Conflict Management In The Family


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Conflict Management In The Family

  1. 1. Managing negative behaviour in the Family Andy Neal
  2. 2. (DAY 1) pm <ul><li>Advanced Scene Assessment </li></ul><ul><li>Observation Model </li></ul><ul><li>Diversity </li></ul><ul><li>Operational Tactics </li></ul><ul><li>Responses to Threat </li></ul><ul><li>Fight or Flight </li></ul>
  3. 3. Legislation
  4. 4. Definition of work placed violence <ul><li>“ Any incident where a person is Abused, Threatened or Assaulted in circumstances related to their work” </li></ul>
  5. 5. Current Practice of Reporting <ul><li>How many incidents have been reported </li></ul><ul><li>Are you aware of the threat levels </li></ul><ul><li>Current reports </li></ul><ul><li>Information markers </li></ul><ul><li>Information gathering </li></ul>
  6. 6. Risk Assessments <ul><li>National / International </li></ul><ul><li>Sudden evolving threats </li></ul><ul><li>Risk Assessment </li></ul><ul><ul><li>STOP </li></ul></ul><ul><ul><li>LOOK LISTEN </li></ul></ul>Customer Interactions
  7. 7. In Groups <ul><li>Identify current threats and the risks in Lone Working </li></ul><ul><li>What is the impact on working practices </li></ul><ul><li>Is there a common risk </li></ul><ul><li>List your findings </li></ul>
  8. 8. Scenario Exercise 1
  9. 9. The Dynamic Risk Assessment STOP LOOK LISTEN
  10. 10. STOP <ul><li>Physical distance </li></ul><ul><li>Exit strategies </li></ul><ul><li>Psychological factors </li></ul><ul><li>Fighting arcs </li></ul><ul><li>Positional awareness </li></ul><ul><li>Critical factor </li></ul>360
  11. 11. Look Observations always start the process of risk assessing
  12. 12. Look P erson O bject P lace Using this system makes risk assessments a conscious process and that in turn reduces risk to individuals. It involves breaking risks into three categories
  13. 13. LISTEN <ul><li>Use active listening skills </li></ul><ul><li>Build rapport </li></ul><ul><li>Assess levels of communication </li></ul><ul><li>Empathise </li></ul><ul><li>Customer services </li></ul>
  14. 14. LOOK ASSESSMENTS - PERSON <ul><li>You work with people everyday </li></ul><ul><li>List the risks that a person presents to you as an individual or group </li></ul>Reaction Action
  15. 15. PERSONS - Assessment <ul><li>Age </li></ul><ul><li>Size </li></ul><ul><li>Culture </li></ul><ul><li>Groups </li></ul><ul><li>Attire </li></ul><ul><li>Body Language </li></ul><ul><li>Gender </li></ul><ul><li>History </li></ul>
  16. 16. BODY LANGUAGE Advanced Risk Assessments
  17. 17. Body Language Overview Security assessments using body language <ul><li>Head movements </li></ul><ul><li>Hands & arms </li></ul><ul><li>Eyes </li></ul><ul><li>Stance </li></ul><ul><li>Frustration </li></ul><ul><li>Anger </li></ul><ul><li>Emotional state </li></ul><ul><li>Mental health </li></ul><ul><li>Aggression </li></ul><ul><li>Hidden communication </li></ul>FACT FICTION Vs The body language we convey to the world is a combination of instinct, learned behaviour and imitation of others
  18. 18. Cultural Diversity <ul><li>Body Language </li></ul><ul><li>Hand signals in one culture can mean something very different in another </li></ul><ul><li>Spatial awareness </li></ul><ul><li>Values and ethos </li></ul><ul><li>Always respect the values of another culture </li></ul><ul><li>Try using body language in a way that embraces those values as much as possible </li></ul>
  19. 19. Other Factors <ul><li>Size of the person </li></ul><ul><li>Age – risk factors </li></ul><ul><li>Attire </li></ul><ul><li>Groups </li></ul><ul><li>History </li></ul>
  20. 20. OBJECTS - Assessments <ul><li>List the risks from objects at any scene </li></ul><ul><li>List ways to reduce the risk </li></ul>
  21. 21. OBJECTS Assessment <ul><li>Specific Weapons </li></ul><ul><ul><li>Possession of edged weapon or object </li></ul></ul><ul><ul><li>Innocent objects anything to hand </li></ul></ul><ul><ul><li>Arms strike distances </li></ul></ul>
  22. 22. PLACE- Assessments <ul><li>Features of the physical environment </li></ul><ul><li>Isolated </li></ul><ul><li>Dark </li></ul><ul><li>Confined spaces </li></ul><ul><li>Exits </li></ul><ul><li>Stairways or steps </li></ul><ul><li>Noisy areas </li></ul><ul><li>Crowds </li></ul><ul><li>Physical structures </li></ul>
  23. 23. STOP- LOOK- LISTEN <ul><li>PERSON </li></ul><ul><li>OBJECT </li></ul><ul><li>PLACE </li></ul>This Model will form the basis of all personal safety assessments
  24. 24. Responses to threat <ul><li>Aim – Develop the knowledge of physical and emotional changes to a person experiencing threatening situations and develop practical skills and confidence to respond effectively </li></ul><ul><li>Session Content – </li></ul><ul><li>Responses to threat </li></ul><ul><li>Identify triggers & inhibitors </li></ul><ul><li>Stimulus response and the human mechanism </li></ul><ul><li>Human responses to threatening situations </li></ul>
  25. 25. Rational & emotional mindsets <ul><li>We have two mindsets </li></ul><ul><li>The Emotional mind (the one that feels) </li></ul><ul><li>The Rational Mind ( the one that thinks) </li></ul>When we are upset, angry or feel threatened, our emotional mind quickly takes over and we lose much of our ability to rationalise and think clearly
  26. 26. Group Work <ul><li>List the situations or incidents involving other people that really annoy you or cause you to ‘lose it’. </li></ul><ul><li>List your reactions to these incidents ‘how do you deal with it’ </li></ul>
  27. 27. Fight or Flight STIMULUS RESONSE Negative Response Positive Response CHOICE
  28. 28. TRIGGERS Emotional Mindsets Inhibitors Rational Mindsets Embarrassed Afraid Loss of face Insulted Being ignored Not being taken seriously Self control Personal values Social or legal consequences Fear Training
  29. 29. Visual levels of Fight or Flight Frustration ANGER AGGRESSION VIOLENCE
  30. 30. Action Planning <ul><li>To be able to identify the theories and models of risk assessment in your own organisation you must be able to: </li></ul><ul><ul><li>List your strengths and weaknesses </li></ul></ul><ul><ul><li>Identify key areas of development for effective management at areas of work </li></ul></ul>
  31. 31. Positional Tactics – STOP model <ul><li>Spatial awareness is key to your safety </li></ul><ul><li>You should always be aware of your surroundings </li></ul><ul><li>And never loose your exits </li></ul>Distance Position Exits
  33. 33. Once the visual assessment has been completed you must adopt the correct position <ul><li>There are two factors to take into account </li></ul><ul><li>Physical distance </li></ul><ul><li>Psychological distance </li></ul><ul><li>We will look at this in turn </li></ul>
  34. 34. PHYSICAL DISTANCE <ul><li>In order to use your full reactive area we must use our peripheral vision </li></ul><ul><li>You must be able to see the HEAD & FEET in first contact </li></ul>
  35. 35. ‘ CRITICAL’ Never break this distance down until you have carried out the assessment model P>O>P
  36. 36. Psychological Positioning <ul><li>Always prevent the tendency to stand inside the fighting arc </li></ul><ul><li>Used a relaxed pose with a side on position </li></ul><ul><li>This offers exit strategies both ways </li></ul>
  37. 37. Proactive service delivery <ul><li>List the situations and circumstances which can cause the customer frustration because of his/her expectations are not being met </li></ul><ul><li>List your responses that you and your organisation could put into place to help reduce these frustrations and risk areas </li></ul>
  38. 38. Behaviour breeds Behaviour <ul><li>Observe the picture below </li></ul><ul><li>List your feelings about the person </li></ul><ul><li>What were your first impressions </li></ul><ul><li>Be as open and honest as you can </li></ul>
  39. 39. Learning how to behave with your negative feelings MY ATTITUDE MY BEHAVIOUR YOUR ATTITUDE YOUR BEHAVIOUR Affects Affects Affects Affects Break the Cycle
  40. 40. Strategies for defusing aggressive behaviour <ul><li>Maintain self control </li></ul><ul><li>De-escalation body language </li></ul><ul><li>Match energy levels </li></ul><ul><li>Show empathy and listen actively </li></ul><ul><ul><li>“ I can see.” </li></ul></ul><ul><ul><li>“ I just want to check.” </li></ul></ul>
  41. 41. Resolving the problem <ul><li>The key to unlocking a problem is for one person to seek to listen and understand the other’s point of view. Listening and positively seeking to understand provides the following thoughts: </li></ul><ul><li>As we are not resisting or arguing, the conflict can diminish </li></ul><ul><li>Listening to the other person shows that you are interested and care </li></ul><ul><li>We can scan and assess options while they are talking </li></ul><ul><li>We may discover that the facts are not what we first thought </li></ul>
  42. 42. Communication <ul><li>‘ The way you communicate can play a vital role in influencing someone’s behaviour’ </li></ul><ul><li>Remember the way you interact with a </li></ul><ul><li>client will have an impact on the rest of your colleagues when they work with them </li></ul><ul><li>FIRST IMPRESSIONS LAST </li></ul>
  44. 44. The elements of Communication WORDS TONE NON - VERBAL 100%
  45. 45. Communication Exercise <ul><li>List the Blocks to communication that can occur between you and your customers </li></ul>
  46. 46. Common Communication Blocks <ul><li>Alcohol / Drugs </li></ul><ul><li>People with Learning Disabilities </li></ul><ul><li>Mental Health </li></ul><ul><li>Culture </li></ul><ul><li>Heat / Cold </li></ul><ul><li>Pain </li></ul><ul><li>Hunger </li></ul>
  47. 47. Good to remember <ul><li>Speak clearly, don’t over complicate language – signal non aggression </li></ul><ul><li>Use regular pauses so that the other person can have time to take in what you are saying </li></ul><ul><li>If with a colleague, only one of you should talk to the person </li></ul><ul><li>Avoid conditions that could cause a block to communication </li></ul><ul><li>Person – Object – Place applies at all times </li></ul>
  48. 48. Recovery Introductions <ul><li>Your initial introduction is extremely important </li></ul><ul><li>It will set the mood for the rest of the interaction </li></ul><ul><li>How would you introduce your self? </li></ul>
  49. 49. High Risk Conflict <ul><li>Aim: To be able to apply the theories and the models of managing high risk incidents within organisational practices </li></ul><ul><li>Maintain self control </li></ul><ul><li>Confronting high risk situations </li></ul><ul><li>Police liaison work </li></ul>
  50. 50. Exit Strategies <ul><li>A pre-planned exit strategy should be used to exit a situation </li></ul><ul><li>It needs to be something like </li></ul><ul><li>“ I’m afraid I can’t make that decision – I’ll have to go and speak to a manger about it” </li></ul>
  51. 51. The Law relating to the use of force <ul><li>The Law does not allow us to retaliate- only to defend ourselves or others from physical attack </li></ul><ul><li>(European Law may differ) </li></ul><ul><li>Common Law – Self Defence </li></ul><ul><li>Human Rights Act </li></ul>“ Any person may use such force as is reasonable in the circumstances in the defence of themselves or others and in certain circumstances, property”.
  52. 52. Defences When a person has a Genuine and Honest held belief that they or Another are in Imminent Danger and the force they use is Reasonable and Necessary and Proportionate to such force used against them
  53. 53. Human Rights Act <ul><li>Is the use of force used proportionate to the wrong that it seeks to avoid or the harm it seeks to prevent? </li></ul><ul><li>Is the use of force chosen the least intrusive or damaging practicable option? </li></ul>
  54. 54. Incident reporting <ul><li>Look at the use of force case study </li></ul><ul><li>Write a statement detailing the incident </li></ul><ul><li>Bear in mind you may have to attend court to give evidence </li></ul>Professional Team Work
  55. 55. Reporting an incident <ul><li>Background information </li></ul><ul><li>Facts about everyone involved </li></ul><ul><li>Description of behaviour </li></ul><ul><li>Level of any force used </li></ul><ul><li>Description of feelings emotions </li></ul><ul><li>Exactly what the person said, what they did, stance and tone </li></ul>Reporting incidents of workplace violence is a duty under Health & Safety Legislation
  56. 56. Post incident consideration 24 Hours 1 – 3 days Week, months – possibly years
  57. 57. How people are affected by workplace violence SHORT TERM EFFECTS MEDIUM TERM EFFECTS LONG TERM EFFECTS Shock, confusion, disbelief, fear, helplessness, anger, embarrassment, feeling of violation Feeling of loss, guilt, shame, embarrassment, humiliation Exhaustion and tiredness, lack of sleep Anger, frustration and resentment Lack of confidence, anxiety, fear of repetition Persistent tiredness, exhaustion, depression, bouts of anxiety Excessive drinking and smoking, antisocial behaviour, aggression Nightmares, flashbacks, headaches, nausea, difficulty sleeping & eating
  58. 58. Providing support <ul><li>List the things you can do as colleagues or managers to support someone who has been involved in a traumatic incident: </li></ul>
  59. 59. REVIEW What Happened? THE LEARNING What to do next time ? CONCLUSIONS Why did it happen? THE INCIDENT
  60. 60. THANK YOU