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Issues that Impact Organizational Care - Coggle Diagram
Issues that Impact Organizational Care
Powell “When Should They Leave: Retention and Referral of Personnel in Field Settings” by Timothy R. Sieges p. 353-362
Question One: Onset p. 355
Is there a clear antecedent, precipitating event or condition, onset to the crisis?
Identifying antecedent usually creates success treating a problem in a field setting
What change have taken place recently in the person's vocational, physical, social economic or spiritual world?
Question Two: Duration p.356
Length of time problem has been present
As duration increases, probability for treating problem in field decreases
Long term problems don't remediate quickly or easily
Question Three: Pervasive p. 357
How pervasive is the impact of the situation?
Disruptiveness to the missions goals
Putting out fires
Question Four: Intrusiveness p.358
How does the crisis affect the main participants?
Reaches a peak when member is taking more than giving
Could be making others pick up slack
Question Five: Harm p.359
The issue of harm or danger to themselves or others
Not just physical but psychological or relational harm as well
All should be taken seriously
Dodds, Vol 2 “Effective Communication: Truth, Trust and Nurture” p. 99-119
Five personal aspects of communication p. 100
Self-concept
self-disclosure
listening skills
clarity of expression
coping with angry feelings
Three things to use regarding persons communication p. 101
Attitudes give rise to habits
Habits exemplify underlying attitudes
Our perceptions don't easily change
Nurture Nourishes Relationship p.103-105
Twelve Good Habits
Twelve Communication Killers
SALT makes wounds & SUGAR is healing
Essential Communication Skills p.107-113
Using "I" Statements
Active Listening
Feedback Skills
Clarity and Precision
Wise Words
Immediacy
Appropriate Assertiveness
Conflict Skills
Dodds Vol 3 “When Should People Leave the Field?” p. 198-219
Four Levels of Interventions p. 201-204
Level 1: Not dramatic, every day actives to promote growth
Level 2: Periodic tests to discover problems
Level 3: When person becomes aware of problems
Level 4: Situation is life threatening
Debriefing p. 204-206
To examine what took place and what the outcomes were
An intentional scheduled listening time where person tells story
If we don't then we lose an opportunity to process
Everyone needs it
Conducting the Debriefing p.207-212
Planning for debriefing
Choose Interviewer
Choose Place
Create environment of safety
Time Frame
Have your goals clearly in mind
Make sure they feel heard
Empathize
Help person gain perspective and summarize
Identify needs and mobilize resources
Conduct Debriefing Interview
Ask person to tell story
Ask questions
Inquire about immediate and furlough needs
Bring loving closure, validate persons experience
Interviewer tasks after Interview
Write up summary
Write your assessment
Organizational resources to mobilize
Issues for organization to work on
Follow up after interview
One to three days later
One week later
One month or so later
End of six months of home assignment
Voluntary Leaving p. 214-216
Discouragement
Loss of Vision
Health Problems
Disillusionment
Aging
Crisis
Interpersonal Relationships
Cross-cultural marriages
Workload
Oppression and Evil
Dodds Vol 3 “The Scope of Care Diversity - Who Needs Tailored Care?" p. 220-241
Family Effectiveness p.221
Personal and Family unit adjustment
Satisfaction with living overseas
Engagement in enjoyable activities
Successful coping with day-to-day life
Children on the go p.222,223
Enable parents to make friends faster
Benefits outweigh struggles
Become vital part of effort
Moms with Young Children p.224,225
Need help and encouragement
Need active role in org.
Single Parents p.226,227
Caring community can be like family
They need time off too
Members with "Home as Office" p.227,228
Due to financies
Hard separating work time from family time
May create stress or tension
Leaders p. 228-230
Overloaded with work
24 Factors that put leaders at risk
On the field longer
Singles p.231-237
People have the mentality that they can do without
Stronger possibility of loneliness due to not having partner
Assumption that they have a lot of free time
Retired Persons
Re-entry can be daunting
Loss of work or friends cause stress
Some agencies provide housing for members so they can share experinces
Members with Mental Health Crisis p.238
Difficulties of life trigger mental illness
Org can provide counseling
Dodds Vol 3 “Dealing with Moral Failure” p. 242-257
Behaviors that constitute moral failure p. 244
Marriage Breakdown
Spousal abuse
Child sexual abuse
Incest
Rape
Sexual abuse
Porn
Theft
Embezzlement
Neglect
Dishonesty
How to recognize trouble p. 249,250
Loss of competence
Missing work
Ignoring family needs
Frequent unexplained absences
Missing group activities
Decline in motivation
Vague Explanations
Loss of spiritual vitality
Funds are missing
Falsification of records
Lies
Questions used to Evaluate Situation p.252
Is there a clear Antecedent?
Duration of Behaviors?
How pervasive is impact of behaviors?
How intrusive are behaviors?
Is there potential for harm?
Does counselors training match persons needs?
Does counselor have time to treat person?
Are there appropriate treatment options?
What will counseling cost counselor in terms of time?
Will treating prolong his/her recovery long term?
Questions for Administrator to Ask p. 252
What are potential benefits or liabilities to keep person on field?
Is this persons behavior a threat to org?
What is the preference of person regarding help?
Are there existing services to help meet needs of person?
What is probable impact of persons presence on community morale?
What is impact of persons presence?
Is harm caused?
Is change in sight?
Is member willing to change?
How much support service is needed?
How many other people has this impacted?
What does it cost to keep person on field?