People Enjoying A Common Environment
When we think of the enormous amount of time that is spent in our work environment, many do not enjoy their time in their environment.
1. What does peace mean to you and your family? By definition: freedom from disturbance; tranquillity.
“He just wanted to drink a few beers in peace”
synonyms:
tranquillity · calm · calmness · restfulness · peace and quiet · peacefulness ·
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2. a state or period in which there is no war or a war has ended.
“The Straits were to be open to warships in time of peace” ·
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synonyms:
law and order · lawfulness · order · peacefulness · peace ableness · harmony ·
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3. (the peace) a ceremonial handshake or kiss exchanged during a service in some Churches (now usually only in the Eucharist), symbolizing Christian love and unity
How can we find this illustrious state of mind and physical wellbeing to ensure our mental health and safety?
The main illusive question is who is responsible for this environment when we are at work?
WIKEPEDIA says, Peace is a concept of societal friendship and harmony in the absence of hostility and violence. In a social sense, peace is commonly used to mean a lack of conflict and freedom from fear of violence between individuals or groups. Throughout history leaders have used peacemaking and diplomacy to establish a certain type of behavioural restraint that has resulted in the establishment of regional peace or economic growth through various forms of agreements or peace treaties.
Many rely on the workplace policy and code of conduct and the HR
department to enforce and manage the breaches through punitive methods which do not really have a lasting and resolving effect. At times, their reactive and even preventative actions create a smoke screen and temporary stillness, numbing all who witness their colleagues dragged through the workplace processes within their power.
When writing my PhD, at the WSU, I chose to research “How managers deal with conflict and bullying and harassment effectively in the work place” as without appropriate resolutions, so many lives are disrupted and affected, including family and other workers who either witnessed or attempted to help their colleagues.
Mr Garling headed an inquiry into acute care services in NSW public hospitals following the death of schoolgirl Vanessa Anderson at Sydney’s Royal North Shore Hospital in 2005. She was taken to the hospital after being hit in the head by a golf ball.
- Brodie Panlock a young waitress from the busy Melbourne café Vamp in Hawthorn, who jumped to her death, after being bullied in the workplace, from a multistorey carpark in Melbourne
- Nurse Michelle Beets who had her throat slit as she approached her Chatswood home by a conflicted and disgruntled nurse (another Royal North Shore hospital ex-employee and report).
- Dr Eric Gassy leading Psychiatrist from the Bankstown hospital who shot Dr Margaret Tobin of a similar role, from St George hospital 4 x times.
There is clearly a need for effective and efficient identification, prevention and management of Workplace Bullying and Harassment attributed to cause severe mental illness too often, fear, depression and anxiety.
This opened my eyes to the recognition to achieve PEACE and maintain Workplace Safety, every person in the workplace has a duty to take reasonable care of their own health and safety but also not adversely affect another person’s health and safety.
Arthur Schopenhauer says “Every truth passes through 3 x stages before it is recognised:
- it is ridiculed;
- it is opposed;
- it is regarded as self-evident
We all need to step up, quit the focus on post-incident remedy relying on working with Human Remains.
Still unsure, please read more, as on the 26th November 2012, the House Standing Committee on Education and Employment confirmed that workplace bullying can have a profound effect on all aspects of a person’s health as well as their work and family life. It also has significant flow‐on effects for the community and the economy, with the Productivity Commission estimating the total cost of workplace bullying in Australia at between $6 billion and $36 billion annually.
“The Worse You Behave, The More You Seem, to be Rewarded”: Bullying in Nursing as Organisational Corruption Employee Responsibilities and Rights Journal September 2009, Volume 21, Issue 3, pp 213-229 Date: 18 Feb 2009 by Marie Hutchinson, Margaret H. Vickers, Lesley Wilkes, Debra Jackson.
The Author’s research findings make it more obvious that when employees do not clearly understand what is and is not bullying, they are not able to appropriately deal with a perpetrator assertively.
Identifying, Preventing and Managing Bullying and Harassment in the Workplace.
The benefits and justification for this level of training for all employees is that it mitigates risks of harm and leads to improving management training in conflict resolution in the workplace. The concept of an organisation changing from the traditional to contemporary is a globalisation employee and employer expectation. Table 1.1 the Changing organisation Page 7 Robbins, Bergman, R, Stagg, I & Coulter, M2012.
The research shows how the wider the gap in competency in management intervention the more damage is done to the workers and the organisation.
The employees, as individuals, when subjected to bullying and harassment in the workplace suffer from:
- Suicidal ideation and premature death
- Frequent or increasing absenteeism also presenteeism
- Mood fluctuation (irritable, teary, vacant) mental and psychological health issues
- Voluntary isolation as targets of bullying and harassment
- Low Productivity (Procrastination, forgetful) low profits
- Low Motivation leading to poor outcomes
We know that doing the same thing, means: We cannot expect to obtain better results, certainly unless we learn how to: Identify, Prevent and Manage Bullying and Harassment in our workplace.
The benefit to workers and their families is the attainment of desired output are achieved by improving effectiveness, efficiency and maintaining safety in the workplace and PEACE, i.e. People Enjoying A Common Environment. ©
For assistance contact: www.InvestigationandMediation.com.au
About the Author
Jean-Marcel Malliaté
Masters in Dispute Resolution (MDR Law faculty UTS)
Cert II Security Operations (Pending)
1st Aid Certificate 2021
Commercial & Private Investigator (NSW Police CAPI Lic: 411750343
Private Security & Investigator (Victorian Police: 1434 & 820B
Cert IV Investigation Government Agencies 2018-2019 (ICETS)
Cert IV in Leadership & Management 2016-2017 (LMA)
Cert III, Workplace Investigation – Factual Reports
Nationally Accredited Mediator (Adv Panel, LEADR 1995 & Fellow of the Resolution Institute, 2017)
Registered Family Dispute Resolution Practitioner (FDRP, Federal Attorney Generals Dept R:1004074)
Competency requirement of the Grad Dip Family Dispute Resolution (FMC CHC80207)
Child Protection Multicultural Caseworker (NSW Dept of FaCS)
Certified Workplace Assessor & Trainer (ACWA)
Cert Conflict Management Coach (Resolution Institute)
Adv Dip, Applied Social Science (Australian College of Applied Psychology- (ACAP)
Assoc Dip Counselling & Communications (ACAP)