Danger ahead!!! COMPLACENCY IN JAILS: STAYING SAFE INSIDE. Powerpoint prepared by: Tracey Reed, Jail Consultant

Transcription

1 Danger ahead!!! COMPLACENCY IN JAILS: STAYING SAFE INSIDE

2 WHAT IS COMPLACENCY?

3 Synonyms Comfort Contentment Satisfaction Easy-goingness

4 What does complacency mean? a feeling of being satisfied with how things are and not wanting to try to make them better : a complacent feeling or condition marked by self-satisfaction especially when accompanied by unawareness of actual dangers or deficiencies; having or showing a lack of interest or concern; Feeling of contentment or self satisfaction coupled with an unawareness of danger, trouble, or controversy; Contented or self-satisfied to a fault.

5 What do we know about Complacency? Complacency is a natural function of the brain. The brain is designed to automate repetitive behavior. Most of our day-to-day behavior is automated; it happens without conscious or deliberate thought. Complacency is the bane of physical security and personal safety.. Complacency is not the result of apathy, carelessness, or a flaw in your personality; it is the way the brain functions. No matter how vigilant we are, as time goes by with no problems occurring, we become complacent and let out guard down.

6 o The brain can handle routine actions without conscious guidance o Repetitive tasks become automated to free up our attention for things that are new, unusual, or threatening. o If it were not that way, we would be overwhelmed by the simplest of tasks.

7 Complacency Have you ever been driving and thinking about the solution to a problem and suddenly find yourself at your destination with no recollection of how you got there?

8 THREE (3) TYPES OF RISKS There are three types of risk 1. Intentional Employee knows full well what they are doing. 2. Unintentional Employee is unaware of risk. 3. Habitual The employee knows the risk, but has been doing the behavior so long that they are no longer as alert to risks.

9 INTENTIONAL COMPLACENCY Positive Reinforcement of a Negative Act This is where the employee knows full well that the activities they are doing are not safe and that there is a significant amount of risk associated with the activity. The activity is usually against Powerpoint a prepared policy by: Tracey or Reed, procedure. Jail Consultant The employee knows both the risks and benefits of doing a task at risk but the benefits, in his or her mind, outweigh the risks.

10 CRITICAL ERRORS Eyes not on task Mind not on task Taking shortcuts Line of fire FOUR FACTORS CONTRIBUTING TO CRITICAL ERRORS *FATIGUE *RUSHING *CONTENTMENT *FRUSTRATION These states set us up for eyes and mind not on task, which can lead to taking shortcuts and putting us in the line of fire.

11 UNINTENTIOAL COMPLACENCY

12 Immediately after the event, people were vigilant and leery of everything out of the ordinary. Now, Powerpoint everyone prepared by: Tracey Reed, is Jail Consultant carrying on as they did before the attack.

13 People who are repeatedly exposed to dangerous or violent situations, such as police, corrections, firefighters, etc., become less concerned and cautious about them. We become complacent about our personal safety from repeated exposure to potentially threatening situations that do not actually occur. Example: Habitual Complacency Prairie dogs howl when predators approach so as to warn other members of their pack. When prairie dogs live near humans or other non-threatening animals, they quickly learn to not howl when people or other non-predatory animals approach. An example of habituation in humans could be a homicide detective, who, after seeing many crime scenes, becomes accustomed to seeing violence. Habituation to particular odors is also very common in humans. Over time, the absence of consequences causes us to become lax about safety.

14 Human Factors That Contribute to Complacency General Fatigue, e.g. Overtime, Shift Work Constant Exposure to Criminal Element Family/Personal Issues Frustration e.g. bosses, co-workers, inmates, low pay Corrections Fatigue Routine Rushing Boredom vs. Adrenaline Rush Lacking Communication Skills (Staff/Inmates)

15 Dangers of Complacency DEVELOP THE THAT S GOOD ENOUGH FOR NOW MENTALITY DEVELOP BADHABITS; SHORTCUTS DEVELOP KNOW IT ALL ATTITUDE; REFUSE TO LEARN NEW WAYS

16 WHO GETS COMPLACENT? EVERYONE BOOKING/INTAKE OFFICER SEARCHING OFFICER TRANSPORT OFFICER ADMIN STAFF SECURITY STAFF MEDICAL PERSONNEL JAILER MAINTENANCE OFFICER ROAD CREW OFFICER KITCHEN SUPERVISOR TRAINING OFFICER CHIEF DEPUTY

17 If it ain t broke, don t fix it is the slogan of the complacent, the arrogant, or the scared. It s an excuse for inaction, a call to non-arms. Colin Powell

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19 We spend a lot of time focusing on the mental health of our inmates, but not enough time focusing on the mental health of the people who are caring for them Correctional officers suffering from stress related illnesses have higher rates of premature death, increased rates of substance abuse, and even higher rates of divorce. Stress comes in many forms (e.g., administrators, trauma, critical incidents, violence, personality differences, manipulation by inmates, inmate defiance, exposure to disease, fear, etc.) and not managed appropriately can and does kill. One of the most elusive aspects about stress is that the effects of bad decisions and poor choices are not always immediate, leaving many to take health and wellness for granted. Doing time is taking a toll on your body and mind.

20 What can I do? 1.Educate Employees about Corrections Fatigue 2.Educate Employees about Gen-Flex 3.Train Employees on Verbal Judo

21 CORRECTIONS FATIGUE The cumulative negative transformation of corrections professionals self or personality over time as a result of insufficient personal and/or organizational strategies and/or resources for adapting to the demands of corrections work.

22 Nature of Corrections Fatigue Unavoidable occupational hazard Gradual process Enduring if not counteracted Involves emotional distress Involves physiological stress

23 CORRECTIONS WORK REALITY What I come across at work wounds my soul.

24 Operational Issues Corrections Fatigue Organizational Issues Traumatic Exposure Declined Health and Functioning Dysfunctional Workplace Ideology/ Behavior Negative Personality Changes

25 Organizational Stressors Role conflict: Disciplinarian vs. helper Insufficient training Demanding social interactions

26 Operational Issues Corrections Fatigue Organizational Issues Traumatic Exposure Declined Health and Functioning Dysfunctional Workplace Ideology/ Behavior Negative Personality Changes

27 OPERATIONAL STRESSORS High Workload Low decision authority Harsh physical conditions Overtime

28 Operational Issues Corrections Fatigue Organizational Issues Traumatic Exposure Declined Health and Functioning Dysfunctional Workplace Ideology/ Behavior Negative Personality Changes

29 TRAUMAtic Exposure Direct ( Firsthand ) Witnessing assaults and other types of violence and injuries first hand. Engaging in acts of violence and possibly inflicting injuries (e.g., cell extractions) Witnessing suicide attempts or self-injury behaviors Witnessing deaths (e.g., due to assault, suicide or natural causes) Being physically assaulted Responding to large group disturbances or riots Being part of an execution team Indirect ( Secondhand ) Reading offender files that detail information about violence or death Hearing about traumatic incidents involving staff or offenders Being threatened with violence or having family members threatened Becoming aware of potential for harm of offenders, coworkers or oneself (close calls, near misses ) Viewing videos of workplace incidents (e.g., murders or assaults) for training purposes/as part of the job

30 Direct vs. Indirect Traumatic Exposure Both can have similar effects Both can lead to trauma signs that develop in similar ways Direct exposure results in more severe and longer lasting trauma signs/symptoms than indirect exposure

31 Traumatic Stress Signs Involuntary remembering of traumatic events Persistent avoidance of event reminders (triggers) Negative changes in thinking and mood Increased emotional arousal and reactivity

32 Changes to Self Identity Worldview Spirituality Emotions Behavior

33 Traumatized Workplace Cultures Cynicism and pessimism Rejection of soft emotions Denial of effects of trauma Reduced capacity for empathy High authoritarianism Disempowerment Poor communication Unresolved conflicts Mounting resentments Increased potential for aggression

34 Seven Dimensions that Shape the Workplace Culture Meaning Connection Physical Safety Respect Psychological Safety Power Trust

35 SUMMARY CORRECTIONS FATIGUE Traumatic exposure, whether indirect or direct, is inevitable in corrections work. Traumatic exposure in combination with organizational and operational stressors over time may affect corrections staff negatively. Cultures of corrections organizations are shaped by exposure to trauma and other high stress events and circumstances. Effects of trauma and other high stress events require greater recognition and strategies to counter both individually and organizationally.

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37 HOW? DECREASE YOUR STRESS LEVEL

38 CHANGE YOUR MINDSET

39 Multigenerational workforce Understanding a Diverse Work Environment:

40 OUR GOAL To create an awareness that generational context is not about age, but common experiences; generational understanding does not take the place of concern for the individual; and acknowledging the team s expectations, not just your own.

41 Influencing Factors Family Values Media Technology Games Music Social Values Political Events Economic Conditions

42 Communication Strategies Across Generations People from different generational groups may want the same things, but they want them delivered in different packages, depending on when and how they grew up.

43 Break it down Today, the workforce is broken down as follows: Traditionalists are around 7% Baby Boomers are 30% Generation X s are 42% Generation Y s are around 21% -US Bureau of Labor Statistics 2009

44 Cam Marston on the Power of Generational Insight This program will educate and stimulate positive interaction among your people. It will also dramatically reduce workplace conflict and provide managers and supervisors with strategies for dealing with recruiting, retaining, and motivating, using the Powerpoint generational prepared by: Tracey Reed, Jail Consultant differences in a positive way.

45 MANAGING FOUR GENERATIONS Part 1

46 MANAGING FOUR GENERATIONS PART 2

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48 Verbal Judo Academic-turned-cop and best-selling author George Doc Thompson describes how tactical language allows leaders to achieve their goals. Daniel Ames, the Sanford C. Bernstein & Co. Associate Professor of Leadership and Ethics, confirms that managing conflict is a critical predictor of leadership success and shows how what works in the streets converges with recent findings in social science; pairs hands-on leadership training with breaking insights in psychology research.

49 VERBAL JUDO THE ART OF REPRESENTAION

50 VERBAL JUDO FORCE OPTIONS GEORGE DOC THOMPSON

51 Verbal Judo The Tactical 5 Step

52 Information provided by: National Institute of Corrections The Corrections Profession: Maintaining Safety and Sanity, Part 1 Corrections Fatigue: Addressing the Issue January 30, 2014 Jon Hess Kent County Sheriff Dept., Grand Rapids, Michigan SafeSmart

53 DISCUSSION & QUESTIONS