Download Emotional Terrors in the Workplace: Protecting Your by LMHC Vali Hawkins Mitchell Ph.D., FBCI Philip Jan Rothstein PDF

By LMHC Vali Hawkins Mitchell Ph.D., FBCI Philip Jan Rothstein

The failure to correctly deal with the sufferers and the emotional dimensions of company difficulties adjustments hostile occasions into crises and catastrophes. This publication goals to arm staff and bosses with the instruments essential to deal with emotional misery.

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Additional info for Emotional Terrors in the Workplace: Protecting Your Business' Bottom Line: Emotional Continuity Management in the Workplace

Example text

Emotional Continuity Management is intended to increase rapid recovery as a necessary practice to keep things moving. Recognition of emotions and spinning is a management task. SIGNS, CLUES AND HUNCHES There are obvious and less than obvious signs of spinning. Many times management begins to recognize spinning through a series of observations and hunches. Resistances and extreme positions should lead you to a hunch that something in the movement of the energy in your system is not moving correctly or flowing smoothly.

Some people stay stuck in one stage or another and act from that emotional location for a long time. These individuals perceive their other experiences from a perception of loss that can be managed by understanding that their choices may continue to be predisposed to bargaining, anger, or depression. Moving between stages until resolution of one stage can seem to create endless spins of discomfort. Being stuck in one stage feels permanent. Being in a different stage than someone in the same situation can feel odd and is occasionally perceived as betrayal to the value of the loss.

O. 's need to be needed. He enjoyed being the rescuing guru to whoever came to his office. O. hired the consultant and sabotaged the consultation with, "Well, I'll help everyone get back to their game. After all, they do turn to me. " The division turned what were once reasonable humans into enemies fighting a Holy War for special favors. This subtle dynamic ultimately affected several hundred individuals in eight departments. O. generated this conflict because of a need to be perceived as All-Knowing.

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