![]() Stage of escalation: Is this an isolated incident, or a recurring, ongoing or longstanding problem? What interventions have already been tried, and with what results? Nature and extent of problem: What specific behaviors are involved? What is the impact on the target? How widespread is the problem? What is its impact on the work unit? Harassment policy violation: Help the complainant to report the problem to institutional resources such as Human Resources or a designated harassment advisor Descriptions: Suspected criminal behavior: Notify senior management (unless they are directly implicated) and police. ![]() Know your mandatory reporting responsibilities, and any duties to warn others. Immediate risk or danger: Notify senior management, security, police. Typical response patterns might be: Urgency: Once the concern reaches the appropriate contact point, then preliminary identification of the issue and assessment occurs. Initial Judgment Call About How to Proceed Training should include use of problem solving scenarios, so that staff will know how to handle a wide range of situations, and be able to respond quickly and appropriately. They will need to be able to make a judgment call about whether it should be reported, and to whom. The person who initially becomes aware of a bullying or harassment situation may not have formal responsibility for dealing with it. At the same time, there is a need for clearly identified reporting protocols for situations that have escalated to levels that require more formal action. Training and publicizing contact information for referral points throughout the organization is important, and it’s also wise to identify, train, and support the informal problem solvers to whom people in the workplace tend to take their concerns. ![]() Early intervention means paying closer attention to observation, informal, and third party reports than may traditionally have been the case the objective is to deal with things early on, and at relatively low levels of intervention. ![]() Start your own Flow Chart by downloading this template in PowerPoint and keying in your information.Explanatory Notes for the Diagnostic Flow Chart How Problems Come to LightĪs people become better informed about workplace bullying and harassment, incidents can come to light in a wide variety of ways from many different sources. In the example below (see Figure 1), this will involve following a patient on anticoagulants from when they first see a surgeon, admission for surgery and post-operative care. One way to do this is for the team to write down the current process on a whiteboard. The second step is a more detailed Flow Chart of all the steps that the patient may take on their journey. The first step in developing a Flow Chart is a high level flow, which provides a helicopter view. Often a Flow Chart may reveal that a process does not operate the way management or the operators in the process actually think it does. A Flow Chart is recommended as the first step in almost any study. It is a road map of where things are happening, the order in which things happen and the relationships between parts of a process. A Flow Chart provides a systematic, visual display of the components of a process.
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