Posts filed under ‘Health and Safety Coaching’

EVIDENCE-BASED BEHAVIOUR CHANGE

The Trаnѕthеоrеtісаl Mоdеl

Prо-Chаngе рrоgrаmѕ are grоundеd іn the рrоvеn effective Transtheoretical Mоdеl оf Bеhаvіоur Change (TTM), sometimes саllеd the Stаgеѕ of Change.

Chаngе іѕ a рrосеѕѕ, nоt an еvеnt. Thе TTM groups thе сhаngе рrосеѕѕ іntо distinct ѕtаgеѕ оf rеаdіnеѕѕ, and рrоvіdеѕ аррrоасhеѕ to hеlр move people fоrwаrd thrоugh the ѕtаgеѕ.

Pеорlе in the еаrlіеѕt ѕtаgе аrе not іntеndіng tо mаkе a bеhаvіоur change (Prесоntеmрlаtіоn). They mау nоt еvеn be аwаrе thаt their behaviour іѕ unhealthy or they may be demoralized frоm раѕt failed attempts. People іn thе final ѕtаgе hаvе made a сhаngе аnd are wоrkіng tо kеер іt up (Maintenance). And in the mіddlе—wе have some who are juѕt ѕtаrtіng tо think аbоut сhаngіng their behaviour (Cоntеmрlаtіоn), оthеrѕ whо have dесіdеd to mаkе a bеhаvіоur сhаngе (Preparation), аnd still others whо have juѕt bеgun tо take асtіоn to change thеіr bеhаvіоur (Action).

Rеѕеаrсh hаѕ shown thаt up tо 80% of реорlе аrе nоt rеаdу to gо to асtіоn rіght аwау. It’ѕ ѕоmеthіng they have tо wоrk up to, аnd nоt everyone mоvеѕ аt thе ѕаmе pace. Pеорlе саn resist pressure tо tаkе асtіоn іf thеу аrе nоt ready for іt.

Our рrоgrаmѕ аrе еffесtіvе because at each step thеу dеlіvеr іndіvіduаlіzеd guidance that rеflесt еасh раrtісіраnt’ѕ vіеw оf a раrtісulаr bеhаvіоur and rеаdіnеѕѕ tо сhаngе. At еасh stage thеу rесеіvе еxреrt fееdbасk on whісh рrосеѕѕеѕ and рrіnсірlеѕ of сhаngе thеу аrе аррlуіng аррrорrіаtеlу, whісh they are over utіlіzіng and undеrutіlіzіng, аnd specific ѕtерѕ they can take tо progress tо the next stage. A ѕіnglе bеhаvіоur рrоgrаm саn provide mаnу thousands оf possible іntеrасtіоnѕ over time.

MORE ABOUT THE TRANSTHEORETICAL MODEL

Thе TTM:

  • uѕеѕ thе Stаgеѕ оf Chаngе tо integrate thе mоѕt powerful рrосеѕѕеѕ аnd рrіnсірlеѕ оf change from lеаdіng thеоrіеѕ оf соunѕеllіng аnd bеhаvіоur сhаngе;
  • іѕ based оn рrіnсірlеѕ dеvеlореd from оvеr 35 уеаrѕ оf ѕсіеntіfіс research, іntеrvеntіоn dеvеlорmеnt, and ѕсоrеѕ of еmріrісаl studies;
  • applies the results оf research funded bу over $80 million worth of grаntѕ and соnduсtеd wіth over 125,000 research раrtісіраntѕ; аnd
  • іѕ сurrеntlу іn uѕе bу professionals аrоund the wоrld.

STAGES OF CHANGE OVERVIEW

Stаgе 1: Prесоntеmрlаtіоn (Not Rеаdу)

Participants аt thіѕ ѕtаgе do nоt іntеnd tо ѕtаrt the hеаlthу bеhаvіоur іn thе nеаr futurе (wіthіn 6 months), аnd mау bе unаwаrе of thе need to change.

Pаrtісіраntѕ here learn mоrе аbоut hеаlthу bеhаvіоur: thеу аrе еnсоurаgеd tо think about the Prоѕ of сhаngіng thеіr bеhаvіоur аnd tо feel еmоtіоnѕ about thе еffесtѕ оf thеіr nеgаtіvе bеhаvіоur on others.

Prесоntеmрlаtоrѕ tурісаllу undеrеѕtіmаtе the Prоѕ оf changing, оvеrеѕtіmаtе the Cons, and often are nоt аwаrе оf mаkіng such mіѕtаkеѕ. Thеѕе іndіvіduаlѕ аrе еnсоurаgеd tо bесоmе mоrе mindful of their dесіѕіоn mаkіng and more соnѕсіоuѕ of the multірlе bеnеfіtѕ of сhаngіng аn unhеаlthу behaviour.

Stage 2: Contemplation (Getting Rеаdу)

At thіѕ stage, раrtісіраntѕ are іntеndіng to ѕtаrt the healthy bеhаvіоur within thе nеxt 6 months. Whіlе they аrе uѕuаllу now mоrе аwаrе оf thе Pros оf сhаngіng, thеіr Cоnѕ аrе аbоut еԛuаl tо thеіr Prоѕ. This аmbіvаlеnсе about сhаngіng саn саuѕе thеm tо kеер рuttіng оff tаkіng асtіоn.

Participants hеrе lеаrn аbоut thе kіnd оf реrѕоn thеу could be іf thеу сhаngеd thеіr bеhаvіоur and learn mоrе frоm реорlе whо bеhаvе іn healthy wауѕ. Thеу’rе еnсоurаgеd tо wоrk аt reducing the Cоnѕ оf сhаngіng their bеhаvіоur.

Stаgе 3: Prераrаtіоn (Rеаdу)

Pаrtісіраntѕ аt thіѕ ѕtаgе are rеаdу tо start taking action within thе next 30 days. Thеу tаkе small ѕtерѕ thаt thеу bеlіеvе саn hеlр thеm mаkе thе hеаlthу behaviour a раrt оf thеіr lives. For example, thеу tеll their frіеndѕ and family thаt thеу want tо change their bеhаvіоur.

During this ѕtаgе, раrtісіраntѕ аrе еnсоurаgеd tо ѕееk ѕuрроrt frоm frіеndѕ thеу truѕt, tell people аbоut thеіr рlаn tо change thе way thеу асt, and thіnk аbоut hоw they would feel іf thеу bеhаvеd іn a hеаlthіеr way. Their numbеr оnе соnсеrn is—when thеу асt, wіll thеу fail? Thеу learn thаt thе bеttеr рrераrеd thеу аrе thе more likely thеу are to kеер рrоgrеѕѕіng.

Stаgе 4: Aсtіоn

Participants аt this ѕtаgе have сhаngеd thеіr bеhаvіоur within the last 6 mоnthѕ, аnd nееd tо wоrk hаrd tо kеер mоvіng аhеаd. Thеѕе раrtісіраntѕ need tо learn hоw tо strengthen thеіr commitments to сhаngе and to fight urgеѕ tо ѕlір back.

Strategies tаught hеrе іnсludе ѕubѕtіtutіng асtіvіtіеѕ related tо thе unhеаlthу bеhаvіоur wіth роѕіtіvе оnеѕ, rеwаrdіng thеmѕеlvеѕ fоr taking ѕtерѕ toward сhаngіng, and аvоіdіng реорlе and ѕіtuаtіоnѕ thаt tеmрt thеm to bеhаvе in unhealthy wауѕ.

Stаgе 5: Mаіntenаnсе

Participants аt thіѕ ѕtаgе сhаngеd thеіr bеhаvіоur mоrе than 6 months аgо. It is іmроrtаnt for people in thіѕ ѕtаgе to bе аwаrе оf ѕіtuаtіоnѕ that mау tempt them tо ѕlір back into doing thе unhеаlthу bеhаvіоur—раrtісulаrlу stressful ѕіtuаtіоnѕ.

Pаrtісіраntѕ here lеаrn to ѕееk support frоm and tаlk wіth people thеу truѕt, spend tіmе wіth реорlе who bеhаvе in hеаlthу wауѕ, аnd rеmеmbеr to engage іn аltеrnаtіvе асtіvіtіеѕ tо cope wіth stress іnѕtеаd оf rеlуіng on unhealthy bеhаvіоur.

HOW DO PEOPLE MOVE FROM ONE STAGE TO ANOTHER?

The Trаnѕthеоrеtісаl Mоdеl

In gеnеrаl, fоr реорlе tо progress they nееd:

  1. A grоwіng аwаrеnеѕѕ that thе аdvаntаgеѕ (thе “Prоѕ”) of сhаngіng outweigh the dіѕаdvаntаgеѕ (the “Cons”)—the TTM саllѕ thіѕ dесіѕіоnаl bаlаnсе
  2. Cоnfіdеnсе thаt thеу can mаkе аnd mаіntаіn сhаngеѕ in ѕіtuаtіоnѕ thаt tеmрt thеm tо rеturn to their оld, unhealthy behaviour—the TTM саllѕ thіѕ self-efficacy
  3. Strаtеgіеѕ thаt саn hеlр thеm make and maintain сhаngе—thе TTM calls thеѕе рrосеѕѕеѕ оf сhаngе. Thе ten рrосеѕѕеѕ іnсludе:
    1. Consciousness Rаіѕіng—іnсrеаѕіng awareness via іnfоrmаtіоn, education, аnd personal feedback аbоut thе hеаlthу bеhаvіоur.
    2. Drаmаtіс Rеlіеf—fееlіng fеаr, аnxіеtу, оr wоrrу because оf thе unhеаlthу bеhаvіоur, оr feeling inspiration and hope when thеу hear аbоut hоw реорlе аrе аblе tо сhаngе tо hеаlthу behaviours
    3. Sеlf-Rе-еvаluаtіоn—rеаlіzіng thаt thе hеаlthу bеhаvіоur is an important part оf whо thеу аrе аnd wаnt to bе
    4. Environmental Re-evaluation—realizing hоw thеіr unhеаlthу behaviour affects оthеrѕ аnd hоw thеу could hаvе mоrе роѕіtіvе еffесtѕ bу сhаngіng
    5. Social Lіbеrаtіоn—rеаlіzіng thаt ѕосіеtу іѕ mоrе supportive of the hеаlthу bеhаvіоur
    6. Sеlf-Lіbеrаtіоn—bеlіеvіng in one’s аbіlіtу to change аnd mаkіng соmmіtmеntѕ tо act оn that bеlіеf
    7. Helping Rеlаtіоnѕhірѕ—fіndіng реорlе whо are supportive оf their сhаngе
    8. Counter Cоndіtіоnіng—ѕubѕtіtutіng hеаlthу wауѕ оf асtіng аnd thіnkіng for unhеаlthу wауѕ
    9. Reinforcement Management—increasing thе rеwаrdѕ thаt come frоm positive bеhаvіоur аnd rеduсіng thоѕе that come frоm nеgаtіvе behaviour
    10. Stіmuluѕ Control—using rеmіndеrѕ аnd сuеѕ thаt еnсоurаgе healthy bеhаvіоur.

Dіffеrеnt strategies are most еffесtіvе аt dіffеrеnt Stages оf Change. For еxаmрlе, Cоuntеr Cоndіtіоnіng and Stimulus Cоntrоl can rеаllу hеlр people іn thе Aсtіоn and Mаіntеnаnсе stages. But thеѕе рrосеѕѕеѕ аrе nоt helpful fоr someone who іѕ not іntеndіng tо tаkе асtіоn. Consciousness Rаіѕіng аnd Drаmаtіс Rеlіеf work bеttеr fоr ѕоmеоnе іn thіѕ stage (Prесоntеmрlаtіоn). That’s whу Prо-Chаngе programs tаіlоr fееdbасk tо еасh іndіvіduаl іn ѕtаgе-mаtсhеd іntеrvеntіоnѕ.

Needing to Change Behaviour or Culture

Changing behaviour and culture is easy – just contact wilf@mindskills.co.uk  and get the ball rolling.  Contact Wilf Archer for support and advice.  wilf@mindskills.co.uk

 

Source:  http://en.wikipedia.org/wiki/Transtheoretical_model

Advertisements

November 10, 2013 at 1:05 pm Leave a comment

What to expect with the new HSG65 and PDCA

Deming Cycle: The Wheel of Continuous Improvement

Those of us old enough to remember Total Quality Management movement of the 1980s will see the direct relationship of the proposed PDCA process and Demming’s PDCA cycle of Continuous Improvement. However, those of us who were heavily involved in the TQM movement also remember that the PDCA Cycle can have serious unintentional consequences when incorrectly implemented. I hope that history is not about to repeat itself with the new HSG65.

Dr. J. Edward Deming, the famous quality guru, provided a simple yet highly effective technique that serves as a practical tool to carry out continuous improvement in the workplace. This technique is called PDCA Cycle or simply Deming Cycle. PDCA is acronym of Plan, Do, Check and Action. PDCA Cycle provides conceptual as well as practical framework while carrying out Kaizen activities by the employees.  The essence of the PDCA cycle lies in employee involvement. This happens when they improve their process, product or services by applying their creative faculties on their work related problems and routine jobs. Kaizen (Japanese word meaning continuous improvement) provides these employees a platform to unleash their creativity.

Let’s understand the concept with following illustration:

deming-wheel4

Deming/PDCA Cycle

 The four steps Plan, Do, Check and Act should be repeated over time to ensure continuous learning and improvements in a function, product or process.

For example if employees want to improve either of the above areas, they should ask themselves about following question during the PLANNING phase of this cycle:

  1. What are we trying to accomplish?
  2. What changes can we make that will result in improvement?
  3. How will we know that a change is an improvement?

PLAN stage involves analysing the current situation, gathering data, and developing ways to make improvements.

The DO stage involves testing alternatives experimentally in a laboratory establishing a pilot process, or trying it out with small number of customers.

The CHECK stage requires determining whether the trial or process is working as intended, whether any revisions are needed, or whether is should be scrapped.

The ACT stage focuses on implementing the process within the organization or with its customers and suppliers.

Once all this stages are completed to the fullest satisfaction, the improvement is standardised. The standardised work or product is the result of improvement initiative but it is not stopped here. With the changing circumstances or new techniques this standardised work, process, product or service is again subjected to further improvement thus repeating the  PDCA Cycle again and again.

Unintended Consequences

In theory the PDCA Cycle is an excellent ideal but there can be unintended cnsequences when its importance becomes greater than the process it is monitoring for improvement. The worst question in the programme has to be when management ask “How do we know we are improving?” Then we create the wedge of administrative destruction. Time, Money and Effort all focus on feeding the admin system. Production is lost, safety is compromised and businesses become unprofitable. Avoiding the bottomless admin pit requires a focus on ‘Doing the Right Things Right’ and keeping a perspective on what is required.

Below are a few hints as to what you will need to do within your organisations.

Plan

“Haste makes waste.” Ben Franklin

Planning is the stage in the PDCA process which is most often overlooked when people are rushed to get something done. But beware! You overlook planning at your own peril!

Follow the steps below to help with your planning process.

  1. Review your current philosophy, purpose, strengths, and situation!
  2. Define your am, and set your specific goals!
  3. Decide if you are ready, willing, and able to commit!
  4. Design your process, determine your priorities, resources, and timeline!

Do

After planning, it is time to move to the execution stage of the Plan, Do Study, Act cycle. It is time to do whatever your “it” is.

When you are focusing on the “do” stage, remember to do the following:

Focus, Coordinate, and Control Your Performance and Document your Results!
(Preferably on a Small Scale)

Focus your performance. The great management guru Dr. W. Edwards Deming wrote that constancy of purpose is one of the key ingredients of success. Know where you want to go, and stay focused on performing activities that serve to further those goals.

Coordinate your performance. You do not work in a vacuum. And you are not serving your organization by personally succeeding at the expense of others or at the expense of the goals of the organization. All work must be coordinated to produce maximum benefit for the organization.

Control your performance. Work within defined and accepted parameters to make sure you are in compliance with health, safety, and other regulations.

Document your results. Remember – if it isn’t documented, it isn’t done! Without proper documentation, you won’t be able to carry out the next stage – Check!

Preferably on a small scale. This is still an early stage in getting “It” done. Don’t commit more resources than necessary until you have completed the PDCA process at least once. You still need to decide whether or not your methods were successful in this stage before you ramp up.

Check

Cecking, the third phase of the Plan, Do, Check, Act process, requires us to look at what we have done, and evaluate it Did it accomplish what we expected? Were there unintended consequences? Is there a better way we could do it next time?

In order to answer these questions, we look at the system, and evaluate it and its outcomes. We measure data and variation using statistical processes.

Tools

Cause and Effect Diagram (Ishikawa Diagram)
Cause and effect diagrams visually plot causes of a certain event. Causes are usually grouped into major categories to identify these sources of variation

Control Chart
Control charts are tools used to determine whether or not a business process is in a state of statistical control.

Act

After you have gone through planning, doing, and studying, you get to the “Act” stage of PDCA. This stage requires you to use the analysis you did in the “Check” stage, and make one of the three choices:

  • Integrate what you have done into your organization and implement it on a larger scale. This is done when your first attempt was completely successful, and you don’t want to change anything.
  • Take corrective and preventive action. This is done when your first attempt was somewhat successful, but you learned from it and need to adjust the process.
  • Abandon the idea. This is done when your attempt was completely unsuccessful, and you don’t want to integrate any of it into your business operations.

There are different types of “acting” in organizations. When implemented as part of the PDCA cycle, “acting” is really “pro-acting” instead of “re-acting.” PDCA requires that we look ahead and anticipate what might happen, and prepare for it. People who take shortcuts with the PDCA cycle often end up in a “Do – Act” process, skipping the planning and the checking. This could really be renamed a “Do – React” process, whereby many resources are wasted.

October 9, 2013 at 8:09 pm Leave a comment

Behavioural Safety – Counterfactual Reflections

Remember the movie It’s a Wonderful Life, where businessman George Bailey went from despair to intense motivation when a visiting angel intervened to show him how much worse off his town would have been without him. Unfortunately, few have a guardian angel named Clarence to show us our alternative histories, but all is not lost as it turns out just imagining “what if” scenarios is a powerful tool in real life.

In experiments in changing people’s behaviour it was found that Loyalty was an important factor but that it was incorrectly believed that Loyalty was something that was generally earned over time. However, it now turns out that feelings of loyalty can be increased in a rather simple way. Researchers at Northwestern University and UC Berkeley led by Hal Ersner-Hershfield found that having subjects visualize historical alternatives made them more patriotic. Similarly, reflecting on the shaky origins of a company made its employees more positive about the firm.

The researchers ran a series of tests. Subjects were asked to reflect on how the US came into being. Half of the subjects were asked to reflect on what their world would be like if the country hadn’t come into being. (This is called “counterfactual reflection.”) The other half were told to think about what their world is like because the country did come into existence (factual reflection). The subjects who were told to imagine the “what if the country hadn’t come into existence” scenario demonstrated higher levels of patriotism in subsequent testing than those that reflected on their actual situation.

And it’s not just patriotism that can be stirred by imagining alternate scenarios – it works for businesses, too. A similar test which had subjects reflect on the origins of a company showed a significant boost in positive feelings among those who thought about the counterfactual condition, i.e., the differences had the company NOT been created.

So what does this mean for Behavioural Safety? I can see a variety of ways that counterfactual scenarios could be employed. A few examples:

What if the company hadn’t survived? Most companies have had some touch-and-go moments in their history. The authors of the study cite FedEx as a famous example – the company was almost out of cash when founder Fred Smith flew to a Las Vegas casino in a last-ditch attempt to generate enough funds to make payroll. Just about every company has some sort of story like that (though perhaps not quite as dramatic), and letting employees think about their situation had things not turned out as they did could boost feelings of loyalty.

What if you hadn’t joined our company? The researchers didn’t test this approach, but I think it likely that particularly for employees who have had positive experiences since being employed – promotions, pay increases, home or car purchases, etc. – reflecting on the company’s role in this and the alternative scenarios could amplify positive emotion toward the company.

What if you didn’t buy our product/service? Has a customer had a positive experience or received real benefits from the relationship? Has the customer reduced their cost or improved their efficiency? Have there been fewer delivery problems than with past vendors? Helping the customer visualize alternative scenarios would be one way to enhance their positive feelings about the relationship.

Use with caution. Clearly, there are a lot of ways a ham-handed approach to this technique could backfire. Call an employee into an office had tell him to “Think about how what your life would be like if you weren’t employed by us,” and the emotions generated won’t be positive. Similarly, telling a customer, “Imagine how screwed up your manufacturing schedule would be if you were still dealing with that unreliable supplier you used to use,” won’t come across as positive and professional.

I am sure you can see that this Mindskills Approach of using Counterfactual Reflections could translate into positive behaviour changes. What if – we had free reign to run our businesses without restrictions would make an interesting discussion.

My advice: be subtle in introducing alternative scenarios, and you will produce the desired positive boost in loyalty and emotion without alienating the other person. Or, hire an angel named Clarence. (I actually CAN imagine a successful company doing a Clarence-like video showing its positive impact on the community by visualizing what it would be like had the company not existed – fewer jobs, fewer homes, etc.)

 

Wilf

http://www.mindskills.co.uk

March 23, 2011 at 9:46 pm Leave a comment

Changing Behaviour

All behaviour is based on the emotional reward or stimulus they get from it. They don’t perceive the behaviour as something negative as the response it provides is positive. The weird thing about human behaviour is that no matter how much we want to believe that we base our decisions on logic we actually base them on emotions. In fact the latest brain studies have shown that without the emotion behind decisions we are unable to learn from past experience – god or bad. This creates a problem for behavioural change as many try and change it via logic and that just doesn’t work.
I would also add that behaviour is intrinsic to the individual and we measure it extrinsically so that in itself causes a dissonance. To change behaviour we need to get inside the mind of the individual and how they perceive the situation and then plant the required seeds of change and nurture these. If the behaviour is seriously unsafe then the pain of contravening the safe system must be so great (in the mind of the person behaving badly) that it outweighs the pleasure of the aberrant behaviour.

Let me tell you a story about human behaviour. Behavioural scientists set up a couple of maze experiments. One for a rat and an identical one scaled up for humans. When each creature managed to reach the destination of the maze they were rewarded. The rat with food and the human with money, both from a machine. The experiment went well but when the reward was withdrawn the rat after only three attempts stopped travelling the maze – no reward no work. However, when the human reward was withdrawn it took six plus on average to stop travelling the maze. That in itself isn’t the whole story. When the reward was withdrawn the human was the only one to get angry at the machine – they actually kicked the machine in temper. The rat just stopped and found something else to do.

Wilf
http://www.mindskills.co.uk

March 23, 2011 at 5:12 pm Leave a comment

Swine Flue – Contingency planning

The following information from the Chartered Institute of Personnel and Development on helping employers deal with Swine Flu is excellent. However, as a Risk Management Coach and a sole proprietor I don’t have employees and my business doesn’t allow for absenteeism. So I have highlighted what I do to minimise the risk of me falling ill, whether it be from Swine Flu or even worse Man Flu :o).

CIPD ADVICE: Employers should:

  • Be prepared by developing a contingency plan.

    Make sure that you build a strong immune system. Don’t wait for a manufactured vaccine help your body build its own resistance before it’s needed. This is done via a good nutritional diet, moderate exercise, no high carbs or sugary snacks, and a daily dose of a tropical fruit drink called Mangosteen Juice. My whole family are on the same regime and my daughter works in a pharmacy, my son and his partner are nurses so they are exposed to all sorts on a daily basis. So far over the past five years we have all avoided the flu, the cold or any other illnesses. I have a disabling respiratory weakness caused by a severe allergic sensitivity to wood and paper dusts so protecting my respiratory system is essential for my continued wellbeing. If I get the flu it could be fatal so I am considered the At Risk category. I know this regime works and I cannot afford to be wrong. This might be anecdotal but to me it is evidence – it also helps being a Professional Health Coach which paramount in my managing my condition. If you need help in building your immune system or to aid recovery from chronic ill health then drop me an email – I’ve been there and came out the other side. wilf@mindskills.co.uk

  • Have strategies to maximise the amount of home-working that is possible by staff.

    I run online training events and hold meetings most days of the week and I do it all from my home office. My client base is International and using the Internet and Conferencing Facilities as suggested below I have established a good business model. For this I use Globalpreneurs.

  • Investigate ways of increasing use of video links and teleconferencing which can help limit the amount of face-to-face contact.

    Due to my allergic sensitivity I was forced some years ago to change how I perform my services and over the past few years I have seen the cost of using online video conferencing drop to a very affordable level. I use a system that gives me unlimited video conferencing and online PowerPoint presentations for around £20 a month. This saves me hiring a venue or travelling to meetings. I also allows my clients to attend a one hour conference or coaching session from their office desk with minimum disruption at the workplace. I also use a live Video link from my client website so that they can contact me from their computer. And if they require a meeting then I can set a private conference up in less than a minute.

  • For service/customer facing organisations, explore the possibility of increasing the amount of online transactions as well as self-service options for customers.

    I hold discussions with potential clients online and via the telephone. All payments are via my online payment system and I also have an online client management system where they can access my diary to check my availability. I use The Coaches Console for this. They give you a Professional Edge. http://www.runurl.com/xx.php?q89

  • Have in place plans that will enable the organisation to operate on a skeleton staff.

    I am the skeleton staff and so are the rising number of contract trainers, coaches and consultants.

  • Identify key roles that must be carried out and identify those individuals who have a wide range of skills who can fulfil more than one function.

    As a sole proprietor Networking and Joint Ventures is important. I have a network of contact partners across the globe should I need them. Fortunately we only meet to discuss business opportunities and market trends.

  • Ensure that procedures are developed to ensure smooth handovers for employees who are filling in for colleagues in unfamiliar roles. It may be necessary to provide additional training and a risk assessment if individuals are moving to roles where there may be a healthy and safety risk.

    As a sole proprietor you don’t have that luxury.

Working as a Risk Management Coach I don’t do anything without first considering the risks. Before any of us decides to make a decision or to even put off making a decision then we need to consider the risks. Swine Flu is no different. Risk Management Coaching is about:

  • Protection – Shielding people and businesses from harm.
  • Prevention – Helping those with existing problems to manage their recovery and prevent their situation from worsening.
  • Promotion – Creating a safe and healthy environment through enabling cultural and behavioural change at a core level.
  • Prediction – Developing the gift of insight.

I hope this helps you to see that Managing the Risks is far better than Managing the Consequences. Swine Flu is a Risk that must be considered whether you are a large organisation or, like me, a sole proprietor.

There is one thing you cannot afford and that is to do nothing. If you want to eliminate or reduce the risks to your business from any quarter then follow the principles above. If you need assistance then drop me an email and we can arrange a No Cost/No Obligation Risk Management Coaching session. wilf@mindskills.co.uk

 

Wilf Archer; PhD, Chartered MCIPD, CMIOSH, GHR(Reg).

Risk Management Coach

Website: http://www.mindskills.co.uk

Blog: https://mindskills.wordpress.com

Bio: http://www.thelifeclinic.co.uk
Twitter name: Wilfsam

July 22, 2009 at 9:14 pm Leave a comment

Workplace Violence – No excuse

Physical violence is a serious occupational hazard. It covers insults, threats or physical aggression. In 2005 4% of workers report being subjected to actual physical violence from members of the public in the previous twelve months. There is no excuse for violent behaviour.

Violence can come from inside or outside an organisation. Specific acts of violence may be unpredictable, but the likely situations in which violence occurs are not. Risk factors include working with the public, handling money, and working alone.

The consequences of violent incidents, which include injury, post-traumatic stress disorder, sickness absence and poor job performance, can be extremely serious both for individuals and organisations.

Organisations cannot wait until a physical assault takes place before acting. Effective interventions should match an organisation’s particular circumstances, and be based on thorough risk assessments.

Approaches based on preventing violence in the first place are more sustainable than isolated, individual-level measures once an incident has occurred. Effective measures can include providing adequate lighting and video surveillance systems, making changes in work organisation and job design to avoid employees working alone, and providing training in managing difficult situations with customers and recognising warning signs.

It is also important to have procedures that are to be followed in the case of any violent incident, including providing the victim with psychological support.

 

However, be careful. There are the occasional elements within some organisations that will ‘Cry Wolf’ and that will undermine all the good work and support you provide. I know of a couple of supervisors who work for the local authority who deliberately antagonise members of the public, winding them up until they raise their voice. Then run to their manager and complete a ‘Violence Report’. This leaves the member of the public feeling bullied, harassed and intimidated as the wheels of authority brow beat them into submission. The accuser then has an excuse to claim stress and anxiety and take a well earned break from work. While the real victim is subjected to the letter of accusation and threat of criminal investigation.

 

So Yes a good Violence Policy is needed but it has to be managed and controlled. All accusations must be properly investigated and all parties given equal rights until a conclusion is reached. False accusations should be strongly dealt with.

 

So how do you know when opposing parties are telling the truth?

This is where Competence Coaching comes into play. Learning to listen to people at an intuitive level, learn to listen to what not is said and the internal language of the interviewee. Use Global Listening – In Competence Coaching we teach advanced Global Listening techniques. If you are threatened by false accusations or even if you want to protect your organisation from the abuse of false accusations then contact – wilf@mindskills.co.uk to arrange a for confidential chat.

 

Wilf Archer, PhD, Chartered MCIPD; CMIOSH; RSP; GHR(Reg)

Chartered Practitioner

http://www.mindskills.co.uk

 

Wilf Archer is the UKs leading Mindskills Therapists and Competence Coach.

July 3, 2009 at 8:00 pm Leave a comment


Categories

Customise Your Own Hypnotic Solution

Self hypnosis sessions from hypnosis downloads.com

Free Hypnosis Course

Learn hypnosis online

Join Me On Facebook

My twitter

  • lnkd.in/_peWbC An excellent tale Brian and one I have used many times with a couple of exceptions. My axe is a saw which...Check out the Free Online Health MOT 4 years ago
  • lnkd.in/D5cxEF One of the things you need to consider is the particulate size. Much of the dust will be invisible and inhaled...Check out the Free Online Health MOT 4 years ago

Share this Blog

Bookmark and Share