|
|
| Star Power: Performance, aspirations and expectations |
| By Joe Bouchard |
| Published: 02/18/2009 |
|
Super novas, nebula, dying stars, and comets are diverse and exciting parts of our awe-inspiring universe. Some are a flash of brilliant inspiration while others shine less brightly, but for longer durations. Still others emanate cryptic light, puzzling the viewer. The diverse beauty of all celestial sights inspire in different ways. At any work place there is a veritable constellation of dissimilar sorts of stars. If you study our modes manners of operation, it brings exciting revelations, like looking at the firmament with a telescope for the first time. As in any other vocational niche, the corrections profession sports many overachievers, dynamos who tear through projects with fervent relish. At the other side of the continuum are underachievers. Members of this group cautiously expend as little effort on the job as necessary to fulfill the minimum requirements. Most everyone else is lumped between the two extremes, clustered towards the center on a classic bell-shaped curve. While that seems simple enough, basic human emotions transform this seemingly clear continuum into a nebulous abstraction. The issue of who is doing their fair share is in the eye of the beholder. This arrangement superimposed on corrections becomes aggravated by the stressful nature of our job. Tensions arise from external factors such as budget considerations, societal trends, and legislative/judicial mandates. Internal factors such as the psychological tension of the environment weigh heavy on the professional. It is true that we cannot always control the nature of the offender. Also, we are generally helpless in the face of forces outside our work site. Does this render us as completely helpless? Our interpersonal relations are factors that we can control, to a degree. It is wise to focus on our interactions. Otherwise, the classic problems arise if we appear to engage in staff infighting. Some prisoners (and on occasion staff) may exploit and exacerbate the division for entertainment or personal gain. This weakens staff unity and dilutes security. Once we have a fundamental grasp of our basic staff dynamics, we need to define a few aspects of our interrelations. It is important to remind ourselves of our varying expectations and work modes. Aspirations are what we want to achieve. Unfortunately, we do not always hold the same standards for ourselves as we do for others. In many cases, aspirations for the self are loftier than what we wish for others. And our hope for the achievements of colleagues is moot. Unless a person asks for an opinion, it is not really our business. Expectations for how well duties are performed should come near or exceed a certain professional standard. However, expectations are generally relative, and not absolute. And they are like aspirations in that regard. We hold different standards for ourselves than we do for our colleagues. However, Performance embodies our actual achievements. These often fall short of our dreams. But it serves as a record of what we do. It is important to note that all will not see the complete body of work as well as we do. Also, due mostly to inter-colleague jealousy, many will not give complete credit for all accomplishments. Very often, an envious colleague will turn a blind eye toward the outstanding professionalism of a ‘rival’, as it seems to diminish the performance of others. If stars and other celestial bodies were sentient beings, would they harbor animosities and jealousies? Would the comets and novas share enmity? To the optimist, the universe would orbit each other harmony, actively achieving unity through diversity. The merits of differences would be cherished. Good qualities would be promoted and fit to complement those of other entities. In our universe of possible personal abilities, there are so many differences. All of us are potential stars, shining differently and burning at different rates. And yet, each star has the ability to inspire others in different ways. In other words, no two people will see the merits of another in the same, exact manner. But it is in our differences in capability that pave the way for an interesting, heterogeneous work-site. About the Author – Joe Bouchard is a Librarian at Baraga Maximum Correctional Facility within the Michigan Department of Corrections. He is also a member of the Board of Experts for The Corrections Professional and an instructor of Corrections and Psychology for Gogebic Community College. You can reach him at (906) 353-7070 ext 1321 These are the opinions of Joe Bouchard, a librarian employed with the Michigan Department of Corrections. These are not necessarily the opinions of the Department. The MDOC is not responsible for the content or accuracy. |
MARKETPLACE search vendors | advanced search
IN CASE YOU MISSED IT
|
Comments:
No comments have been posted for this article.
Login to let us know what you think