>> Ohhh gosh that is a lot of material thank youuuuuu <3 <<
*Bow, flourish* Happy to be of service.
>> This, I think, is step #1. I have enough of a platform that I can do a pilot, and if it works, publish results where the wider community can get at them.<<
YAAAYYY!!! 3q3q3q!! :D
>> But step 0 is compiling training, so that's what I'm looking at now. <<
I recommend that you visit my Memories page and read the How To posts, where I have compiled many relevant resources.
Also, a handful of companies offer formal training in EFA. Look at their resources to see if any of them sound helpful and affordable for your workplace.
>> Oh man, I could get /going/ about Google's abuses of data. >:( <<
Now add the crippling effects, and I mean that literally, of forced updates for people with disabilities. These tend to wipe out accessibility settings, which effectively bricks the device until an abled assistant can fix it.
>> OH OH OH. Checklists. I can DO checklists. :D <<
Huzzah!
>> I feel like we're halfway there on a number of important points, not just at my company but my industry. And it's a really good point about Tetris and other brain-toy games. I play Zen Koi for soothing - you're not stack-sorting quite the same way, but it's a pleasing, hypnotic, zero-pressure sort of game. <<
There's a wide variety of games and apps that help people deal with stress. Not everyone needs the same thing. Stacking-sorting games are specific to preventing PTSD for biological reasons, but other types have their own value in various contexts.
>> Um. :( We have audits to meet.
That doesn't mean any /given/ person has to be in the room, but it does mean that, frex, if it was Bobby who caught the malicious traffic surge, it's Bobby who makes sure the report is correct. They don't have to /write/ it, but the expectation is that they will. That's something we can maybe work on, or at least provide aftercare options when it's unavoidable. <<
How to address this:
* Make sure everyone understands at least the basics of PTSD, its causes and preventive measures. Then discuss what can make it worse; mandatory debriefing now counts as a known risk. Document that. Then explain that because it is a known risk, if your company does it to an employee who then develops PTSD and decides to sue, a good lawyer could easily make a case that the company knew or should have known that the practice was harmful, and is now liable for workman's comp for the lengthy and expensive treatment of PTSD. As most companies prefer to avoid losing such lawsuits, they are likely to work with you on avoiding that.
* To minimize this risk, first capitalize on the fact that people respond to stress in diverse ways. If even a handful of people are involved in a stressful event, probably at least one of them will want or need to talk about it. Make a point of asking about this and selecting the person(s) who wants to talk over the one(s) who feel worse talking about it when several possible people could write or review a report, etc. Get that in your company's standard operating procedure documents for that situation. It is easy, free, and saves a ton of trouble.
* Second, and this is crucial to avoiding employee injury and possible lawsuits, DO NOT force people through mandated debriefing if they are already showing signs of acute stress. The chance of meltdown is high and the chance of effective performance is low. Acute Stress Reaction is a normal response to an abnormal event, and the person is upset but can cope. It can be treated with self-care and social support. Acute Stress Disorder has the same context and symptoms, plus additional complications or intensity such that the person cannot cope and keep functioning. They may need short-term professional help, or more if it worsens into PTSD. When someone shows ASR symptoms, it means they are already at the limits of their cope and any additional stress could push them into decompensation and ASD. This is a critical point of intervention to prevent the problem from getting worse.
* If anyone sees that an employee, who just went through a stressful event or has a routinely stressful job, is struggling to cope then someone skilled in EFA should talk to them privately and see whether they are doing okay or need help. Compile a list of resources in your company and town for individuals needing extra support. Many counselors have short-term modules on things like coping skills, stress relief, and cognitive-behavioral therapy that deliver a lot of bang-for-buck.
* Other people find a support group helpful, and group therapy is often cheap or free. If your company has a huge disaster affecting many employees, an efficient way to address that is to call for volunteers to lead a support group, or hire one if no volunteer is available. You can minimize costs by paying for at least a handful of employees to take facilitator training so they can provide this service when needed, rather than having to hire an outsider every time it's needed. Identify criteria for when a support group would be indicated and put that in your disaster management or surge plan, so people know when to activate that solution. Another option is to have a generic support group that runs on a regular schedule, open to anyone experiencing work-related stress. But the needs and techniques are a bit different for closed (event-specific) and open (general work stress) groups, so having the option of both is better. Consider starting a general group first so you have the concept in place before an emergency requires launching a specific group. Promote this free mental support option as part of your employee benefits package. Since few companies offer mental care, this can be a competitive advantage.
>> If it's on a screen, no reason we can't have options. Pick happy robots, fish, happy robots WATCHING fish. In a forest. (Uh, I'd stare at that. Oops. XD) <<
That's a great option. However, bear in mind that screens cause more eyestrain than paper or houseplants, a crucial issue in a job that requires people to stare at screens all day like most geek jobs do. Options let people choose what they need in the moment.
Consider having a few coffeetable books: one landscapes, one animals, one abstract, one geeky. People can turn to pages they like. If budget is tight, buy suitable books at a used-book store or yardsale. Heck, put up a swap shelf for relaxing and self-help books in your breakroom. That doesn't have to cost anything.
>>Yeah. Right now that's me, acting out of annoyance at the state of my industry. I wonder if there's a group already working on this stuff..? If there is, bet I can find them. <<
Advances often start with one person. Ask around, someone may be doing more, but they're not doing a lot of it in public or it'd come up in a search. I'm still crossing my own breadcrumbs more often than other people's activity in several areas. But you plus me equals the seed of a group, and unlike me, you are in an environment to deploy the solutions at work with other people. That's useful.
>>Oooooh. I will take you up on that.. um, when I get this thing out of concept and research and moving toward implementation? I'm sorry to say I don't know when that's going to be. <<
That's fine. The problem will still be there when you're done compiling and ready to start drafting ideas for next steps.
![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png){kind=small}
dancing_serpent
Re: Thoughts
Date: 2018-08-24 10:07 pm (UTC)*Bow, flourish* Happy to be of service.
>> This, I think, is step #1. I have enough of a platform that I can do a pilot, and if it works, publish results where the wider community can get at them.<<
YAAAYYY!!! 3q3q3q!! :D
>> But step 0 is compiling training, so that's what I'm looking at now. <<
I recommend that you visit my Memories page and read the How To posts, where I have compiled many relevant resources.
Also, a handful of companies offer formal training in EFA. Look at their resources to see if any of them sound helpful and affordable for your workplace.
>> Oh man, I could get /going/ about Google's abuses of data. >:( <<
Now add the crippling effects, and I mean that literally, of forced updates for people with disabilities. These tend to wipe out accessibility settings, which effectively bricks the device until an abled assistant can fix it.
>> OH OH OH. Checklists. I can DO checklists. :D <<
Huzzah!
>> I feel like we're halfway there on a number of important points, not just at my company but my industry. And it's a really good point about Tetris and other brain-toy games. I play Zen Koi for soothing - you're not stack-sorting quite the same way, but it's a pleasing, hypnotic, zero-pressure sort of game. <<
There's a wide variety of games and apps that help people deal with stress. Not everyone needs the same thing. Stacking-sorting games are specific to preventing PTSD for biological reasons, but other types have their own value in various contexts.
>> Um. :( We have audits to meet.
That doesn't mean any /given/ person has to be in the room, but it does mean that, frex, if it was Bobby who caught the malicious traffic surge, it's Bobby who makes sure the report is correct. They don't have to /write/ it, but the expectation is that they will. That's something we can maybe work on, or at least provide aftercare options when it's unavoidable. <<
How to address this:
* Make sure everyone understands at least the basics of PTSD, its causes and preventive measures. Then discuss what can make it worse; mandatory debriefing now counts as a known risk. Document that. Then explain that because it is a known risk, if your company does it to an employee who then develops PTSD and decides to sue, a good lawyer could easily make a case that the company knew or should have known that the practice was harmful, and is now liable for workman's comp for the lengthy and expensive treatment of PTSD. As most companies prefer to avoid losing such lawsuits, they are likely to work with you on avoiding that.
* To minimize this risk, first capitalize on the fact that people respond to stress in diverse ways. If even a handful of people are involved in a stressful event, probably at least one of them will want or need to talk about it. Make a point of asking about this and selecting the person(s) who wants to talk over the one(s) who feel worse talking about it when several possible people could write or review a report, etc. Get that in your company's standard operating procedure documents for that situation. It is easy, free, and saves a ton of trouble.
* Second, and this is crucial to avoiding employee injury and possible lawsuits, DO NOT force people through mandated debriefing if they are already showing signs of acute stress. The chance of meltdown is high and the chance of effective performance is low. Acute Stress Reaction is a normal response to an abnormal event, and the person is upset but can cope. It can be treated with self-care and social support. Acute Stress Disorder has the same context and symptoms, plus additional complications or intensity such that the person cannot cope and keep functioning. They may need short-term professional help, or more if it worsens into PTSD. When someone shows ASR symptoms, it means they are already at the limits of their cope and any additional stress could push them into decompensation and ASD. This is a critical point of intervention to prevent the problem from getting worse.
* If anyone sees that an employee, who just went through a stressful event or has a routinely stressful job, is struggling to cope then someone skilled in EFA should talk to them privately and see whether they are doing okay or need help. Compile a list of resources in your company and town for individuals needing extra support. Many counselors have short-term modules on things like coping skills, stress relief, and cognitive-behavioral therapy that deliver a lot of bang-for-buck.
* Other people find a support group helpful, and group therapy is often cheap or free. If your company has a huge disaster affecting many employees, an efficient way to address that is to call for volunteers to lead a support group, or hire one if no volunteer is available. You can minimize costs by paying for at least a handful of employees to take facilitator training so they can provide this service when needed, rather than having to hire an outsider every time it's needed. Identify criteria for when a support group would be indicated and put that in your disaster management or surge plan, so people know when to activate that solution. Another option is to have a generic support group that runs on a regular schedule, open to anyone experiencing work-related stress. But the needs and techniques are a bit different for closed (event-specific) and open (general work stress) groups, so having the option of both is better. Consider starting a general group first so you have the concept in place before an emergency requires launching a specific group. Promote this free mental support option as part of your employee benefits package. Since few companies offer mental care, this can be a competitive advantage.
>> If it's on a screen, no reason we can't have options. Pick happy robots, fish, happy robots WATCHING fish. In a forest. (Uh, I'd stare at that. Oops. XD) <<
That's a great option. However, bear in mind that screens cause more eyestrain than paper or houseplants, a crucial issue in a job that requires people to stare at screens all day like most geek jobs do. Options let people choose what they need in the moment.
Consider having a few coffeetable books: one landscapes, one animals, one abstract, one geeky. People can turn to pages they like. If budget is tight, buy suitable books at a used-book store or yardsale. Heck, put up a swap shelf for relaxing and self-help books in your breakroom. That doesn't have to cost anything.
>>Yeah. Right now that's me, acting out of annoyance at the state of my industry. I wonder if there's a group already working on this stuff..? If there is, bet I can find them. <<
Advances often start with one person. Ask around, someone may be doing more, but they're not doing a lot of it in public or it'd come up in a search. I'm still crossing my own breadcrumbs more often than other people's activity in several areas. But you plus me equals the seed of a group, and unlike me, you are in an environment to deploy the solutions at work with other people. That's useful.
>>Oooooh. I will take you up on that.. um, when I get this thing out of concept and research and moving toward implementation? I'm sorry to say I don't know when that's going to be. <<
That's fine. The problem will still be there when you're done compiling and ready to start drafting ideas for next steps.