TEND Newsletter Archives

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Edition No. 9 – July 4th, 2019: What is burnout? Does deeply caring about our work contribute to burnout – or is it in fact a protective factor?

Edition No. 8 – June 5th, 2019: All about the brain – protecting your brain from stress

Edition No. 7 – May 3rd, 2019: All About ACES + being trauma-informed in the classroom

Edition No. 6 – March 8th, 2019: What is Self-Care? + whatever happened to the sick day?

Edition No. 5 – Feb. 6th, 2019: Looking into Mental Health – how can we support students + ourselves?

Edition No. 4 – Jan. 9th, 2019: Happy New Year – create good habits, sleeping better + eat more plants.

Edition No. 3 – Nov. 27th, 2018: Toxic workplaces – what is it, how bad is it and what can we do about it? 

Edition No. 2 – Oct. 30th, 2018: Overwhelm – behind at work, don’t check those after-work emails!

Edition No. 1 – Sept. 25th, 2018: Feeling Fried – how to revive, CF from the news? + tips to help burnout

 

Learning to Navigate Workplace Conflict

navigate-workplace-conflict-meaghan-welfare-mathieu

 

In today’s world of work, we can be certain of three things: there will be change, there will be stress and these two factors may eventually cause conflict between staff and/or their leaders.

We speak to many professionals who work in a wide range of sectors and the most common source of distress is the ever-increasing pace and volume of work. The expectations of working faster with fewer resources and having to do more with less, are causing serious problems. These problems can cause team members to experience resentment and internal conflict.

Many of these issues stem from budget cutbacks. As a result, companies and organizations face massive changes: layoffs, reorganizations, job abolitions, changes in mandate, elevated conflict and a lot of uncertainty and fear of what is yet to come. 

Perhaps one of the most significant changes we have seen in the last few years – again, directly related to budget cutbacks – is the increase in competitive relationships in the workplace. This can directly contribute to interpersonal conflict, increased stress and sick leave, and a general dissatisfaction with work.

Navigating through these challenging times can be hard – even for the most resilient.

So, what can we do about all this change?

While conflict and stress are never truly preventable, we can learn effective approaches for maximizing positive outcomes. Here are three strategies to help you navigate change and conflict. 

Understand the Transition Phase

 

We all know that change can be difficult, however, even more stressful is the time between the end of the old and the beginning of the new – the transition phase.

The ability to navigate through the transition phase is all about the practice of resiliency. By recognizing our strengths and working on our areas of growth, we will be better equipped to deal with the uncertainty of this phase.

It is also important to explore what about the unknown is causing us the most stress. Is it that we are afraid of losing our job? Losing a good manager? Losing control over certain roles and responsibilities?

A good strategy is to focus on the areas of our lives where we have control. In The 7 Habits of Highly Effective People, Stephen Covey presents the circles of concern and influence. He encourages us to focus on those things in our lives that we have influence over and avoid squandering our energy on those that are outside of our control.

However, there will be times when we truly have no control over the future. During these times, we can fall into what psychologists refer to as “fortune-telling.” This is when we obsess over all the possible scenarios that may or may not take place. Fortune-telling can be a normal response to uncertainty, but if it dominates our days and nights, we may need to seek outside support from a counsellor, coach or a mentor.

 

Reflect on Your Reactions to Stress

 

Change can be hard for many of us, and it can elicit a whole host of reactions among different people. Understanding your unique response to stress can help you be proactive about taking positive steps to care for yourself.

A good strategy is to reflect on the question: “What does change and uncertainty mean for me?” Consider this question in general terms, not just as it relates to work.

Here are a few more questions to consider:

  • Am I someone who thrives on change? Or, does change make me anxious and irritable? 
  • What are my stress responses? How do I act when I am stressed? 
  • Are my reactions to stress similar or vastly different from those of my colleagues? How can I use this information? 
  • Are my negative reactions to change short-term or longer lasting?

Some of us dislike change and uncertainty but can, with time, adjust extremely well to the new situation. Sharing this process with your close colleague and even a trusted supervisor can help prevent some misunderstandings and ruffled feelings.

 

Embrace Conflict

 

As we navigate through our work days, we are confronted with conflict on different scales – perhaps someone drank the last cup of coffee and didn’t make more; maybe someone jammed the photocopier and walked away; or maybe you are experiencing bullying and harassment.

The fact of the matter is that conflict has a ubiquitous influence on our working relationships.

A 2008 study conducted by CPP Global found that employees spend an average of 2.8 to 3.3 hours a week dealing with conflict. Human resource workers spend upwards of 51% of their week addressing conflicts. 

Unmanaged conflict is costly. It affects the mental health of employees, which results in absenteeism, employee retention issues and a negative institutional reputation. 

Good employees and strong leaders are those who are not only aware of their conflict and communication styles, but are those who are able to direct those styles and skills towards win-win outcomes and positive working relationships.

Let’s face it – the work can be fulfilling, but if the relationships are bad, the ship will sink quickly. Anchor yourself at work with the knowledge and skills you need to participate in meaningful conflict.

There are two elements to understanding conflict:

Know yourself 

If you know your default response to conflict, you will be better prepared to deal with conflicts when they arise. There are many benefits to knowing your style, including; the ability to move seamlessly between styles based on the situation; the ability to adapt your style based on the style of those you are in conflict with; and increased confidence with your ability to deal with conflict.

Know your organizational conflict culture

All companies, organizations and workplaces have unique cultures of conflict. Do you work in an environment where conflict is embraced and seen as a force multiplier, or is conflict avoided at all costs?  If you know the culture, you will be better equipped when conflict arises to be a positive contributor to the culture.

Conflict can be fun! People often laugh at this statement, but it is true. Conflict is inevitable, and the best strategy is to develop a good understanding of your own responses to conflict. Learn to welcome conflict as a productive and enhancing workplace force.

 

Parting Advice

 

Not all workplaces can afford to send their staff to outside training, so employees may need to take matters into their own hands.

Invest in your future by attending workshops and trainings that will enhance your interpersonal skills. Many not-for profit organizations offer inexpensive workshops on conflict management and communication skills.

Here are some great resources to get started:

 

Books: 

Resolving Conflicts at Work by Kenneth Cloke

Conflict Resolution for the Helping Professions by Allan Barsky

Is Work Killing You? A Doctor’s prescription for treating workplace stress by David Posen

Rebounders: How Winners Pivot from Setback to Success by Rick Newman

Building Resilient Teams by Dr. Patricia Fisher

The Advantage: Why Organizational Health trumps everything else in business by Patrick Lencioni


Author: By the TEND team with files from Meaghan Welfare.

 

The Future of Compassion Fatigue Education: Working Partnerships with Mental Health Professionals

*Reprinted with Permission

The concept of compassion fatigue (CF) has received increased attention in the animal care and welfare professions in recent years. This is a positive trend. Today, thanks to courses such as IAABC’s Animal Behavior Consulting: Principles & Practice, which contains a full module on compassion fatigue, people who work with animals are better able to access resources informing them that they are not alone in feeling depleted or altered by their work as caregivers for people and pets who are stressed, traumatized, sick, and in need of compassionate services.

However, as interest in compassion fatigue continues to grow, it’s important to be mindful of the quality of the resources being created to meet the increasing demand for compassion fatigue education. Just like dog training, compassion fatigue education is an unregulated industry. Anyone can advertise themselves as a compassion fatigue educator; there are no regulations or standardized training programs for this field. A variety of organizations do offer certificates programs for individuals who wish to become compassion fatigue educators. However, this process varies widely from one certifying organization to another, with some training programs being far more in-depth than others.

These certificates can be a good starting point for anyone interested in deepening their understanding of compassion fatigue, particularly management and leadership who wish to become better informed in order to support their staff and volunteers. But for those who intend to pursue a part- or full-time career in the compassion fatigue education field, the certification process alone will likely not be in-depth enough training to adequately build competency in safely engaging other people in this highly emotional, complex work.

Like their counterparts in professional dog training, professional compassion fatigue educators should demonstrate a commitment to ongoing education, support from other professionals, and clearly communicated boundaries that recognize the limitations of their skills and role.

Read the full article below:

The Future of Compassion Fatigue Education: Working Partnerships with Mental Health Professionals

New Curricula Build Resilience in Young Medical Professionals

Maclean’s Magazine recently published an article stating that approximately 29% of young doctors experience symptoms of depression or receive a clinical diagnosis. Why? Part of the problem lies in the immense competition young doctors face to obtain jobs. The culture of residency, where young physicians are often required to work excessive hours to stay competitive, is cited as a major source of mental health deterioration. Perhaps most obvious are the stresses associated with making difficult, life-and-death decisions with little to no experience.

Compounded, these issues are causing a mental health crisis among young health-care providers across Canada, and particularly medical students. Lack of sleep, stress and poor self-care contribute to diminishing mental health. Zane Schwartz writes that there is hope: “Young doctors across Canada are trying to change [the] statistics, encouraging struggling peers to seek support and building programs that make it easier for them to take care of themselves…the new curriculum for the University of Toronto, rolling out this fall, which will include several weeks of resiliency training.” Resiliency training is at the forefront of efforts seeking to help future medical professionals cope with the stresses of their work. At UoT, Shayna Kulman-Lipsey, Manager of Counselling has launched a number of initiatives aimed at breaking the stigma attached to seeking help. She argues that the ability to gain resiliency is dependent, in part, on reaching out to peers for support, which can be difficult in an environment that stigmatizes asking for help as a sign of weakness. If medical students develop the skills to maintain resiliency earlier in their careers, they will be better equipped to take on high-stress workplaces and maintain high levels of patient care later.

In the United States, a similar need has been identified by the American Academy of Pediatrics (AAP). This month, the AAP released a special article in Pediatrics, the Official Journal of the AAP titled “The AAP Resilience in the Face of Grief and Loss Curriculum” authored by a group of physicians from across the United States. According to the publication, The AAP Section on Medical Students, Residents and Fellowship Trainees identified a need to address the management of grief and loss that health care professionals experience throughout their careers. The development of this new curriculum was endorsed and sponsored by the  AAP Section on Hospice and Palliative Medicine.

A large portion of the new AAP curriculum focuses on the physician-patient and physician-family relationship, with modules designed to help pediatric health-care professionals learn to communicate effectively with children and their parents. The last section of the curriculum, Part D: Introduction to Personal Well-Being, has been developed specifically to address physician well-being. Like the folks at UoT, the authors here argue that teaching medical students personal strategies to cope with stressful events in the workplace will promote long-term well-being and resiliency as their careers progress. The new curriculum recommends a Wellness Learning Plan, that “might be incorporated at the beginning of medical school and reviewed with the student’s advisor or mentor quarterly.” While the AAP publication is specific to the experiences of grief and loss, the message is more broad: resiliency is critical in maintaining personal well-being in high-stress, trauma-exposed workplaces. Educating students early in their careers with these types of curricula may offer longer-term prevention of burnout, fatigue and secondary traumatic stress.

To read more about programs for medical students at the University of Toronto, please visit:  http://www.md.utoronto.ca/Annual_Report/learner-experience/resilience

To learn more about the new “AAP Resilience in the Face of Grief and Loss Curriculum”, please visit: http://pediatrics.aappublications.org/content/pediatrics/early/2016/10/06/peds.2016-0791.full.pdf

Maclean’s article: http://www.macleans.ca/education/new-curriculum-addresses-mental-health-for-young-doctors/