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Text of the page (random words):
sess the problem and decide when to get it fixed the onus in not on the vehicle no one judges the car as individually deficient because when the perp s car smashed into it the front end sustained damage only the most backward or wealthiest would expect our vehicles to go 10 000 miles with no preventive maintenance and to forego repairs when trauma strikes we would never say the job is tough our vehicles are just gonna have to absorb the damage and keep going we would not wait until our vehicles break down under extreme conditions of cold heat or operation at high speed absent institutional acknowledgement and assistance personnel see it as their individual responsibility to man up suck it up etc the inability to manage is seen as a personal failing as warden toersbijns suggests on their own individuals cope with the effects of hypervigilance across a range of behavior at one extreme are the small number of especially resilient people who understand what they are experiencing and take the appropriate actions to be successful law enforcement professionals and happy mothers fathers sons husbands wives etc they have fulfilling lives outside the job on the opposite extreme are the individuals who cope through addiction to alcohol and drugs other self destructive behavior and suicide in the vast middle people suffer on their own sleep disorders cardio pulmonary problems habitual use of nicotine alcohol caffeine steroids dietary sugar and fats here we see and hear the burnout we see heavy sick time use absenteeism and a lack of motivation at work we see and hear the effects of cynicism we see conflicts emerge in the individual s relationships we hear us versus them as a career progresses the us gets smaller and the them gets larger them at first might be the inmates soon though the them are the administration and the supervisors after a few years it s the public too finally them can come to include the loved ones who are bewildered by the person who comes home or fails to come home after his or her shift us becomes a tiny unit that might include others on the shift or just the corrections officer an individual feeling isolated and vulnerable staff s unaddressed negative responses to hypervigilance take over much of administrators daily agendas often starting with phone calls on the drive to work the sio program surviving inside and out is a practical and affordable solution for your organization we are three former criminal justice professionals who bring our personal experiences training and professional educations to bear to provide your personnel a comprehensive set of survival services our mission statement we have created surviving inside and out to serve the men and women who dedicate their lives to serving as corrections professionals our purpose is to provide through our experience education and commitment practical and effective solutions to the problems of stress management within the corrections environment and that confront every corrections professional every day the outcome we seek is a corps of corrections professionals who survive and thrive inside and out within the institutions and outside in their personal lives in their hearts and minds and in the attitudes they present to the wider world every day we look forward to working with senior executives to customize the program for the distinctive needs and circumstances of your organization the services v organizational and cultural diagnostics we diagnose organizational practices and structures looking for ways to reduce workplace stress we will present you with a plan for eliminating and mitigating these effects when diagnosed and addressed effectively the points of organizational conflict or disconnection can serve as leverage points for improved productivity and morale the model we use derives from a model of cultural diagnostics employed by william j bratton when he served his first term as commissioner of the nypd where is there conflict in the organization and what can senior management do to correct it what steps can management take to mitigate and eliminate the points of conflict that evolve in every organization over time the diagnosis will develop strategies for reducing and preventing sources of organizational conflict create resources for emotional physical and psychological needs of the staff identify and develop appropriate venues and programs for intervention revise policy and procedures on employee wellness and assistance v classroom education the sio workshop is 1½ day training program that provides participants the facts about the stress inherent in corrections profession it empowers personnel to think about their own strategies for surviving and thriving for developing a practical individualized program for living healthy and happy professional and personal lives we will do follow up focus groups to assess progress we would offer the class once every week over the course of 50 weeks to reach every employee in the organization the supervisory leadership program is a two day course that provides sergeants and lieutenants the opportunity to learn from their own experiences to develop into the best leaders they can be they will learn new competencies and skills in leadership methods decision making creating ownership and accountability communications group dynamics and other areas v expanding access to resources we serve as intermediaries to a strong network that we organized for this purpose of culturally competent credible professionals we guarantee the most assistance for your personnel guided by the values of respect for individuals and airtight confidentiality service network substance abuse substance abuse counseling detox placement residential treatment placement in patient out patient hospital treatment family support family counseling individual counseling identity counseling critical incident debriefing separate module for suicide prevention in accordance with the cmrs legal legal counseling financial financial counseling physical health personal training nutrition v the facilitators patrick bradley in his 32 plus years in corrections and private security has served asthe massachusetts undersecretary of public safety and security superintendent of the norfolk and suffolk county houses of correction as special sheriff in suffolk and director of security for blue cross blue shield of massachusetts pat is in recovery and has been doing outreach work to alcoholics for over 20 years pat s law enforcement managerial and leadership experience includes fiscal management human resources management collective bargaining legislative affairs interagency coordination policy development disorder management strategic public safety design and implementation he is a successful manager of structural and cultural change in all these areas jim jordan has taught about stress management and emotional survival in law enforcement for four years through a course he created the sergeants leadership program with liz o connor he is a management consultant and educator in law enforcement jim served as the founder and first director of the boston police department s office of strategic planning and resource development where he facilitated the creation of a number of strategic partnerships with a wide variety of stakeholder groups he is in recovery has been involved in outreach work to alcoholics since 2007 jim has taught policing courses at northeastern university and umass lowell in addition to leadership courses he developed jim is certified as trainer in facilitative leadership he holds a master s degree in public administration from the kennedy school of government at harvard university liz o connor is a trainer facilitator and curriculum designer specializing in working with police criminal justice organizations and in adult learning theory her experience in these areas includes designing and teaching online and face to face courses at the state university of new york at new paltz umass boston and northeastern university at the boston police department liz worked with senior police commanders to design fund and implement new initiatives supporting innovative practices and community based policing liz founded strategy matters in 2000 inc smi a consulting organization that works with public and private agencies in public safety criminal justice workforce development education and human social services liz holds an ma in philosophy from university of washington and a b a in philosophy and politics from mount holyoke college v outcomes and measurements we measure what we do on a regular basis e want to identify course corrects and incorporate lessons as we go products will include the following written evaluations by participants on the two classes quarterly reports on the effectiveness of the workshop using pre and post program questionnaires to assess how participants are using the tools confidential report on organizational diagnostics i the narrowing of the social support systems and the over identification with work that is currently affecting all workers leaves the law enforcement officer seeing the world only as through the eyes of a law enforcement officer the perceptual set of hypervigilance and consequently perceived hyper vulnerability has the officer narrowing his her social circles and also narrowing his her comfort zone of where she he is able to interact without feelings of vulnerability and reactiveness this pseudo paranoia leads to the adolescent like importance of peer pressure in the law enforcement culture the distrust of any one other than those within the law enforcement culture absolute trust is reserved for only those within the immediate peer group this also generates management difficulties of directing policies to a group of workers who have a hair trigger of autonomic reactiveness which leads to second guessing and potentially misinterpreting any management directive an almost adolescent like rebelliousness towards authority if one chooses to follow the natural bio behavioral consequences of a hypervigilant perceptual set away from the police role and into the family situation other predictions can be generated the officer who has not been oriented through stress training or has not been victimized yet by learning better can suffer significant family disruption by the phenomena currently being discussed the hypervigilant perceptual role and its reticular activating system consequences cause the officer to spend his her workday in the sympathetic autonomic nervous system branch the feeling of energy wit and camaraderie will be correlated with the work place as the officer arrives home the hypervigilant perceptual set is held in abeyance in the safety of his her own home however the pendulum of homeostasis swings into a parasympathetic state of tiredness numbness and an almost detached exhaustion when interacting with the less threatening and more mundane tasks of after work home life the hypervigilance and consequent street high of the work place leads to the off duty depression of the parasympathetic swing in an attempt to homeostatically revitalize the body from hypervigilance a learned perceptual set and its consequences on police stress by kevin m gilmartin ph d published in psychological services to law enforcement u s dept of justice federal bureau of investigation edited by reese and goldstein washington d c 1986 ii los angeles time august 7 2013 iii stress the correctional officer s silent killer carl toersbijns former deputy warden aspc eyman florence az december 17 2012 corrections com university of cincinnati iv police officer stress creates significant health risks compared to general population study finds landmark study of police officers in buffalo n y reveals increased incidence of chronic disease finds suicides higher among those still working university of buffalo july 9 2012 study by dr john violanti et al published in the international journal of emergency mental health posted in uncategorized tagged alcoholism chief robert white denver police law enforcement leadership police abuse of alcohol surviving inside and out leave a comment corridor conversations has a new home posted on june 13 2014 by stephenomeara we re moving down the corridor corridor conversations is moving down the corridor to our new home at psleaders com this is also the new home of the sergeants leadership program we ve broadened our offerings in professional development and organizational consulting so we ve created a new group public safety leadership and the new site psleaders com we will continue to bring you thought provoking posts on a variety of police and criminal justice related questions we will continue to feature thoughts and research on leadership officer emotional survival and crime prevention strategy if you should encounter any difficulty viewing future posts at our new location simply contact us or visit psleaders com and click on blog and re subscribe thank you for following corridor conversations posted in uncategorized leave a comment cognitive bias gender and leadership the necessity of managing our brains posted on june 12 2014 by stephenomeara it s a mistake to assume that gender bias is only or mainly about misogynists said susan fiske a psychology professor at princeton university and the editor of the hurricane study much gender bias is more automatic ambiguous and ambivalent than people typically assume this op ed in the nyt is i believe a good example of a cognitive bias at work we certainly learn sexism in our cultures but women have been subjugated in societies since we started walking upright to paraphrase w b yeats so long a sacrifice makes a stone of the brain our tendency to perceive women as less competent appears to have become automatic apparently for most women as well as men this presents special challenges for leaders and followers current research suggests that humans tend to follow leaders who are approachable and competent this is a theme we have developed over many posts in this blog including june 11 may 4 march 17 2014 and june 3 2012 if our brains have become hard wired to view women as less competent than men we need to work on managing this bias to eliminate its influence on our conscious judgments if we cannot control our first thought we can control our second thought and our first action i would suggest that command schools for law enforcement and criminal justice address this bias head on such clear talk might make people uncomfortable at first but the discomfort will the very bias at work we need to help leaders and followers to understand how this cognitive bias works and how to manage it we need to learn better how to manage our brains too much is at stake to do otherwise this learning should not be limited to women in command though some focused work with such women is in order everyone has to learn together we should consult with the leading researchers in this field people like amy...