A review on Conflict Management
Reporting from Beta Blogs.
Also known as: Ye gods, this is dull, isn’t it?
Well, I’ve got another two midterms today - Conflict Management, which I am by no means comfortable on, and Police Powers II. Best part is, my Word isn’t responding. Joy. On the plus side, I did post some of this stuff up here, so I can at the very least study that part of things, right?
Right?
-sigh-
Well, here’s a rough review. I’m not covering the blatantly self-explanatory stuff, and I’m not covering suicide intervention for the simple reason that I wasn’t present for the first class in it - I’ll be panicking about that once I get to school, and not before.
Definitions
Define a Crisis:
Refers to person’s feelings of fear, shock, distress about the disruption - not the disruption itself
Crisis is a perception of an event or situation as an intolerable difficulty that exceeds the resources and coping mechanisms of the person
A state of disequilibrium that occurs after a stressor (precipitating event), and the coping mechanisms fail; the person is unable to cope/function
Types of Crisis:
1) Developmental crises (c.f. Erikson). Normal growth of person and developmental stages may leave a person vulnerable and result in an abnormal result. (birth, death, left, retire)
2. Situational crises. Emerge when uncertain, unpredictable event occurs and individual has no way to control it
3. Existential Crises. Refers to inner conflicts/ anxieties accompanying realisations of purpose in life and/or respect, freedom, commitment, etc
Six characteristics of Crisis:
1. A crisis is both a danger and an opportunity. Danger = potential to overwhelm, and result in pathology/ suicide. Opportunity=to seek help and fain from experience, and thus grow.
Three ways one may react to crises
a) cope effectively by self (and gain from experience)
b) change in that they survive crisis, but block awareness and hurt, so it haunts them forever
c) break down psychologically and demonstrate they need immediate help
2. Complicated symptomology
3. Seeds of grown and change (wait, hang one, didn’t we just have this one?)
4. No. Quick. Fix. (so stop asking) No panacea. Pity, really.
5. Necessity of choice
6. Universality and idiosyncrasy (hey, we had this one earlier too!)
The Six individual strengths that may allow a person to be mildly defensible against crises:
1) Intellectual functions. The ability to act decisively and use problem-solving techniques
2) Interpersonal assets. Those who can rely on others for help; possess family and/or friends who offer support
3) Emotional rescues. Ability to help oneself, not fully reliant on others, ability to face problems, endure uncertainty, allow self to express emotions clearly and freely.
4) Hope. Having reason for living and for overcoming problems.
5) Self-motivation. Desire to take care of self, must want to come out as a winner.
6) Healthy personality. Basic personality of being able to ask for help, use help, make decisions, face challenges, enjoy challenges, and learn from past mistakes.
crisis intervention (history of it, signs of one in crisis, factors/causes of violence, appropriate responses)
Problem-solving
CAPRA:
C =Clients, A =Acquire/Analyse Information, P =Partnerships, R =Response, A =Assessment of Action taken
This model of problem solving is used by the RCMP
C
Clients - persons in need; persons to be addressed; direct/indirect clients (suspect or business group) and Communication
KNOW YOUR CLIENTS
A
Acquiring and Analysing the Information
To resolve the incident; to investigate offences requires knowledge of procedure, legislation, etc. Various sources
P
Partnerships
Within community & police field.
Referrals; building relationships with experts, groups,… yet retain control and establish boundaries
R
Response
Four categories: service, protection, enforcement, prevention
Arrest, mediation, referral, use of force, etc
A
Assessment
Of own actions; of outcome of decision; of prediction; establish criteria for the evaluation
Compare sevicie delivered with recognised standards
Learn from your response
You can learn a great deal more about CAPRA here.
Mediation
Parties in conflict should be separated, yet within speaking distance
One officer in charge of mediation
Establish ground rules: each allowed to speak, be heard without interruption, all agree to ground rules
Direct problems - address issues, not personalities
Officer directs flow of conversation
-address each person individually, by name
-ask ‘teller’ to take a few deep breaths before…
Actively listens to each party
No interruptions, unless necessary
Remain in control of emotions
Officer attempts to summarise the perspective of all parties, and requests feedback and/or clarification
Officer requests from parties possible solutions - you do not get to give advice*
Do not ridicule any proposed solutions
Even if opinion is requested, politely decline to comment
Officer asks other party if proposed solution is viable
Once adequate compromise is reached, each person should be asked if they agree to abide by the results of the mediation
Also known as: Ye gods, this is dull, isn’t it?
Well, I’ve got another two midterms today - Conflict Management, which I am by no means comfortable on, and Police Powers II. Best part is, my Word isn’t responding. Joy. On the plus side, I did post some of this stuff up here, so I can at the very least study that part of things, right?
Right?
-sigh-
Well, here’s a rough review. I’m not covering the blatantly self-explanatory stuff, and I’m not covering suicide intervention for the simple reason that I wasn’t present for the first class in it - I’ll be panicking about that once I get to school, and not before.
Definitions
Define a Crisis:
Refers to person’s feelings of fear, shock, distress about the disruption - not the disruption itself
Crisis is a perception of an event or situation as an intolerable difficulty that exceeds the resources and coping mechanisms of the person
A state of disequilibrium that occurs after a stressor (precipitating event), and the coping mechanisms fail; the person is unable to cope/function
Types of Crisis:
1) Developmental crises (c.f. Erikson). Normal growth of person and developmental stages may leave a person vulnerable and result in an abnormal result. (birth, death, left, retire)
2. Situational crises. Emerge when uncertain, unpredictable event occurs and individual has no way to control it
3. Existential Crises. Refers to inner conflicts/ anxieties accompanying realisations of purpose in life and/or respect, freedom, commitment, etc
Six characteristics of Crisis:
1. A crisis is both a danger and an opportunity. Danger = potential to overwhelm, and result in pathology/ suicide. Opportunity=to seek help and fain from experience, and thus grow.
Three ways one may react to crises
a) cope effectively by self (and gain from experience)
b) change in that they survive crisis, but block awareness and hurt, so it haunts them forever
c) break down psychologically and demonstrate they need immediate help
2. Complicated symptomology
3. Seeds of grown and change (wait, hang one, didn’t we just have this one?)
4. No. Quick. Fix. (so stop asking) No panacea. Pity, really.
5. Necessity of choice
6. Universality and idiosyncrasy (hey, we had this one earlier too!)
The Six individual strengths that may allow a person to be mildly defensible against crises:
1) Intellectual functions. The ability to act decisively and use problem-solving techniques
2) Interpersonal assets. Those who can rely on others for help; possess family and/or friends who offer support
3) Emotional rescues. Ability to help oneself, not fully reliant on others, ability to face problems, endure uncertainty, allow self to express emotions clearly and freely.
4) Hope. Having reason for living and for overcoming problems.
5) Self-motivation. Desire to take care of self, must want to come out as a winner.
6) Healthy personality. Basic personality of being able to ask for help, use help, make decisions, face challenges, enjoy challenges, and learn from past mistakes.
crisis intervention (history of it, signs of one in crisis, factors/causes of violence, appropriate responses)
Problem-solving
CAPRA:
C =Clients, A =Acquire/Analyse Information, P =Partnerships, R =Response, A =Assessment of Action taken
This model of problem solving is used by the RCMP
C
Clients - persons in need; persons to be addressed; direct/indirect clients (suspect or business group) and Communication
KNOW YOUR CLIENTS
A
Acquiring and Analysing the Information
To resolve the incident; to investigate offences requires knowledge of procedure, legislation, etc. Various sources
P
Partnerships
Within community & police field.
Referrals; building relationships with experts, groups,… yet retain control and establish boundaries
R
Response
Four categories: service, protection, enforcement, prevention
Arrest, mediation, referral, use of force, etc
A
Assessment
Of own actions; of outcome of decision; of prediction; establish criteria for the evaluation
Compare sevicie delivered with recognised standards
Learn from your response
You can learn a great deal more about CAPRA here.
Mediation
Parties in conflict should be separated, yet within speaking distance
One officer in charge of mediation
Establish ground rules: each allowed to speak, be heard without interruption, all agree to ground rules
Direct problems - address issues, not personalities
Officer directs flow of conversation
-address each person individually, by name
-ask ‘teller’ to take a few deep breaths before…
Actively listens to each party
No interruptions, unless necessary
Remain in control of emotions
Officer attempts to summarise the perspective of all parties, and requests feedback and/or clarification
Officer requests from parties possible solutions - you do not get to give advice*
Do not ridicule any proposed solutions
Even if opinion is requested, politely decline to comment
Officer asks other party if proposed solution is viable
Once adequate compromise is reached, each person should be asked if they agree to abide by the results of the mediation