Appendix I: The Hawkins-Mitchell Spin-Free Workplace Model for System-Wide Emotional Continuity Management

INTRODUCTION

In order to acknowledge and balance emotions in the workplace, a systemwide approach to Emotional Continuity Management begins with a buy-on process from the top down. Without complete buy-on from the top there will not be sufficient support to back up a manager who is confronted with the natural, subsequent challenges and resistance. If an Emotional Terrorist is in the midst of the employee pool, the manager absolutely must have support and backup from superiors.

Once the top officials, CEOs, owners and administrators buy on to the concept of managing emotions in the workplace, the process can begin by providing managers with training in the sets of tools necessary. An ordinary employee transitional process or a significant change can stir up emotions from small to large. Whether the changes are internal or external, natural or man-made, change is easy for some and difficult for others. This is why the exact same training program will then be introduced into the working population. Standardized trainings, follow-ups, individual recommendations, adjustments and fine tunings comprise the introduction of any solid new procedure into a system.

When the systematic introduction of new, consistent information starts moving through the organization it always moves toward the top. The top administrator must become the containment lid for the bubbling and stirring process of systemwide change. If the administrator is committed to the theory, plan, and process the organization quickly stabilizes. If the administrator is ambiguous or oppositional, the emotional backlash will move back down toward the bottom of the system.

All emotional fluctuations, grievances and anomalies are instantly reflected back into the system for integration and absorption . Or, they become more emotional substance that creates more spinning and disruption. Management is left to control all adjustments. If the manager has been trained to respond appropriately to these fluctuations the emotional content can be absorbed by a healthy system. If managers have been trained to recognize what is normal and what is a threat to containment and adjustment, they can implement a variety of new tools and options to increase their effectiveness. Clear directions with consistent information stabilize the flow of emotional energy in the system as it moves toward anticipated outcomes rather than toward escalated emotional spinning.

The top-down process validates and legitimizes that everyone is on board. This significantly increases loyalty for all stakeholders. The bottom line is encouraged as outcome. At the same time, everyone sees that their emotions matter, when well managed within workplace-appropriate boundaries. If people are not on board with the process, they are quickly identified as anomalies in the system. Managers can offer them increased training, education, readjustment, reorientation, encouragement, or appropriate transition out of the system. New system standards are established with a set of expectations defined internally and internally managed. This increases stakeholder buy-on for management as well as line staff. Rather than escalating the "Us vs. Them" dynamic, it can become "Us for Us."

A well-conceived Emotional Continuity Management process provides clear definitions, reinforces company-wide expectations, and provides the entire system with easily accessible, practical, industry-appropriate tools. If there is any kind of simple leak, tear, break or rupture in the system, it can be quickly repaired or managed if it is an expectation of the dynamic of change. Management will have a tool available and ready to go. If the rupture is catastrophic, management will have a cadre of resources beyond peers. It is useful to pre-train systems before there are incidents and introduce them to the resources available. During a catastrophic event external providers can be seen as "outsiders" or "heroes." Law enforcement and fire service organizations have discovered that when systems are in place before incidents, counseling and debriefing by external providers is seen as an internal policy decision that does not become an additional external threat in times of disaster or catastrophic challenge.