This document discusses crisis management services for internal employees after disasters or trauma. It introduces techniques to help change clients' brain modes from reflexive (automatic, fast) to reflective (controlled, slow) such as using expression cards, LEGO serious play, playback theatre, fishbowl discussions, and times out of time. It also covers listening with purpose based on understanding what is going on inside and between people. A four quadrant model is presented to assess workplace expectations, symptoms, hidden expectations, and responses to disappointment. Finally, an LEAD approach for leadership communication in crisis recovery is outlined involving listening, explaining, apologizing with actions, and deciding what to do and stop.

1. 재난/트라우마 후 내부직원을 위한 위기관리 서비스
Reflexive vs. Reflective
한국직무스트레스학회 안전보건세미나
2014. 7. 10.
THE LAB h®
김호
hoh.kim@thelabh.com
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
http://govleaders.org/total-system-power.htm
“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
hoh.kim@thelabh.com
2014(c) Hoh Kim 13