Meeting for Staff Member with Anger
Jennifer Ford, Lillian Webster, Mekala Marbella, Vicki Tipton, Terrilyne Kabua, Arabel Perez
University of Phoenix

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Jennifer Ford, Lillian Webster, Mekala Marbella, Vicki Tipton, Arabel Perez,Terrilyne Kabua
,

Meeting for Staff Member with Anger
Jennifer Ford, Lillian Webster, Mekala Marbella, Vicki Tipton, Arabel Perez, Terrilyne Kabua
BSHS/322
January 29, 2011
Tristram Jones

Staff Member with Negative Conduct Currently there is anger executed from a staff member who hinders others performances during work because of frictions he causes during proceedings. This member is making relationships with clients suffer. Directly in relation to the developing of the contract agreements, caused by constant outbursts of anger toward other staff members during the development of structure for clients. Contracts are drawn up to help alleviate barriers and “should be mutually constructed” according to (Murphy, Dillon 2011) allowing both parties to establish what is to occur during the processes of treatment. This contract is a specification of what is expected of which may eliminate hesitation or mixed emotions due to the contribution during development of contract. Creating a structure is vital for what work is needed for the goals to be achieved. Negotiation will be needed to make a clear outline. According to (Murphy, Dillon 2011) “Contracting involves the development of working agreements among clinicians,” communication is a key factor in building relationships. Therefore, clients and other members have become affected by this member’s actions, thus creating slack in work performance and completion. The clinic has decided among all staff members to create prevention through intervention by giving a staff meeting. Techniques for Correcting Conduct There are many ways members can assist in healing the staff members’ anger. We first have to create a pathway for him or her to develop a healing identity. The opposite of victim identity, which is focused on damage, hurt, and bad occasions may have cause him or her to suffer. Healing identity is focused on his or her resilience, strengths, and desire to improve his or her life. Because our staff member displays anger, perhaps they may have been hurt and most likely felt as though they walked on eggshells in past relationships giving him or her the impulse to be resentful, angry, critical, blaming, controlling, or abusive to others. As, the staff member with anger issues begins to develop a strong healing identity they will recognize that such behaviors cut him or her off from his or her core value and true self. The hope is our staff member will no longer waste precious time out-bursting in anger and identify with his or her innate capacity to build value and meaning in his or her lives. We can provide all the skills they will need to keep the following commitment:
|Commitment |
|I will make a supreme effort to be compassionate to you: |
|I will recognize that when I’m resentful or angry, I’m really hurt, anxious, or uncomfortable and that you are most likely hurt, anxious, or |
|uncomfortable, too. |
|I will care when you are hurt, anxious, or uncomfortable. |
|I will try hard to heal my hurt, regulate my anxiety, and improve my discomfort, and I will support your efforts to do the same. |
|I will always treat you with value and respect, even when I disagree with you or do not like your behavior. |
|I will always appreciate the assets and qualities you bring to our relationship. |
|I will not criticize or ignore you. |
|I will not purposefully talk over you. |
|I will not try to control, manipulate, coerce, threaten, or intimidate you or purposefully make you feel bad in any way. |
|I will try hard to discover and correct blind spots about my behavior. |
|I will try hard to understand your perspective and sympathize with your feelings, especially when I disagree with you. I will stay true to my|
|deepest values. |
|I will try hard to be the best person I can be. |

Our staff meeting/intervention can produce dramatic change in a short time for those who do the work. The tone is healing, not accusatory, compassionate not blaming, valuing not devaluing, and most of all, empowering. Anger can be caused by both external and internal events as shown in figure two. You could be angry at a specific person (Such as a coworker or supervisor) or event (a traffic jam, a canceled flight), or your anger could be caused by worrying or brooding about your personal problems. Memories of traumatic or enraging events can also trigger angry feelings. As a part of the staff group members cannot physically lash out at every person or object that irritates or annoys him or her; laws, social norms, and common sense place limits on how far individuals’ anger can take him or her. People use a variety of both to deal with his or her angry feelings. The three main approaches are expressing, suppressing, and calming as shown in figure one. Expressing your angry feelings in an assertive—not aggressive—manner is the healthiest way to express anger. To do this, you have to learn how to make clear what your needs are, and how to get him or her met, without hurting others. Being assertive doesn't mean being pushy or demanding; it means being respectful of yourself and others. Methods to cope with Anger: [pic] Anger can be suppressed, and then converted or redirected. This happens when a person’s capable of controlling angry emotions by withholding anger achieved by stop thinking about the causes of anger, and focus on something positive. The aim is to inhibit or suppress anger and convert it into more constructive behavior. The danger in this type of response is that if it is not allowed outward expression, anger can turn inward—on one’s own self. Anger turned inward may cause hypertension, high blood pressure, or depression. Unexpressed anger can create other problems. It can lead to pathological expressions of anger, such as passive-aggressive behavior (getting back at people indirectly, without telling him or her why, rather than confronting him or her head-on) or a personality that seems perpetually cynical and hostile. People who are constantly putting others down, criticizing everything, and making cynical comments have not learned how to constructively express his or her anger. Not surprisingly, they are not likely to have many successful relationships. [pic] [pic] [pic]

Research Addressing Technique Individuals can calm down, by using methods of relaxation. This means not just controlling outward behavior, but also controlling internal responses, taking steps to lower heart rate, calm down, and let the feelings subside. There are many new Energy Therapies and exciting techniques to break into anger, fears, and negative thinking. These techniques are effective for anger management, stress, confusion, anxiety, phobias, depression, addictions, trauma, Post Traumatic Stress Syndrome, guilt, physical pain, and enhancing performance and skills. All work equally well with anger issues. The Energy Therapies are highly effective in treating and correcting negative emotions and self-limiting beliefs reduce old hurts and create a healthy life. They provide release, insight, changes of negative beliefs and shifts in biochemistry. Clinicians have been trained in all of the major traditional theories of psychology: Client Centered Therapy, Cognitive Behavioral, Hypnosis, Gestalt Therapy, Family Systems, Brief Therapy, and Transpersonal Psychology. Clinicians use all of these techniques, and they are very effective in his or her way. But discussing about your problems is only part of counseling. Others prefer the Energy Psychotherapies that move people along faster by processing and releasing negative emotion. Therapists who have invested the time to learn these innovative approaches seem to be more open and caring than the typical mental health worker who uses traditional talk therapy methods. Successful Technique After acknowledging the various reasons anger is expressed by individuals and how it affects personally as well as professionally a scenario was specified of a certain staff member at a clinic whose anger outbreaks influenced his or her behavior causing friction among other staff, clients, and degrades performance. All staff members within the clinic agreed that prevention through intervention was necessary embracing the following technique: a staff meeting. The staff meeting will focus on the staff member’s behavior and feelings. Both are intertwined since the friction or outbursts (behavior) are caused by anger (feelings). It is important that the staff member does not feel attacked but that he or she is being offered support. It will commence with intervention allowing the client to be aware of his or her consequences to his or her actions. The third edition of Messages states that the self-disclosure contains a “blind self, which is comprised of things others can find out about you that you are unaware of: habits, mannerisms, defense mechanisms, flight strategies” (Mc Kay, Davis, and Fanning, 2009, p. 25). However for the angry staff member to acknowledge his or her behavior might take more than one staff meeting. The staff member might be in denial or have questions. The potential time frame for the intervention and prevention through a staff meeting will be an hour a week for a month in order for the technique to be successful. [pic] Anger management is one way to deal with solving conflict amongst employees having anger issues toward other staff members. Conflict resolution can be implemented in six different stages as stated by athealth.com (2011). The first of the six stages is that the problem must be identified, and the issues within the problem need to be clearly and precisely stated. Start by making a list of all of the opinions that each employee may have concerning the issue(s) at hand. This will show that the perspective of each employee is acknowledged and valued. Stage two suggests that the needs of everyone involved need to be taken into account; thus resulting in a solution that is beneficial to all those involved more easily obtainable. Not everyone is going to have the same opinions, and therefore each person will have a different outlook on the same situation. In stage three, make a list of all possible resolutions; keeping in mind that this may mean that employees may have to compromise in order to reach a common ground. Compromise is almost always a given and is almost always a much needed action in any situation of conflict amongst individuals. Stage four is where the resolution options are assessed and considered to ensure that everyone knows what the common goal to be achieved is. According to athealth.com (2011), you should develop criteria that can be used to examine and evaluate each option. You should also establish and ask questions that are understood by all parties involved such as: “Do all members understand the solution? Is it realistic? Are all members of the team committed to the idea? What could go wrong? What are the potential benefits?” (athealth.com, 2011). In stage five, you should compose a plan of action that will assist in the implementing of an effective solution. By asking the following questions, “What small steps can the team take to achieve the best results? Who will take the lead for each step? Who else will be involved? What is the time frame for each step? What criteria will be used to evaluate the plan's effectiveness?” (athealth.com, 2011), will allow all participants to provide his or her own insights in arriving at a proper solution that will benefit everyone involved. At the arrival of step six, athealth.com (2011) suggests that a contingency plan should be set up. In any conflict resolution there can always be other issues that arise that are not foreseen in the beginning of the resolution planning. In the event of this it is a good idea to already have a plan that will help to enforce the execution of the “Action Plan” (athealth.com, 2011). Participant Problems To maintain clinical work there must be “support and empathy” according to (Murphy, Dillon 2011). These elements are vital and remain fundamental instruments throughout the many methods used. The goal is to achieve communication that enables positive input and output of information to enable a relationship with the staff member with questionable conduct. “Clinical listening means that we attend to both verbal and nonverbal communication, listening to what individuals say, how they say it, and how they feel about what they say,” states (Murphy, Dillon 2011). When communication is achieved the structure of the staff member becomes better understood such as who, what, where, when, and why the anger occurs for this individual. At times understanding others may become problematic considering “all social settings prescribe, invite, prohibit, or discourage certain ways of acting,” states (Witkin, 1999) this can create participant problems. Also other instances include some individuals who “do not believe that they need help” states (De Jong, & Berg, 2001) this staff member may not see there is a need for change to occur. Therefore, it will be vital to know, understand, and react accordingly to diverse situations and issues individuals may have. Especially, when the information is presented to the staff member about the staff meeting and how it is achieved. Considering this staff member is portraying angry emotions toward other members already. New information and ideas are important to remain open minded (De Jong, Berg, 2001) states a person may “function as a negotiator” recognize, acknowledge, and respect the reality and right to act and react accordingly. Remaining informed with our-selves and other people contributes to self-reflection creating new outlooks and contributing to others needs as well. According to (Murphy, Dillon 2011), “supportive ambiance and empathy alone are not sufficient to help clients grasp his or her situations and bring about the changes they desire in themselves or in his or her lives.” Intervention and prevention are also key components to help create change in individuals’ lives to help him or her better manage behavior properly. Preparing for change may become a daunting process for the staff member when the realization that the “work may involve some pain and relinquishing of long-familiar habits and relationships,” states (Murphy, Dillon 2011). While becoming faced with change this action must be prepared for or the staff member may begin to have negative emotions such as “hesitation and mixed feelings about the proceeding,” says (Murphy, Dillon 2011). Therefore, the staff member may not like the meeting sprung onto him, it may initiate the emotion anger. For protection against such emotions it may be valid to have a mediator available during this process. [pic]

Technique with a Participant When an angry outburst occurs it is vital that other refuse to be drawn into the behavior and act the same way. If the angry individual experiences an outburst of emotion it is important to not interrupt him or her until it is safe to do so. After the incident has concluded one should then sit down with the individual and discuss what caused the outburst and define the changes in behavior to change the feelings associated To effectively intervene with the office individuals outbursts of anger towards other members of the team one must learn effective communication skills to calm any possible situation and allow the participant to understand how a situation has become escalated. If an individual becomes frustrated over a change is workload. The individual may not be able to control his or her anger. If an angry outburst occurs it is important to communicate with the individual the correct method of dealing with his or her frustration. A theory known as CALM can allow an individual to address the three contributors to anger and aggression “What we think influences how we feel” (Winogron, Van Dieten, and Gauzas, 2001.) The employee may feel that his or her work schedule has been changed because of a negative factor (in his or her mind.) The factor can seem to the employee that management feels that he or she is not capable, or favoritism has been shown to another member of the team. If we discuss the possible reasons causing a change to workload redistribution, factors could be allocating an assignment to a team member with a lower workload to evenly distribute work. It is important that the team member discusses his or her concerns to uncover the reasons for the change before engaging in an angry outburst. If the employee has not noticed that his or her workload has changed it is important to intervene before an outburst can occur, by seeking out the employee and explaining to him, or her, what changes have occurred, and why these changes have occurred (Winogron, Van Dieten, and Gauzas, 2001.)
Outcomes Measured By providing the skills to reduce anger, such as breathing exercises or knowledge of the consequences of an angry outburst, or simply walking away from a situation is the second step for the realization of the physical cues that can signal or contribute behaviors associated with his or her anger. If other individuals recognize these cues they can also defuse the situation
(Winogron, Van Dieten, and Gauzas, 2001.) Showing the individual that his or her actions cause distress; not only to him or herself, but to others in the work environment. By changing behavioral habits the individual can learn to change his or her reactions and remain calm, promoting a friendlier work environment for everybody (Winogron, Van Dieten, and Gauzas, 2001.) The individual is not solely responsible for making changes. Other individuals in the workplace are responsible to encourage the individual to participate in team activities and learn methods to defuse an angry outburst. Showing equal amounts of compassion and empathy to every team member without showing anybody special treatment should reduce the anger and calm the work environment (Winogron, Van Dieten, and Gauzas, 2001) To see good results in the working force, all the members of the unit have to be able to work effectively together. The best way to deal with difficult members is to enforce staff meetings where everyone can settle his or her problems. Staff meetings are a good way to find better solutions for the work force and the staff will be able to perform better. “What care givers do, think, and how they behave can very much impact the work they are doing, and that work can and does impact the bottom line” (Douglas, 2010, p.415). Members of a working unit should able to communicate effectively together and help strengthen each weakness that the unit has; thus staff meeting is adequate for members with employees with anger issues. From each meetings/interventions, the staff will absorb much knowledge of how to be more assertive and learn how each of one’s own actions can affect other member’s feelings. Each member of a unit that is able to give recognition and act assertively toward others is showing an example of how everyone should act; and will provide the working space a more stable environment. A stable environment allows everyone to work better and it brings in more clients to the unit.

References

American Psychological Association. (2012). Controlling anger before it controls you. Retrieved

from http://apa.org

De Jong, P., & Berg, I. (2001). Co-Constructing Cooperation with Mandated Clients. Social

Work, 46(4), 361-374.

Davis, M., Fanning, P., & Mc Kay, M. (2009). Messages: The Communication Skills Book.

Oakland, CA: New Harbinger Publications, Inc.

Douglas, K., (2010). When Caring Stops, Staffing Doesn’t really Matter. Nursing Economics,

28(6), 415-419.

Germantown, MD. (2011). A Blueprint for Personal Healing. Retrieved from

http://compassionpower.com

MicrosoftClipart.com

Murphy, B. C., & Dillon, C. (2011). Interviewing in action in a multicultural world. (4th ed.).

Belmont, CA: Brooks/Cole, Cengage Learning.

Namka, L. (2001). Finding a Competent Therapist with Great Training. Retrieved from

http://angriesout.com
Winogron, W., Van Dieten, M., & Gauzas, L. (2001, April). CALM: Controlling Anger and

Learning to Manage It. ICCA Journal on Community Corrections;, 1(1), . EBSCOhost.
Witkin, S. L. (1999, May). Questions. Social Work. pp. 197-200.

----------------------- Figure 1

Suppressing

Calming

Expressing

Figure 2

External
Organizational

Organizations’ makeup

Role in organization

Relationships with members in organization

Internal
Individual

Coping skills

Behavior

Personality

Stress affects

Physical: • Headaches • Sleep issues

Psychological: • Depression • Irritability

Organizational: • Absenteeism • Turnover

(Microsoft Clipart)

(Microsoft Clipart)