Burning has become one of the topics discussed in the workplace, and its impact is far-reaching. A combination of global epidemics, social instability, and 24/7 workloads have created a tsunami of anxiety for workers, and much of it appears to be out of the organization’s control. But there is help, and no one should go alone.
My knowledge of combustion and how to prevent it is based on my experience as a lawyer, recovering from fatigue, talking to others about their burn experiences, training clients, educating and training thousands of people, and studying growing research.
For those who are struggling, the first step is to understand what burning is and what is not. Burning is more than just exhaustion because you are in the middle of a big project or when you are busy. According to the World Health Organization, there are three dimensions of burns, and it is important to distinguish them. These measurements are often practiced on a regular basis — exhaustion or fatigue; Increased mental distance from one job, or feelings of negligence or hatred associated with one job; And professional effectiveness has diminished, “Why bother? Who will marry him? ”Holding the thought.
Undoubtedly, burning is complex. And the tendency of organizations to support strategies for individuals only exacerbates the problem. Many organizations develop, run, and continue to support such programs. Unfortunately, only individual programs can be a “check the box” training. Fact: Burning is a systemic problem that requires a holistic approach based on corporate systems, which means that companies must understand and resolve team, leadership, and front-line staff tensions. Research on fire confirms this. The 2017 study found that organizational-led interventions were significantly less likely to burn, and those programs that combined structural changes, teamwork, teamwork, and improved work supervision (autonomy) were most effective. Evaluating more than 25 individual studies on the effectiveness of previous burn prevention programs, the combination of programs with individuals and organizations found better results for mental health and the results of those programs were longer than those of individuals. -To guided programs alone.
Companies need to understand and deal with team, leader and frontline stress.
Remember, there is no one-size-fits-all approach to fire prevention: the needs of each group are different. I have worked with large, established technology companies, government bodies, and some of the world’s largest law firms, and the incineration varies from group to group, organization to organization, and industry to industry. In each case, it will take time to develop strategic solutions to deal with the situation and build resilience. But a case study from the U.S. military shows how a comprehensive program designed to deal with stress and build resilience will succeed.
U.S. Army Program
When I started my own business, I wanted to become a pioneer. I wanted to be at the forefront of creating something completely new and unique. Fortunately, I had opportunities to help change leadership in two industries, the first with the military. I never thought I would be able to work with Borbor sergeants and soldiers at any capacity. While I was practicing law, the Comprehensive Military and Family Fitness (CSF2) program was created. This is what the pilot did when I started my positive psychology course at the University of Pennsylvania. During our first week of study, Dr. Martin Seligman was inspired to talk about CSF2. As the year progressed, I became more and more interested in the science of endurance. The Penn Rehabilitation Program is one of the most studied coping programs. Adjusted for military and health care professionals, first responders, athletes (college and professional), and teachers. In some of these industries and in the legal profession, I have used the Penn Resistance Program in my work.
I graduated in August 2010 and was invited to apply for membership in the Pen-CSF 2 training team, teaching resilience to soldiers and their families. I was a member of the Fourth Masters Resilience Course (MART) Facilitation Course in October 2010. Doing so does not guarantee that I will make the team. Of course, after class I had to bring all my study materials and workbooks. We were told we would meet at some point if we “passed,” so I waited. I have good news – I was assigned to my first training in January 2011.
The CSF2 program is an integrated, efficient approach to building resilience and security among soldiers, their families, and U.S. military personnel. General George W. Casey, Jr.’s vision was: “CSF2 becomes part of our culture over time by recognizing the positive dimensions of psychological competence as professional athletes do.” While working in this program, CSF2 included four components – an online assessment tool for all soldiers, a Global Assessment Tool (GAT), which was used to identify resilience strengths and areas of improvement. Online self-help modules compatible with GAT scores; MRT courses use the train-coaching method to teach senior officers and non-commissioned officers the skills to cope, and compulsory resilience training at each US Army Commander’s School.
General Casey did not just want to train soldiers, but the trainer’s appearance was important because he wanted those soldiers to return to their troops and teach the same skills to other soldiers. Dr. Saligan, Brigadier General Ronda Cornem, Dr. Karen Rivich, and their colleagues created the US Army MRI curriculum. A.D. The Pen-CSF2 team, which began as a meeting in 2008, has trained about 40,000 MRTs. Active MRTs are a mandatory part of the US Army’s basic training and leadership development programs for small group resilience training. As CSF2 progressed, a comprehensive plan to integrate resilience into U.S. military programs and assessments came under the auspices of the U.S. Army.
Getting it right
The US military program underscores the need to take a critical look at security and take a common approach to the problem. Other organizations can follow his direction in these three areas.
Identify and evaluate the problem
Whether you measure it or not, there is a burn in your organization. As with other health problems, it is best to burn as soon as possible. According to management experts, it is measured by management. But first you have to acknowledge the problem.
The U.S. military was willing to look into the matter and acknowledge that there was a problem. In the military, soldiers have been mentally weak for years. Organizations may object to evaluating the problem for a number of reasons. Some do not want to know the extent of the problem. Others worry that they will not be able to solve the problems. The U.S. military is determined to take a closer look at the problem and come up with solutions.
I thought it had happened if the commander-in-chief of the US Army had ordered something to happen. I was wrong. Shopping was necessary. Fortunately, senior members of the US military have already participated in the program.
General Casey and his team made extensive efforts to inform the leadership at all levels about the program, its research, its components, and its benefits. A.D. In 2014, Army Commander Raymond F. Chandler III, along with U.S. Army Commander Raymond T. Odeeno and US Secretary of Defense John M. Machu, completed what is known as a three-letter letter. Top US military officials have called on all US military leaders to prioritize resilience training. Finally, officials prepared executive statements, and MRT primary school teachers were trained to present those briefings to leadership in their classrooms. The military leadership was strategic in selling the program to colleagues, who could then persuade them to accept the change instead of opposing it or going half-hearted.
Use science and stories
Science and history are the best ways to overcome doubts. General Casey approached Dr. Saligan and his team at the University of Pennsylvania because he was one of the few institutions that had undergone extensive training in coping and published extensive peer review. He was also the only person with extensive experience in developing and implementing a scientifically-assessed resilience train-trainer model.
Universal programs have the power to inspire and transform the entire organization and the people who work in it, and the stories of transformation bring the work to life and concepts. The last place I thought I would learn anything about vulnerability was with US Army sergeants. But I can talk about my own change in the way I work with them. I was a person who never spoke about failure or my own challenges. It was especially dangerous when I was making a law. But the soldiers have helped me understand that talking about your obstacles is not a sign of weakness – it is courageous and inspiring. Here are two examples.
One participant was a quiet soldier. His hand was shot during one of our separation sessions. “I ***** e!” is there. He suddenly took the room, and naturally, we asked him to explain. “I’m in my third marriage, and it’s not good. I now realize that I am a big part of the problem. ”Although there are few shouts, we all celebrate the moment of self-awareness.
Another soldier described his experience in the Pentagon on September 11, 2001, as a terrorist attack. Over the next few weeks and months, he expressed his feelings, so strong that he finally tried to take his own life. A relative was found in the car and survived. With tears streaming down his face, he said, “If I had these skills, I would have slowed down my anxiety and mood so I could get help.”
According to the U.S. military program, strengthening security and combustion prevention involves everything from individual-only strategies and programs to system-specific, comprehensive tools and frameworks. The main thing to remember is that there is no universal solution to fire prevention: universal change can be implemented in a variety of ways to reduce combustion and increase strength and safety at work.