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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. |
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The Symptoms:
Co-worker
friction
Co-worker
and customer complaints, higher turnover, low quality of effort,
increased tardiness, absenteeism, loss of morale & motivation, lack
of creativity & innovation, loss of loyalty to the organization.
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
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