Features > Tools & Tactics > Working through it
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Working through itBy Bridget Gourlay Living and working in Christchurch right now is tough. The constant aftershocks frazzle nerves and wake us from sleep. Grief, trauma, and uncertainty about our houses and our jobs are never far from our minds. Despite this, those of us with jobs still have the same workload as before — if not heightened from quake disruptions, colleagues leaving Christchurch and the added work of changing premises. Clinical psychologist Dr John Dugdale says when there’s serious disruption there’s a loss of cohesion; and people don’t function as well as they used to. “There is so much uncertainty ahead. I’ve got the theory that uncertainty is psychologically one of the most difficult things to work with. That’s why the terrorists use it. They know it freaks people out because you can’t pin it down.” Meeting deadlinesIn the workplace in Christchurch today, staff need understanding, calmness, certainty and information. Those in leadership roles want motivated engaged inspired staff. Dugdale says talking with and not at employees, in an honest direct open and appropriate way works best. Employees should be invited to help solve any difficulties. For example, an employer could say “I understand that you are worried about getting the house insurance sorted, but I would like to discuss how we can help you fit that in and still maintain work deadlines.” Tackling fearWe’ve all seen, after the earthquake, how each person reacts differently. Some seemed to recover quite quickly, even if they saw or experienced terrible things on February 22. Others have taken longer. Some people feel scared whenever they leave their houses and others feel fine when they’re out and about but become panicked when at home. Some are fine during the day but have trouble sleeping at night. Dugdale says that’s because we all have different life experiences and different personalities, meaning everybody is affected by this major event in a different way. For those with serious earthquake fears, Dugdale says their colleagues should work with them to encourage small steps. For example, if they are returning to work at a fourth storey building, they should be encouraged to go up the steps to the first floor, then further if they feel able. Dugdale says persuasion is ineffective for dealing with fear. Instead of saying “of course you can go up four storeys, you can cope with that!” a manager should say “Why don’t you just try the first level and see how you go, because you might find you can do more than you thought you would.” Resolving conflictWith sleepless nights and heightened stress, many workplaces may have had more than their usual share of frayed tempers. When it comes to resolving conflict, Dugdale says it’s important to “keep arousal levels down. When people get too angry they say and do things they don’t mean. Criticism isn’t helpful; it’s about power not problem-solving.” He says it’s important to label the act, not the person and to focus on the positive. Using ‘I’ messages instead of ‘you’ messages is also important — when resolving conflict, communicate what you’d like instead of saying ‘you should’ or ‘you never.’ For example, try starting a sentence with ‘I’ve noticed you sound…” or “how would you like to deal with…”. Avoid saying “You should/must/ought to…”. It’s also important for employers to be positive where they can, and have fun events like themed morning teas and Friday night drinks to lift people’s spirits. For extra support contact your GP, or phone 0800 777 846 or go to www.canterburyearthquake.org.nz
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