 for professional help.Some helpful strategies duringan attack include breathing andmuscle relaxation exercises.The employee may need to seea doctor or mental health pro-fessional and he/she mayrequire some time off work fortreatment.
2) Be supportive and empathet-ic. Don’t jump to conclusions.Remember that the personexperiencing panic attackscan’t make them go away.Attacks are not a sign of weak-
Employee Assistance Report is published monthly. For subscription information contact: Employee Assistance Report, 1439 Churchill Street, Unit 302, Crystal Plaza, P.O. Box 322,Waupaca,WI 54981. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is notengaged in rendering legal, accounting, or other professional services. If legal advice or other expert assistance is required, the services of a competent professional should be sought. (Froma Declaration of Principles jointly adopted by a committee of the American Bar Association and a Committee of Publishers.) Employee Assistance Report does not necessarily endorse anyproducts or services mentioned. No part of this newsletter may be reproduced in any form or by any means without written permission from the publisher, except for the inclusion of briefquotations in a review which must credit Employee Assistance Report as the source, and include the publisher’s phone number, address, and subscription rate.
ness. They are real to the per-son experiencing them, andthey will react that way.
3) Supervisors should encouragethe employee to talk aboutthe situation in private. Itmay be an initial attack, or theemployee may have them fre-quently. There may be stressesat work causing the attacks, orthey may be triggered by some-thing that’s happening in theindividual’s personal life.
4) Supervisors should makeappropriate referrals (suchas to an EAP) to ensure thatthe employee receives help,and that his/her job perfor-mance isn’t compromised.Fitness for duty is an issue forall supervisors when facedwith an employee with a med-ical or mental health condition.If no such program is in place,the supervisor or upper-levelmanager may wish to establishone.
5) Perhaps the best help for anyperson who suffers frompanic attacks is to help themunderstand that they are notgoing crazy, nor will theydie. However, panic attacksshould be taken seriously andthe person should be seen by aqualified medical or mentalhealth professional as soon aspossible. Proper diagnosis andtreatment are the keys torecovery.
Nancy O’Reilly, PsyD, is a clinical psychologistand author of “You Can’t Scare Me: CourageousWomen Speak About Growing Older in a YouthOriented Society.” For more information, visitwww.womenspeak.com or call (417) 860-5834.
On the Job
Panic Attacks in the Workplace:Recognizing Signs, Helping Employees
8 EA Report Visit EA Report’s website at www.impact-publications.com July 2007
By Shannon P. Robinson,LICSW
The emotion — anger — andits action — aggression —are two of the most frequent
topics discussed in counseling. Theirrelative, depression, is consideredthe “common cold” of the mental-health field, and is often rooted inunresolved anger.
Understanding that anger is a nat-ural emotional experience, let’s focusour attention on how each of usresponds to that experience. Take afew minutes to complete the follow-ing aggression inventory:
Would you rate your level of aggres-sion as...Average? Moderate?Serious? Severe?
Next, rate yourself on the following10 items according to this scale: 0)Not at all; 1) Very little; 2)Somewhat; 3) Quite a bit; and 4)Most of the time.
I get mad easily.0 1 2 3 4
I have a bad temper.0 1 2 3 4
My heart beats fast.0 1 2 3 4
I feel uptight.0 1 2 3 4
I have urges to beat up someone.0 1 2 3 4
I have urges to break or tear things.0 1 2 3 4
I get into arguments.0 1 2 3 4
I yell or swear.0 1 2 3 4
People try to take advantage of me.0 1 2 3 4
Other people put me down.0 1 2 3 4
Your total score will give you anidea of how much of a concern youraggressiveness might be. Scores of20 or above are consistent withindividuals attending counselingand anger-management groups.
Certainly, we can all becomeaggressive at times, and not allaggression is rooted in anger. Whatdo we do with anger when itoccurs? The difference between“mildly irritated” and “enraged” isdramatic, but both fall into therealm of anger. The following aresome possible strategies:
For lower-level anger/stress:• Learn to ignore or tune-out
provocation.• Be aware of your “hot spots”
and how to prepare for themor avoid them.
• Count to 10, delay yourresponse, or avoid saying thefirst five words that come tomind.
• Leave the anger-causing situa-tion.
For higher-level anger/stress:• Rip up old magazines.• Go for a brisk walk.• Do push-ups or hit a punching
bag.• Do anything else that is physi-
cally exhausting and non-destructive.
Finding what works for you ismore important — these are sugges-tions only. Furthermore, suchactions don’t substitute for furtherconflict management in particularsituations. However, they DO allowfor more rational, civil communica-tion to occur. Remember, people orsituations may make us angry, butit’s our responsibility to react to itconstructively.Editor’s note: This article originallyappeared in the January 1999 EAR.
Understanding Anger & Aggression
1997-20071010
T E N Y E A R S O F S E R V I C ET E N Y E A R S O F S E R V I C E
From Our FilesThis month I wish
to call to your atten-tion to the insert withhotline numbers thatwe’ve included withthe June and JulyEARs. Past reader surveys indicatedthat subscribers wanted us to publishhotline numbers on occasion, sowe’re glad that we’ve been able toprovide this service.
Secondly, I wish to also call yourattention to our new website atwww.impact-publications.com. Likemost technical projects, revampingthe site took longer than we wouldhave liked, but we think you’ll findthat the wait was worth it.
For example, the site’s orderingcapabilities include being able to pur-chase the full-color posters that weprovide as a quarterly catalog in thisnewsletter. The posters are alsogrouped into different categories tomake it easier to decide which onesmight best suit your needs.
Peruse our new site and send usan email with your comments andsuggestions. We’re here to serveYOU, and just like this newsletter,your opinions count! Until nextmonth.
