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Archive for the ‘Staff relations’ Category

Issues of trust in corrections part II – The trust tune up

June 24th, 2009

 

 

How often does the average person think about the motor in their car?  The engine, though essential, is forgotten when it works well and without strange noises. However, when the oil light comes on in the dash board, there is a sudden sense of alarm.

oil-check

Read more…

Self Scrutiny, Staff relations

Issues of trust – part I – The eyes of trust

June 16th, 2009

 

 

Look at the world through the eyes of trust.  What do you see?  Is every action that you view a model of altruism? Or do you see that which forces you to avert your gaze? Trust is in the eye of the beholder.  What does this mean to corrections staff?

 

the-eyes-of-trust1

 

 

Professionalism is important to most corrections staff.  Most of us can resist the temptation and very human quality of letting our emotions dictate our actions.  Those in our ranks who deviate from policy and procedure give us reason to ponder our integrity as a group.  Issues of trust in corrections may not be a comfortable topic.  But it is very necessary to discuss. Read more…

Assessing the organization, Staff relations

“There’s one in every group!” Part II – Defuse interruptions during training

June 4th, 2009

 

In part I  of “There’s one in every group!” we defined major training interrupters.  There are five major perpetrators of Instruction Interruptus, a veritable A-list of discourtesy.  They are the Inpatient Information Seeker, the Attention Monger, the Apple Polisher, the Loquacious, and the Malevolent.  Now let’s look at some of the damage caused by these A-list disruptors.

So, what is the big deal about a few seemingly innocuous interruptions?  Read more…

Staff relations, Training

Caught between the slacker and the over achiever

June 2nd, 2009

 

 

Moderation is not always practiced in the work world.  The field of corrections is no exception to this rule. This is true in how we perform our jobs.  There are really three kinds of performances.  The ideal is a high performer.  The high performer is neither a slovenly slacker nor an obsessive overachiever. Read more…

Self Scrutiny, Staff relations

“There’s one in every group!” Part I – Define interruptions during training

May 27th, 2009

 

How many times have you seen what promised to be a positive training event turn sour because someone in class had an overriding compulsion to make unnecessary distractions?  Despite the knowing eye rolls exchanged by quieter colleagues, the interrupter will not relinquish the floor to the facilitator without difficulty.  At training time, this phrase rings particularly true: “There’s one in every group!” Read more…

Staff relations, Training

The death of teamwork

May 20th, 2009

Teamwork is the oil in the engine of progress.  It is the viscous substance that prevents the breakdown of parts.  Without teamwork, resources are squandered, deadlines are not met, and hostilities fester.  In other words, a world without teamwork becomes more difficult than it needs to be.

The following is an account of a breakdown in cooperation.  Read more…

Staff relations

How to counteract two types of corrections anti-mentors

May 14th, 2009

With the influx of so many new staff each year, the need for good mentors in the profession is crucial. However, not everyone will have the best interests of the trainee in mind.  Read more…

Self Scrutiny, Staff relations, Training

Is the glass half full or half empty?

May 14th, 2009

Someone once asked me if the glass is half empty or half full. I replied, “I am not really concerned if the glass if half full or half empty. I tend to check if the glass is clean.”

This was not some sarcastic reaction to an inquiry about whether I was a more optimistic or pessimistic person. It was an assessment for the feel of the organization. And this was a special nod toward realism and context. Read more…

Assessing the organization, Staff relations

Our Many Motivations

April 2nd, 2009

The importance of decision making in corrections is clear. How we operate on the job impacts the lives of our colleagues and those housed in our institutions. And while safety inside our facilities is important, the public is also a factor. Our vocational performance can be viewed on the backdrop of public safety.

There is no escaping the fact that all of us are faced with scores of decisions every day. Therefore, it behooves us to consider how we face decisions and what really motivates us.

Read more…

Staff relations

Allow me to point out your flaws:

March 24th, 2009

Thoughts about scrutiny and self scrutiny

Monitor
Observe
Analyze
Predict

In corrections, that is what we do. It does not matter if your niche is custody, support, or administration. If you have at least a few years on the job, you should be able to detect carefully masked flaws in others. From there, it is easy to plan ahead for any moves that the object of scrutiny may make.

For example, off the job, I know someone who seems to operate best when telling lies. Elements of his oft told stories grow more and more fantastic with each rendering. It is oddly entertaining. Rather than yell, “LIAR!” in his deceptive face, I listen with care. Perhaps he will come clean some day and tell the truth. But I am more fixed on the possible embellishments with each telling. Read more…

Staff relations