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Module Seven: The Parallel Process and Team Meetings. Parallel. Process. Organizational Stress. PARALLEL PROCESS When two or more systems – whether these consist of individuals, groups, or organizations – have significant relationships with one another, they tend to develop similar: - PowerPoint PPT Presentation
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Module Seven:The Parallel Process
andTeam Meetings
The organization is a living, growing,
changing system with its own unique biology.
It is therefore every bit as susceptible to
stress, strain & trauma as the individuals who
live and work in the organization.
Complex interaction between traumatized
clients, stressed staff, pressured
organizations, and oppressive social
and economic environment.
PARALLEL
PROCESS
Organizations, like individuals, are living,
complex, adaptive systems and that being
alive, they are vulnerable to stress, particularly chronic and repetitive
stress.
Organizations, like individuals, can be traumatized and the result of traumatic
experience can be as devastating for
organizations as it is for individuals.
ORGANIZATIONAL STRESS
CHANGES IN FINANCING
DECREASES IN TRAINING, MORE
PAPERWORK, MORE SURVEILLANCE
FEWER STAFF, RAPID TURNOVER
LESS PROFESSIONALLY DEVELOPED STAFF
AGGRESSIVE CHILDREN & ADULTS
ADAPTED TO VIOLENT NORMS
ORGANIZATIONAL TRAUMA
PARALLEL PROCESS
When two or more systems – whether these consist of individuals, groups, or organizations – have significant
relationships with one another, they tend to develop similar:
K. K. Smith, V.M. Simmons, and T.B. Thames, The journal of applied behavioral science, 1989. 25(1): p. 11-29.
Feelings Behaviors Thoughts
Treatment programs today experience significant and CHRONIC STRESS
Many exist within a context of constant or CHRONIC CRISIS
This results in CHRONIC HYPERAROUSAL
Results in LACK OF SAFETY and BASIC TRUST
ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE
Lack of organizational EMOTIONAL MANAGEMENT
Communication networks breakdown under stress COMMUNICATION FAILURE
Important topics become “undiscussables” ORGANIZATIONAL ALEXITHYMIA
Organization stops learning from itself DISSOCIATION
ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE
Organizational memory is lostORGANIZATIONAL AMNESIA
Feedback loops breakdown & failure is repeated SYSTEMATIC ERROR REENACTMENT
Poor decisions, problem solving LOSS OF DEMOCRACY & LOSS OF COMPLEXITY
Helplessness about problems LEARNED HELPLESSNESS
ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE
Staff increasingly powerless DISEMPOWERMENT
Conflicts increase and are not resolved IMPOVERISHED RELATIONSHIPS
Leaders use formal authority to respond INCREASED AUTHORITARIANISM
“Dumbing down” of staff LOSS OF CRITICAL THINKING SKILLS
ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE
Punitive measures to effect change make things worse SELF DESTRUCTIVE BEHAVIOR
Staff respond with increased passive aggressive , punitive behavior INCREASED AGGRESSION
Everyone feels loss of purpose, meaning, opportunity UNRESOLVED GRIEF
Ultimately, ORGANIZATIONAL DECLINE ; FORE-SHORTENED FUTURE; FAILURE OF IMAGINATION
ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE
Clients
Feel unsafeAngry/aggressiveHelplessHopelessHyperarousedFragmentedOverwhelmedConfused Depressed
Staff
Feel unsafeAngry/aggressiveHelplessHopelessHyperarousedFragmentedOverwhelmedConfused Demoralized
Organization
Is unsafe Punitive Stuck Missionless Crisis Driven Fragmented Overwhelmed Valueless Directionless
Parallel Process
As a result, our systems frequently replicate the very experiences of abusive power that have
proven to be toxic and traumatic for the children and families we are supposed to treat and educate.
Deeply rooted change in clients, staff AND in Systems
Changing Mental ModelsChanging Basic Beliefs
Organization identifies norms to
be established
Sanctuary commitments
Sanctuary staff training
Safety plans
Universal training
Create mechanism to regularly familiarize all members with the
norms
Community Meetings
S.E.L.F.
Team meetings
Red flag reviews
S.E.L.F. Psychoed
The community as a therapeutic agent of
change
Sanctuary Implementation Guide
Sanctuary Core Team
Sanctuary technical assistance
CHANGING THE CULTURE
PRACTICETalking about power
DISCUSSIONReenactment in Your Workplace
Victim
RescuerPersecutor
DISCUSSION QUESTIONS
What are some examples of reenactments you have seen between the staff at your setting?
Are certain groups, departments, divisions more likely to fall into certain roles of the reenactment triangle? If so, why might that be?
How do issues of power or perceivedpower contribute to reenactments among the staff or with the clients?
THE SANCTUARY TOOLKIT
Commun
ity M
eetin
gs
Safety
Plans
S.E.L.F.
Psych
oedu
catio
n
Red Fl
ag M
eetin
gs
Team
Mee
tings
S.E.L.F.
Treatm
ent P
lannin
gSanctu
ary To
olkit
Active, focused meeting where every member
Feels comfortable talking and listening
Is engaged and contributes
Shares insights and generates new ideas
TEAM MEETING: WHAT IS IT?
THE BENEFITS OF AN EFFECTIVE
TEAM MEETING INCLUDE:
• Opportunity to discuss client issues…• Ideas for working with individual clients or the whole
group… • New initiatives to improve the activities or events on the
horizon.• Open forum for addressing staff concerns, communication,
and teamwork.
TEAM MEETING: WHY DO IT?
Ask for (and accept) feedback
Set a clear agenda, preferably available in advance
Everyone on staff should have the opportunity to put items on the agenda.
TEAM MEETING: HOW TO LEAD IT
Look for ways to delegate responsibility for aspects of the meeting to staff.
Note: Announcements are sometimes necessary, but they should be kept to a minimum at Team Meetings.
TEAM MEETING: HOW TO LEAD IT
Yes No Somewhat
Democratic decision making
Team refrains from blaming/shaming Youth and each other
All levels of staff participating
Community Issues discussed
S.E.L.F. discussed in relation to community
During rounds, team balances time spent on discussing youth’s problems with creating a shared treatment plan
TEAM MEETING CHECKLIST