Question

⦁ What policies relate to debriefing and crisis procedures in your organisation Explain what techniques you would use in a debriefing session ⦁ What legal and ethical factors may you have to consider What are possible indicators of significant issues in employees? ⦁ Explain what the impact of stress and burnout is. ⦁ How can employees begin to manage stress? ⦁ Give examples of internal or external support options and employee assistance programs. ⦁ What should you do if a client has needs you cannot meet during the debriefing ⦁ Give examples of professional boundaries you should respect when debriefing clients. ⦁ Research and explain what your workplace’s dispute resolution policies and procedures are?

Answer 1

DEBRIEFING : Debriefing (powerful event group support) is usually carried out within three to seven days of the critical incident, when workers have had enough time to take in the experience. Debriefing is not counselling. It is a structured voluntary discussion aimed at putting an abnormal event into perspective. It offers workers clarity about the critical incident they have experienced and assists them to establish a process for recovery.

POLICIES RELATED TO DEBRIEFING AND CRISIS PROCEDURE IN AN ORGANIZATION ARE:

• Contact Manager/Supervisor and debrief
  
• Log actions, incident reports etc (Ensure that you cover all aspects of the incident, what was said, done etc.)
  
• Legal measures (Follow up any legal issues.)
  
• Debrief with young person (if possible and appropriate) and others who witnessed the event (separately)
  
• Examine your own work practices to check if they may have contributed to the episode.

TECHNIQUES USED IN DEBRIEFING PROCEDURE:

• Plus-Delta

One of the most straightforward models among debriefing techniques involves using two columns, where the plus column (+) refers to good behaviors or actions, while delta refers to behaviors or actions that need improvement or change in the future. This technique allows learners to participate in the discussion and easily utilizable by novice debriefers

• Three-Phase Debriefing Technique

Many “3-phase” techniques have undergone development for use in debriefing. Rudolph et al. described a model of debriefing called “Debriefing with Good Judgment,” where the debriefing session is composed of reaction, analysis, and summary.The reaction phase allows exploring participants’ response and defusing following the simulation event.

• Multiphase Debriefing Techniques

There are proposals for several “multiphase” debriefing techniques have been proposed with additional phases added to allow focus on key themes of debriefing and support the debriefing conversation.

1. Promoting Excellence And Reflective Learning in Simulation (PEARL)
2. Team-Guided team self-correction, Advocacy-Inquiry, and Systemic-constructivist
3. The healthcare simulation after-action review

LEGAL AND ETHICAL FACTORS INDICATING SIGNIFICANT ISSUES IN EMPLOYEES:

Unethical Leadership

Having a personal issue with your boss is one thing, but reporting to a person who is behaving unethically is another. This may come in an obvious form, like manipulating numbers in a report or spending company money on inappropriate activities; however, it can also occur more subtly, in the form of bullying, accepting inappropriate gifts from suppliers, or asking you to skip a standard procedure just once

Discrimination and Harassment

Laws require organizations to be equal employment opportunity employers. Organizations must recruit a diverse workforce, enforce policies and training that support an equal opportunity program, and foster an environment that is respectful of all types of people.

Questionable Use of Company Technology

While this may feel like a minor blip in the grand scheme of workplace ethics, the improper use of the internet and company technology is a huge cost for organizations in lost time, worker productivity and company dollars.

Unrealistic and Conflicting Goals

Your organization sets a goal—it could be a monthly sales figure or product production number—that seems unrealistic, even unattainable. While not unethical in and of itself (after all, having driven leadership with aggressive company goals

Toxic Workplace Culture

Organizations helmed by unethical leadership are more often than not plagued by a toxic workplace culture. Leaders who think nothing of taking bribes, manipulating sales figures and data or pressuring employees or business associates for “favors

BURNOUT AND STRESS:

Burnout is a state of emotional, physical, and mental exhaustion caused by excessive and prolonged stress. It occurs when you feel overwhelmed, emotionally drained, and unable to meet constant demands. As the stress continues, you begin to lose the interest and motivation that led you to take on a certain role in the first place.

IMPACT OF BURNOUT AND STRESS ARE:

MANAGEMENT OF STRESS AND BURNOUT:

• reduces productivity
• saps your energy
• leaving you feeling increasingly helpless,
• hopeless, cynical, and resentful
• lower job satisfaction
• increased turnover
• increased absenteeism
• lower productivity

“Three R” approach:

Recognize – Watch for the warning signs of burnout

Reverse – Undo the damage by seeking support and managing stress

Resilience – Build your resilience to stress by taking care of your physical and emotional health.

Hold Walking Meetings

Help employees recharge by getting out of the office and getting active by implementing walking meetings.These meetings are best when used for small groups. While activity itself can eliminate stress, it’s also important to make sure walking meetings are productive, just like any other meeting.

Promote Work/Life Balance

Managers must live out a healthy work/life balance to promote it within the organization. This means managers must also ensure they allow time for exercise, family and self-care.

Monitor Workloads & Scheduling

Leaders need to ensure employees aren’t being tasked with unreasonable workloads or prolonged rigorous schedules. While workloads may spike on some occasions, employees can’t be expected to sustain heavy workloads and demanding schedules.

Encourage Employees to Use Vacation Time

Managers can encourage employees to use their vacation time in several ways. First, run a report to ensure employees’ vacation time isn’t expiring or going unused.

Provide Work From Home Options

Working from home isn’t a new concept, but managers can help eliminate stigma and ensure fair application of policy by making it a practice

Prioritize Workplace Wellness

Within the workplace, offering a quiet space for employees to unplug, meditate, pray or relax for a few minutes can help manage stress.

Offer Employee Assistance Programs

Corporate wellness programs can also promote self-care and stress management by providing financial or retirement resources, mental health counseling and diet, exercise and tobacco cessation programs.

Enforce Management Training.

Poorly equipped managers can exacerbate employee stress and drive them out the door. Managers need to be trained and equipped to coach and develop employees as individuals and as a team.

Practice Open Communication

When information is withheld and communication is minimal, employee stress can rise simply because of the unknown. Managers should make it a practice to provide open communication, ensuring employees receive timely, transparent updates, understand expectations and understand how their performance is benchmarking against goals.

Welcome Employee Feedback

Employees offer a wealth of knowledge and ideas – if managers are open to receiving them. Managers should actively seek feedback on ways to improve productivity, balance workloads, work together as a team and improve task completion.

EMPLOYEE ASSISTANCE PROGRAM:

An EAP, or employee assistance program, is a confidential, short term, counselling service for employees with personal difficulties that affect their work performance.

The range of areas typically managed by an EAP provider include:

• Personal difficulties.
• Job stress.
• Relationship difficulties.
• Eldercare, childcare, parenting difficulties.
• Harassment.
• Substance abuse.
• Separation and loss.
• Balancing work and family.
• Financial or legal.
• Family violence
• Examples may include:
• Stress management.
• Child care or elder care referral.
• Wellness program.
• Counselling for crisis situations (e.g., death at work).
• Advice specifically for managers/supervisors in dealing with difficult situations.

1. Professionals Internal to the Workplace

a. social workers and associated counselling professionals

b. medical staff (occupational health nurses and physicians)

c. human resources staff (personnel departments)

2. Volunteers Internal to the Workplace

a. Union Counsellors

b. Referral Agents

3. Professionals External to the Workplace

a. private practice social workers and associated professionals

b. large multi-disciplinary agencies

c. consortia

PROFESSIONAL BOUNDARIES:

Some examples of professional boundaries may include:

• Not discussing a client’s private health information with others;
• Keeping work contact numbers separate to your personal contact numbers;
• Not performing additional favours for clients, outside of the scope of your role.
• Not discussing your personal problems with your client (such as marital or financial issues);
• Not developing feelings of attraction for your client or their family members;
• Not worrying about your client once your shift has ended and you have gone home

WORKPLACE DISPUTE RESOLUTION POLICIES AND PROCEDURE:

features of a good dispute resolution process:

• be simple
• allow appropriate stages so that matters can, wherever possible, be resolved at the workplace
• encourage parties to agree on a process that suits them if the dispute reaches the Fair Work Commission
• provide the Fair Work Commission with the necessary discretion and power to ensure settlement of the dispute if the dispute remains unresolved after the early stages of the dispute resolution procedure have been attempted.

PROCESS OF DISPUTE RESOLUTION ARE:

• What Is Dispute Resolution?

• Why Use Dispute Resolution?

• Do I Need an Attorney to Participate in Dispute Resolution?

• What Are the Different Types of Dispute Resolution Processes?

• Related Links

• Acknowledgement and Copyright

RESOURCES

Dispute Resolution Processes

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What Is Dispute Resolution?

Dispute resolution is a term that refers to a number of processes that can be used to resolve a conflict, dispute or claim. Dispute resolution may also be referred to as alternative dispute resolution, appropriate dispute resolution, or ADR for short.

Dispute resolution processes are alternatives to having a court (state or federal judge or jury) decide the dispute in a trial or other institutions decide the resolution of the case or contract. Dispute resolution processes can be used to resolve any type of dispute including family, neighborhood, employment, business, housing, personal injury, consumer, and environmental disputes.

In addition, the United States Federal Government utilizes dispute resolution processes to assist government employees and private citizens resolve complaints and disputes in many areas including workplace, employment, and contracting matters.

Why Use Dispute Resolution?

Dispute resolution processes have several advantages. For instance, many dispute resolution processes are cheaper and faster than the traditional legal process. Certain processes can provide the parties involved with greater participation in reaching a solution, as well as more control over the outcome of the dispute. In addition, dispute resolution processes are less formal and have more flexible rules than the trial court.

Do I Need an Attorney to Participate in Dispute Resolution?

In many processes, you are not required to have an attorney to participate. In cases where the court or judge has referred the case to a dispute resolution process, attorneys often participate. The role of an attorney in a dispute resolution process varies depending upon the nature of the dispute and the type of dispute resolution process. In many dispute resolution processes, attorneys accompany their clients and participate either as counselors or as advocates.

What Are the Different Types of Dispute Resolution Processes?

Dispute resolution takes a number of different forms. Here are brief descriptions of the most common dispute resolution processes:

Arbitration

Case Evaluation

Collaborative Law

Cooperative Practice

Divorce Coaching

Early Neutral Evaluation

Facilitation

Family Group Conference

Litigation

Mediation

Mini-Trial

Multi-Door Program

Negotiation

Neutral Fact-Finding

Ombuds

Parenting Coordinator

Pro Tem Trial

Private Judging

Settlement Conferences

Special Master

Summary Jury Trial

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