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Emotional Terrors in the Workplace: Protecting Your by LMHC Vali Hawkins Mitchell Ph.D., FBCI Philip Jan Rothstein

By LMHC Vali Hawkins Mitchell Ph.D., FBCI Philip Jan Rothstein

The failure to thoroughly deal with the sufferers and the emotional dimensions of company difficulties alterations opposed occasions into crises and catastrophes. This booklet goals to arm staff and executives with the instruments essential to deal with emotional misery.

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Additional info for Emotional Terrors in the Workplace: Protecting Your Business' Bottom Line: Emotional Continuity Management in the Workplace

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Vali's Emotional Tornado Scale© Range Damage V-0 38 None Potential Behaviors and Examples Normal general whining, non-specific complaints about life's annoyances and daily challenges. No demand for alignments. Share and vent. I hate Mondays when everything is a mess. Chapter 1: Rotations: What is Spinning? Chapter 1: Rotations: What is Spinning? V-1 V-2 V-3 V-4 V-5 39 Specific complaints focused on specific people and issues. Some expectation for Noteworthy alignment. Joe never cleans his desk.

It evolved into a full-tilt emotional spin. Within a few weeks the entire community, which was small and prided itself on its "everyone-knows-everything" mentality, was divided by rumors and politics. The Chief, who based his prestige on election consequences in the community and depended on favorable perceptions for funding generosity, was extremely nervous. He began an affair. Dennis continued to complain while the troubled manager became more defensive at work and sullen at home Learning Byte Tyke was not neutral.

This subtle dynamic ultimately affected several hundred individuals in eight departments. O. generated this conflict because of a need to be perceived as All-Knowing. O. did not appreciate that his leadership style created division between the ranks. A trickle down dysfunction turned into a full system emotional spin. O. " He would give them special favors and then drop them on their heads as his favors shifted to someone else. point of origin dysfunction came from the top down and interventions were sabotaged at the top.

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