We can, and we can train YOU to do the same!

Learn how by contacting John D. Byrnes at 407-718-5637 or JohnByrnes@AggressionManagement.com
 

Issue:  Reaction versus Prevention
    If our responsibility is the safety of those in our organization, isn’t it essential that we prevent hazard as opposed to waiting to react to it?  If all we intend to do is to react to aggression we will, eventually, get someone who does not communicate verbally but instead communicates physically and "out of nowhere" strikes out; worst yet, the aggressor has a weapon and pulls the trigger.  The important question becomes: "Prior to conflict, when do I engage this person and begin the defusing process?" If you cannot measure aggression, you cannot answer that question!

Development:
    As we enter into this new Century we need a Paradigm Shift, a shift from reacting to aggression to a Paradigm of Prevention.  Current methods for preventing aggression and violence in our workplaces are not working! 

    As we look at conventional means of managing aggression, we see topics like Conflict Resolution and Anger Management.  Since there are individuals who convey their conflict with an expression of violence, it becomes essential to prevent "conflict" if one truly intends to prevent violence. You can't have one without the other.  The focus must be on preventing conflict not just violence.

    Conflict Resolution presupposes conflict; you are already reacting, you are already past any opportunity to prevent aggression. If we only train our co-workers to respond when two individuals are in conflict (nose-to-nose) eventually we will get someone who does not communicate verbally but instead communicates physically and "out of nowhere" they strike out, worst yet, the aggressor could have a weapon and decide to use it.  The problem with Anger Management is that we all measure anger differently and therefore experience and express it differently. There is no common denominator for us to measure anger; pursuant to the criteria popularized by Dr. Edward Deming, “If you can’t measure it, you can’t manage it”.

More Insight:
    Since 1993, I have conducted a continuous study into the nature of aggression in humans and have concluded that one cannot get to aggression prevention when focused the word “Violence.” Typically, violence conjures up fatality and violent assault, which causes two problems.   First, those who have not experienced or witnessed violence for themselves may consider it a non-issue, at least until violence actually occurs.  Second, when looking for a solution to Violence, we tend to come up with Crisis Management – “I have a crisis and I need to manage it!”   This is reactionary only!  We, therefore, cannot achieve aggression prevention if our focus is on the word violence. 

    We will show you how to measure human aggression in others and in yourself, so that you can manage aggression in others and in yourself.  We will also show you how to measure and manage aggression before conflict occurs thereby preventing it.

Issue:  Productivity
    What are the effects of aggression on productivity?  The United Kingdom's Royal Mail has determined that the cost from "Co-worker friction" (i.e. aggression) is £247,000,000 per year.

    Do you know what the cost of aggression is in your workplace? 

Development:
    The cost of aggression in one surveyed company sheds light on this subject.  When asked to declare the number of hours lost due to aggressive behavior (late coming into work, early leaving work, taking additional time over lunch and calling in sick), Co-workers’ lost time added up to 4.8 days of lost productivity (absenteeism) per employee per year.  This survey did not take into account the cost of turnover, presenteeism (an co-worker is present but distracted), passive aggressive behavior, increased co-worker and client complaints, lower quality of effort, loss of morale and motivation, lack of creativity and innovation, loss of loyalty to the company.  We can identify and measure the cost of aggression in your organization.

    An investment in Aggression Management® Training is a saving, not a cost.

More Insight:
   With one reported $50,000,000 settlement, we must provide "aggression prevention", not merely crisis management or conflict resolution.

    We achieve prevention only when we consider "aggression" as the root of the problem. "Aggression" embodies everything from verbal abuse through violent behavior. This includes providing a measurable solution to subjects like Sexual Harassment, Bullying, Management~Labor Conflict, Domestic Violence Spillover, Road Rage, Student~Teacher Conflict, Robbery, Militancy~Terrorism and Homicide. Don't you and your co-workers deserve an aggression-free workplace? Shouldn't you become an Aggression Manager^®.    

    Employers around the Nation are utilizing Aggression Management® Training to diminish aggression in their workplaces. Diminished aggression in the workplace not only saves lives but yields greater productivity. Imagine a future where productivity is significantly enhanced and employee safety and satisfaction are at an all time high.

    All our Workshops are fully guaranteed, so please take the time to study the details provided here by our web site. Although the majority of our training has been held in-house, we also hold open workshops in Orlando, FL for smaller numbers of participants. Our web site describes our upcoming Open-Workshops: Two-Day Comprehensive Workshop & Four-Day Trainer's (Train-the-Trainers) Workshop.

     Take the first step to an aggression-free workplace, call us at 407-718-5637.

Contact us at:

JohnByrnes@AggressionManagement.com

One Opinion about Aggression Management^® Skills 

Scott Vasatka –  Chairman, Market One, Restaurant Consultant

"I walked in on a situation in which two of my managers were consulting an employee and the conversation had escalated up the Aggression Continuum and it was minutes if not seconds from a bad situation.  I did not know how to handle situations like this before, now I do!  This time I was able to access where they where emotionally, pace them and then quickly bring them down to where they needed to be.  All the while knowing why and what I was doing.  Understanding why I handled it so effectively only came in a later reflection when I realized 'I am an Aggression Manager' who is well prepared to handle these situations. It never stops amazing me how good training sneaks into our sub-conscious mind and presents itself when we need it the most.  It's only later that we realize how and why we handled this situation. Thank you for the training."