Your SlideShare is downloading. ×
위기관리: 내부직원을 위한 서비스 - from Reflexive to Reflective
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

위기관리: 내부직원을 위한 서비스 - from Reflexive to Reflective


Published on

2014년 7월 10일 한국직무스트레스학회 안전보건세미나 "사업장에서 재닌 발생시 심리사회학적 접근의 ABC"의 위기관리 세션(좌장: 채정호 교수)에서 발표한 자료입니다

2014년 7월 10일 한국직무스트레스학회 안전보건세미나 "사업장에서 재닌 발생시 심리사회학적 접근의 ABC"의 위기관리 세션(좌장: 채정호 교수)에서 발표한 자료입니다

Published in: Business

  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. 재난/트라우마 후 내부직원을 위한 위기관리 서비스 Reflexive vs. Reflective 한국직무스트레스학회 안전보건세미나 2014. 7. 10. THE LAB h® 김호 2014(c) Hoh Kim 1
  • 2. Acknowledgment: Thanks to Dr. Gianotti for the advice, especially in modifying the four quadrant model for this presentation. 2014(c) Hoh Kim 2
  • 3. Reflexive vs. Reflective Source(except the red arrows): Arnsten, A. “Stress signalling pathways that impair prefrontal cortex structure and function,” Nature Reviews, Neuroscience (Vol. 10, June 2009), p. 411 How to change clients’ brain modes from reflexive (automatic; fast) to reflective (controlled; slow) 2014(c) Hoh Kim 3
  • 4. “Slowing down the process” (Danielian and Gianotti, 2012, Listening with purpose) “When people feel heard, they tend to calm down. This is largely due to experiencing an increased sense of personal safety. People need to feel safe and understood before an organization can leverage the possibility of real change. Thus, our goal in listening with purpose is to first increase understanding, which in turn increases a sense of safety, a sense of connection, and a willingness to engage in dialogue. This is precisely how we move from a reactive state to a reflective state. Once this is accomplished, creative thinking, problem solving and strategic planning flow more naturally.” (Patricia Gianotti, PsyD., personal communication, 2014. 6. 5; 7.2) 2014(c) Hoh Kim 4
  • 5. Listening(I): Expression Cards 2014(c) Hoh Kim 5
  • 6. Listening(II): LEGO Serious Play 2014(c) Hoh Kim 6
  • 7. Listening(III): Playback Theatre 2014(c) Hoh Kim 7
  • 8. Listening(IV): Fishbowl Discussion 2014(c) Hoh Kim 8
  • 9. Listening(V): TOOT (Times Out Of Time) by Barry Oshry at Power+Systems 2014(c) Hoh Kim 9 Source (except red arrows): Barry Oshry “문제 해결을 위한 회의가 아니라 서로 처한 상황을 이해할 수 있게 돕는 회의다. 이 회의에선 다른 사람들에게 무엇을 해야 한다거나 무엇을 하지 말라고 얘기하지 않는다. 그 대신 프로젝트를 하면서 저마다 처한 상황과 느끼는 감정을 솔직히 말한다. 진행자는 이렇게 말한다. ‘프로젝트에 참여하면서 당신이 바라보는 상세한 그림을 그려 달라. 당신의 설명 외에 우리가 당신의 세상에 대해 알 수 있는 다른 방법은 없다.’” (김호, “당신의 조직이 변하지 않는 진짜 이유”, 조선일보 위클리비즈, 2014. 6. 7)
  • 10. Listening(VI): Open Space Technology 2014(c) Hoh Kim 10
  • 11. LISTENING WITH PURPOSE BY DANIELIAN AND GIANOTTI (2012): (1) What is going on inside the person; (2) What is going on between people (how the person relates to others; how they treat others; listening for the nature of their complaints); (3) What is the value add as well as cost to the organization of this individuals style of relating and behaving “Part-Whole Connections” 2014(c) Hoh Kim 11 QUADRANT ONE HOW I VIEW MYSELF • This quadrant reveals workplace expectations, standards & behaviors • If they are highly exacting of others, how they treat mistakes? • Assess whether expectations/standards are realistic, fair, or reasonable? • Degree to which person is able to receive constructive feedback and modify behavior QUADRANT TWO SYMPTOMS • This quadrant measures symptomatic behaviors that impact workplace performance • How people cope with stress/internal pressure • Extreme drivenness, i.e. workaholism/alcoholism, lack of self-care • Increased absence, irritability, distractibility, pessimism, inability to focus LOYAL WAITING • This quadrant reveals hidden expectations of others • Tend to be overly active or overly passive • Difficulty with initiation and follow-through of tasks • Or, difficulty delegating or trusting others • Takes too much credit, doesn’t take enough credit, needs continual validation or reassurance QUADRANT THREE REVENGE ENACTMENTS • This quadrant measures what occurs around disappointment, competition, mistakes, not living up to standards. • How people cope with stress/internal pressure • Has difficulty working as a team member • Has trouble listening and respecting other people’s views • Give subtle verbal messages that convey superiority or contempt of others’ ideas QUADRANT FOUR Source: Simplified/modified from the four quadrant model – illustrating part-whole connections by Danielian and Gianotti, Listening with Purpose (2012); Personal communications with Gianotti (2014. 6. 14, 6. 16, 6. 24, 7.2) SHAME CONSCIOUS F A M I L I A R F O R E I G N UNCONSCIOUS/PRECONSCIOUS/CONSCIOUS BUT HIDDEN FROM OTHERS
  • 12. Leadership Communication Roles in Crisis Recovery: LEAD approach (by THE LAB h, 2014) •Listen: from outside-in •Explanation: from inside-out •Apology: with Actions (for any mistakes or wrongdoings) •Decide: What to do vs. What to stop 2014(c) Hoh Kim 12
  • 13. 재난/트라우마 후 내부직원을 위한 위기관리 서비스 Reflexive vs. Reflective 한국직무스트레스학회 안전보건세미나 2014. 7. 10. THE LAB h® 김호 2014(c) Hoh Kim 13