Rookie Stress Program: Line Level Supervisor/Human Relations Training, Executive Summary Report

The author(s) shown below used Federal funds provided by the U.S. Department of Justice and prepared the following final report:

Document Title: Rookie Stress Program: Line Level Supervisor/Human Relations Training, Executive Summary Report

Author(s): Miami Police Department

Document No.: 185935

Date Received: December 19, 2000

Award Number: 96-FS-VX-0003

This report has not been published by the U.S. Department of Justice. To provide better customer service, NCJRS has made this Federally- funded grant final report available electronically in addition to traditional paper copies.

Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. Law Enforcemznt Psychological ad Counselfng Associutts, Tnc.

EXECUTIVE SUMMARY REPORT

P ROOKTE STRESS PROGEM LINE LEVEL SliPERVISORI 'J HLWVRELATIONS "IXG

'7 ***** - '1.

1 Submiued By: Ciy of Miami Police Depamnent

? I and J Law Enforcement Psychological and Counseling AssociareS, Inc. 1

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Lzw Enforcement Psychological and Counseling Associates, Lnc. in conjunction with the Mami Police Department developed and implemented a stress trainrng propam '! for newly hired police officas and their si-dkant others. The objective of project was to provide proactive, preventive inmentions that target the saess and emononal strains that are often experienced by rookie officers and their families. In addition, a suppiemad training program was zlso conducted which provided intensive line level supemisor skills raining to all Sergeants and FTOs in the Miami Police DeparrmenL The emphasis of the supervisory training was inmpersonal skill building and human relations managemat to enhance the supervisors zbiliry to recognize and deal With subordinates' stress. Boh programs were supported and funded by the National Lnstiture of Justice (NU through grants received as part of the Law Enforcement Family Demonsuation and .__ Training Program. The projects were conducred during the tenures of Chiefs Donald g Warshaw and William O'Brien who both monitored and supported the programs. The impetus for the above programs was the expected great increase in newly hired officesduring the proposed grant period (1997 - 1999). Although the addition of officers was a needed and positive event nonetheless rapid addition of manpower in a 11 relative &on period of time places sign5cant strain on selection, aaining. and in pdcular, hesupemisor functions of the depanmenL A lack of supervisory atfention and inadequate services to meet the needs of new oficers often results in a grearer number of these offken experiencing signXcant amounts of fume work and personal relared problems. It should be noted that the Miami Police Department already had in place a sophisticated and well established Officers Assistance Program. However, it was theorized that additional prog;rams and services needed to be created to berm meet the speciaI demands and needs of those directiy affected by the mass hiring. Namely, the rookie officers themselves, their sigmfkant others and field level supervisors who were respcm&le for integrating these new officers into the department-

The emphasis of the NU demonstmion project was to develop, demons- and 1c assess innovative aess reduction propms for law enforcement personnel and their families. In this regard,projects were to be seen as pilot pr0gn.m~which could be evahed and modified through ongoing process evaluation. The ultimate outcome was to then have these innovative programs institutionalized and serve as models for other law enforcement agencies who had interm in stress reduction programs. The Miami Police Department project certainly fit the above description and was most ambitious in its scope and desi- Ostensibly, in a brief period of time the department and specifldy its 3 wdtanIs had to design, implement and evaluate training programs which .w-zrg of great magmfude, detail and complexity. As discussed in the following repoc the logktical and practical efforts to achieve our goals were greater than imagined and took consmt effort and fkib;iirv for all those involved. It is not an easy task for an essentially undermanned urban police department to coordinate and schedule counseling and mining sessions for WyhlrnnrPn of nirical line pmonnd Throughout this process, the psychological coetsand police liaison depmenul staff frequently met and discussed means to cfeate a smooth and effective running program. We are most proud that all program senices were pracacaL aimed af and for the direct benefit of critical personnel who were assiped predominantly to pan01 functions. It also speaks well of the Miami Police Deparrmmr that they took on this large endeavor and allowed extensive survey work to be carried out with program participants. Hopefully, what we learned from this

feedback will be of ongoing value to all concerned. Despite usual startup problems. the progxams certainly proved more needed and impactful than was ever hppothesized.

1 Lastly, I would personally like to thank Chief Donald Warshaw, Chief W3Lb.m O'Bnen and their staff for their suppon and assistance. Of course. I speak for the en~e 7 police deparrmeat in thanking h?J and SPecrficaUy the demonsaarion project staff for the& ,.'1 constant assistance and the opportuniry they provided us.

3 1 3 f

b PRlMARY GOALS OF NJROOKIE PROGRAM MIAMI POLICE DEPARTMENT

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PRLMARY GOALS OF MJ ROOKIE PROGRAM W POLICE DEPARTMENT (Continued)

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Although the first session is somewhat structured and didactic, a significant amount of time is also allocated to working through any particular issues-or stressors the officer or significant other feels is important.

Focus primarily on procedures for utilizing therapeutic services, demystifying and discussing any misconceptions regarding , counseling services

Discuss my stressors and pitfalls associated with police work and exploring any past and current difficulties faced by the rookie officer

Discuss with officer's significant other, if present, input about their experiences with officer's job, lifestyle changes, or arising issue? - Review officer's pre-employment psychological with officer and highlight areas of strengths and weaknesses

Provide and review educational materials on stress management

SLXWYOF CONTENT OF SESSIONS IN ROOKIE PROGRAM (Continued)

Emphasize seess management techniques and lifestyle habits that are

.J1 conducive to minimizing psychological stress

7 Provide an opportunity to discuss their progress and adjusnent to law enforcement

Discuss specific expectation they have or that they must *.meet to successfblly continue their training

Address any specific stressors that have arisen since session one as well as how they have handled stressful situations they have encountered 4 during their patrol duties

When appropriate, the counselor and officer may discuss more.-_ - -

advantageous ways of dealingw with the difficult situations presented

Again, additional pitfalls are covered, focusing primarily on relationship issues and the effects of police work on their home life

Issues of police misconduct and corruption are also discussed

Provided educational materials related to relationship issues, the building

SuIML;51AR Y OF CONTENT OF SESSIONS IN ROOKIE PROGRAM (Continued)

As opposed to the fust session, this ha1session is more open ended and directed by the needs of the officers. Verbal feedback regarding their . 7 experiences in the counseling p~o~g-axnis encouraged as well.

Focus on providing follow-up on individual issues presented by the officer in addition to reiterating important concepts previously presented

Discuss pitfall they have so far witnessed or experienced as well as reiterate , possible personal and professional pitfalls, including alcoholism, anger control, excessive reliance on off-duty income, extra-marital relationships f ~ and so forth

~ Obtain accurate and valid feedback regarding the rookie counseling prourn and career experience by providing officers with a confidential feeahck f questionnaire Provide officers with self-assessment questionnaires targeting anger, family interaction patterns and alcohol abuse potential

I ROOKIE3 PARTKPATING IN PROGW 191 - 1 1 NUMBER OF INDIVIDUAL SESSIONS 402 I

ROOKIES PARTKIPATING BUT NOT COMPLETING THREE SESSIONS 151

~ I ROOKIES' SPOUSE/SIGNIFICANT OTHER 111

ESTIMATED NUMBER OF ROOKIES 3 NOT PARTICIPATING IN PROGRPFM 16

1 IN ADDITION TO INDIVIDUAL SESSIONS, EACH ..- - GWUATING ROOKIE CLASS WAS ADDRESSED BY A PROGRAM STAFF' MEMBER DURING A TWO (2) HOUR MINI-WORKSHOP ON FAMILY ISSUES AND POLICE -11 1 WORK

Pressures to coiiforrrilacl like other officers b .. I ..

Drinking alcohol rnore frequently

Doubts about conliriuirlg career as a police officer

Coriflicts wilh peers

Cori llic t s wilh supervisors

Ruinorslargunienls willi/or among coworkers

Spending more money lhan I make

Concerns aboul physical dangers of job

I ncr en sed arg uirig with spot I selsig . Olher

I.oss of Iricwclsliips siiice Iiegirirliiig 1.e. career

Observing laziness/lmor perfoririarice of other officers

Long hours

Less time with family

0% 10% 20% ' 30% 40% 50% 60% 70% 00% 90% 100% PERCENTAGE OF ROOKIES REPORTING CONCERN

.. . " . Rcview lire-ernploytrient psychological .. . .. , . ..*' Relaxation training

t iandouls on stress management

Handouts or1 relationship issues

I(ow jealousy. power, etc affects family

f'rol)lenis with sliiftwork/overtime on family

Presstires toward alcohol

MOWYand overspending (debt)

Prcssiires towards corruplion

I low tlillcrcril aspccls of police work affecls the family .. I.. 1

I3eview of services offered to MPD employees

0 0.5 '1 1.5 2 2.5 3 3.5 4 DEGREE OF IMPORTANCE

Observing pollco corruptlonlmisconduct

0 tis e rv iri y la z iri esslpoo r perfo rriia ric e of o t hor off Icers

Physical dangers 011 the Job

Less time witti famity

Traffic stops

Iricrcasetl argiiiriy witit spousc/sig.other

Speiitlitig riiorc rrioricy tliari I have

Departtneri t al pollt ics

Rumorslargumeiits withlamong coworkers

Shiftwork

Conflicts with sirpervisors

Press iircs to coliforiiilac t I1 ke other officers

Effcctliig arid iiiaklng an arrest

At tcritllrig court

Report wrltlrig

Drlriklrig ~lcolioliiioro froquoritly

Worklng the radio

0 0.6 1 1.6 2 2.6 3 3.6 4 DEGREE OF STRESS

1. I3 GE.’SERAL, WAS THIS PROGRAM .A POSITIVE EXPERIENCE FOR YOU?

Strongly Agree 89 Yo Somewhat Agree 11 Yo Somewhat Disagree 0 O/O Strongly Disagree 0 Yo

2. DO YOU FEE !YOU HAVE GdTDUSEFUL K8OMZEDGE AB01 HOW STRESSORS I3POLICE WORK .MAY AFFECT YOU AND YOUR FAMILY?

Strongly Agree 70 O/o Somewhat Agree . 30% Somewhat Disagree 0 Yo Strongly Disagree 0 Yo

3. DID ATTENDING THIS PROGRAM FAMILIARIZE YOU WITH THE OFFICER ASSISTANCE PROGRAM AND COUNSELING SERVICES AVAILABLE TO YOU AND YOUR FAMILY AS A MIAMl POLICE DEPARTMENT EMPLOYEE?

Strongly Agree 89 Yo Somewhat Agree I1 O/O Somewhat Disagree 0% Strongly Disagree 0 Yo

- 1 3. .U A RESULT OF ATTENDllVG THIS PROGRAM, DO YOU EEL -

. .< MORE COMFORTABLE SEEKING ObT COUNSELING SERVICES IF YOU HAD h’EVER ATTENDED? -.

-S Strongly Agree 82 Oh ,; Somewhat Agree 18 O/O Somewhat Disagree 0 Yo Strongly Disagree 0 Yo

5. WERE THE TOPICS AND GENERU, I3FOMTIOfi PRESEhTED TO YOG RELEV.L%T .4ND IMPORT.L! TO YOU?

Strongly Agree 83 9'0 Somew hat Agree 17 O/O Somewhat Disagree 0 OIo Strongly Disagree 0%

6. AT THE IBITIATION OF THE PROGRAM, WERE YOU INFORMED ABOLT COhTIDENTLALITY AND DTHAT ALL INFORMATION 'I DISCUSSED IN THESE SESSIONS WOULD REMAN PRIVATE?

.StronglyAgree * 97 O/O Somewhat Agree 3 Yo Somewhat Disagree 0% Strongfy Disagree 0 Oh

7. WAS THE COUNSELOR ASSIGh'EDD TO YOU KNOWLEGEABLE ARD HELPECTL TO YOU REGARDING THE VARIOUS ISSUES DISCUSSED IN YOUR SESSIONS?

Strongly Agree 92 Yo Somewhat Agree 8 Oh '7 i Somewhat Disagree 0 Yo i J Strongly Disagree 0 Yo

8. DO YOU FEEL YOU ESTABLISHED A POSITIVE COMFORT-LZVEL- WITH YOUR COUPISELOR AND WOLZD THINK OF THEM As SOMEONE TO CALL FOR ASSISTANCE IF NEEDED IN THE FUTURE?

Strongly Agree 86 O/o Somewhat Agree 13 Yo Somewhat Disagree 0 Oh :1 Strongly Disagree 0 d

9. DESPITE THIS PROGRAiM BEING A REQUIREMEPIT, DID YOUR i OPIMON OF THE PROGUV CHANGE FOR THE BETTER ONCE YOU SPOKE UTT'H YOUR COL,'SELOR AND ATTENDED YOUR SESSIONS?

Strongly .wee 67 Oh Somewhat Agree 33 Yo Somewhat Disagree 0 % Strongly Disagree 0 Yo

10. DID YOUR SUPERVISORS AND FIELD TRAl"G OFFICERS HAVE A POSITIVE ATTITUD TOWARDS THIS PROGRAM?

3 Strongly Agree 14 '/o Somewhat Agree 54 % n Somewhat Disagree 26 % Strongly Disagree 6%

11. IN YOUR OPINION, DID YOUR MIAMI POLICE DEPARTMENT SUPERVISORS AND FIELD TRAINING OFFICERS HAVE ACCURATE KNOWLEDDGE AND INFORMATION ABOUT THIS PROGRAM?

Strongly Agree 8% Somewhat Agree 50 % Somewhat Disagree 36 Yo Strongly Disagree 6%

i 12. UP TO THIS POI" Cy YOUR CAREER,DO YOU FEEL THE ! 2I TIL.U"G AND T"hXR OF SUPERVISOR YOU HAVE RECEn7ED FROM THE MuMl POLICE DEPARTMENT WAS ADEQUATE AND PROFESSIO~AL?

Strongly Agree 50 Yo Somewhat .4gree 44% Somewhat Disagree 6 Yo Strongly Disagree 0 Oh

13. WHICH OF THE FOLLOWTTU'G DO YOU FEEL BEST DESCRIBES THE POLICE ACADEMY TRUNLVG?

Very Disciplined 29 Yo Disciplined 63 Yo Somewhat Disciplined 8 O/o Strongly Disagree 0 Oh

14. IN GLYJW, ARE YOU WPYTHAT YOU BECMA MIAMI POLICE DEPARTMENT OFFICER AND DO YOU FEEL SATISFIED WITH YOUR JOB?

7 Strongly Agree . 94 % If Somewhat Agree 6 Yo Somewhat Disagree 0 Yo "I Strongly Disagree 0%

15. DID YOU READ OR REVIEW THE HANDOUTS PROVIDED IN SESSIONS ONE AND TWO?

Strongly Agree 34 Yo Somewhat Agree 56 '10 Somewhat Disagree 3 % 3 Strongiy Disagree 7 Yo

16. IF YOU HAVE A SPOUSE OR SIGNIFICANT OTHER, DID YOU MAKE J A SINCERE EFFORT TO BRL"r'G HIM OR SHE TO THE SESSKINS? - -

Strongly Agree 40 % Somewhat Agree 33 Yo 7 Somewhat Disagree 10 % f Strongly Disagree 17 Yo

17. IF YOLX SPOUSE OR SIGNIFICMT OTHER DID NOT ATTEND, WAS -? THIS DUE TO ... . .I Not informed by the Department

or counseior to bring hWer 4 O/O ConfIict in scheduling 61 % Spousdsignificant other not interested 13 % Never informed spouse/ significant other 22 Yo

OBSTACLES TO PARTICIPATION IN ROOKIE PROGRAM ,.f i , 4

Due to union concerns, the sessions for rookies were made voluntary instead of mandatory as originally proposed. Although the police union was briefed Y about the promam- before it began,- nonetheless, confusion remained about the goals and intent of the procram.- Follow-up meetings resolved union concerns but damage had already been done to the level of partkipation by rookies. As a result, there were no consequences for rookie officers who did not participate in the program.

Limited endorsement and initiative taken by Field Training Officers (FTOs) to encoqerookies to schedule and keep appointments. Meetings were held with supervisory personnel within the FTO program yet their support failed to trickle down to the FTOs. Higher compliance was eventually obtained after facilitating training sessions with FTOs directlypto address this

and other issues. It was disappointing- that even in cases where select rookies were known to be experiencing difficulties during the academy and FTO training, they were not always referred by their FTOs for Partickation 3 in the progl.am. 4 Once rookies were assigned to patrol duties and dispersed to various CI g substations, it became extremely difficult to contact individual rookies in a timely manner for scheduling purposes. Contrary to expectations of program staff, rookie officers failed to show initiative to schedule their appointments. Despite showing strong satisfaction with the sessions. it was __. still necessary foi counseIors to take it upon t!emseIves to contact rookies to 1]1 remind them of their appointments. Perhaps this is understandable, given that rookie officers are often focused on more critical job activities rather aan attending- counseiing sessions. u

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Si_pificant limitations on scheduling were imposed by departmental requirements that officers only attend sessions during their duty hours. gi Additionally, it was required that appointments be scheduled at the be_einning hour of t@ir shift. This created hardship in scheduling for progam staff due to the high number of officers working early morning and midnight shifts. This also severely limited participation of significant others, many of whom had jobs of their own. Again, there was some concern by depamnent supervisors that the union would demand overtime for rookie officers who attended their session during off duty hours.

-1 COWMENTS REGARDING OBSTACLES TO T PARTICIPXTION IN ROOKIE PROGRAM

Despite Feat init:al efom on the part of departmental staff and progmn proi-ider, methods and miegies to assure rookie (and sipficant other) participation proved most arduous. For large urban police agencies, it may be unrealistic to attempt bee (3) sessions scheduled over the course of a year. In facs when the prom- was modified to require.the first session during academy training and the second session immediately after graduation from the academy, participation became virtually 100%. Having all the rookies in one-locarion and integrating sessions directly into their

'4 training schedule seemed to be the most effective means of mitigating the above problems.

In summation, we would recommend reducing the program to two (2) sessions, one during midpoint academy training and the other following graduation from the academy. Strong encouragement and attempts to meet with each rookie during their FTO training should be made. This session, I however, likely will have to occur at the initiative of the program staff

I' Certady this is a si,gificant modification of the program that ideally aimed 4 - - at following officers during their entire first year in law enforcement:

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SL3MARY DISCUSSION REGARDING ROOKIE OFFICERS

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ALMOST AL ROOKIES INDICATED THAT THEY WERE HAPPY TO HAVE CHOSEN LAW ENFORCEMENT CAREERS AND ?v'fIiUWPOLICE DEPARTMENT IN PARTICULAR THE VAST MAJORITY OF ROOKIES EXPRESSED GREAT SATISFACTION WITH THEIR PARTICIPATION IN THE ROOKIE PROGRAM,

CONCERNS ABOUT OPERATIONAL (i.e., PERFORMANCE ISSUES) WERE NOT RIGEILIGHTED AS PARTICULARLY STRESSFUL BY ROOKIES. THEY WERE NOT GREATLY CONCERNED ABOUT SKILL ACQUISITION ISSUES.

ROOKIES INDICATED THAT SUPERVISION WAS ADEQUATE AND PROFESSIONAL (UNIFORMITY AND CONSISTENCY IN EXPECTATIONS, WERE NOT REPORTED YET THIS WAS NOT, OF ITSELF, WAS NOT A SIGNIFICANT IN AND - STRESSOR) .... -

ROOKIES REPORTED THAT, IN GENERAL, F.T.0.S ADEQUATELY WORKED WITH THEM IN SKILL ACQUISITION REGARDLESS OF TIUINING STYLE. HOWEVER, SEVERAL F.T.0.S DID NOT DEMONSTRATE INTERPERSONAL SKILLS, INITIATTVE, AND MOTIVATION NECESSARY TO PROVIDE MEANINGFUL FEEDBACK Ah3 TRAI"G BEYOND TEE VERY BASICS.

DISRUPTION OF PERSONAWFAMILY LIFE OCCURS AT ENTRY LEVEL.

ROOICES REPORT ACTUAL STRESSFUL EFFECTS ON PERSONAL LlFE DURING TEE FIRST 6 MONTHS OF LAW ENFORCEMENT CAREER.

ROOKIES DEMONSTRATE CONCERN, BOTH IN TEE ACADEMY AM)DURING FmTYEAR OF TRAINING ABOUT POLICE UFEACANCE AND CONDUCT OF POLICE OFFICERS.

- .... . ROOKIES WERE CONSISTENTLY ABLE TO IDENTIFY STRENGTHS AND WEAKNESSES OF FELLOW ROOKIES DWG-4CADE.W AND F.T.O. TRAINIIVG.

ROOKIES EXPRESSED THAT LITTLE WAS DONE DURING l"XG AND SUPERVISION TO CORRECT THE BEHAVIOR OF FELLOW ROOKIES WHO WERE DISPLAYING WEAKNESSES AND/OR TO WEED TEEM OUT.

SUMMARY DISCUSSION REGARDLWG ROOKIE OFFICERS (C o n ti n u e d ) A

'r7 ***PSYCHOLOGICAL PRE-SCREEMNG EVALUATIONS WERE FOUND TO BE EXTREMELY ACCL2UTE ON ALMOST '7 EVERY ROOKIE***

TBX PSYCHOLOGICALS WERE EXTRE,'IMELY PREDICTIVE 7 1 OF THE STRENGmS AND MhXNESSES OF ACADEMY .I CLASSES AS A WBOLE AND OF INDIVIDt-AL ROOKIES IN ' ? PARTICULAR

e.3

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1 7. ! r.1

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J - -A FEARS ABOUT BECOMING

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83 - 1m Lm

A. bociuction and welcome to parricipants

B. Overview of the "mentoring program" and its importance to the organizarion

C. Defrmng the uiucal role line supervisors play in monitoring the personal well-being of their subordinates D. OverPiew and description of the Offctz AssiSrance Program and method of refen-al

E. - Hand out materials distributed on the above topics

10-

B. Administraton of the California Psychological Invent.org which categorizes pesonality rypeS and =roach to probh-solving

C. Raaical ex- and role playing contrasting effective and dysfunctional communication

1230 - 1mpm - LaxdlBzeak A -

C. Discusson of how different cultural pups respond to counsehg/psychologiiCal services

D. Spafictechniques/considemions when providing supervisory counseling t~ officers from differenr dural backgrounds

3-m - 5m pm A. Modeling posidve values and problem-solving techniques for subodnates

B. - General discussion around issues of police comption and maleficence and supervisory respomibilites

C. Discussion of partidar issues relared ID female supervisors in a predominantly male envifonmenr

D. problem-solving snategies for various ypes of personnel problems

k - Provide tour of OfficeAssistance Program faciliry and introduction of program staff

B. - StIperpisor wiU meet pxivately with an individual coullselor to review program Services and process of refd

c. '- Camselor will intqret and discuss with the individual supenisOr the results of Wer California PsychoIogid Invmry prde. GeneraI discussion of the iIldividUal supenisois perceived strengths and weabfses

D. - Discussion &ut any pmicular current problem or riiffiolh SiruatiOns supemisor is experiencing. Answer any rematning questions the supereisor may have

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NUMBER OF 8-HOUR TRAINING WORKSHOPS 7

NUMBER OF 2-HOUR WORKSHOPS FOR SGTS. 3 (RECENTLY PROMOTED) 1

NUMBER OF SGTS. AND F.T.0.S SCHEDULED 1. FOR TRAINING WORKSHOPS 181

I 4 NUMBER OF F.T.0.S ATTENDING WORKSHOPS 32 s

NUMBER OF SGTS. RECENTLY PROMOTED WHO ATTENDED TRAINING WORKSHOPS ---IO - -I

1 NUMBER OF SGTS. iuvD F.T.0.S ATTENDING

Receiving criticism from supervisors

Not heiriy perrnilted lo make decisions on your own

Working with dangerous materials

Not knowing how much airlliority you have Oeirig injured as a rcsull of Ilie mistakes of others

Workirig under inconsistenl policies and guidelines

Reirig held resporisible for loo many di If er el I I aclivi lies I laving iriatleqtrale personnelleqirip lo respond lo ernergencies I iritltiig Ilral rewards areri'l based or1 pcr foriiinticc (proriiolions)

I laving lo deal willi several pressing problerns at once

0 0.5 1 ,1.5 2 2.5 3 3.5 4 FREQUENCY GF STRESS (NEVER TO DAILY)

Receiving criticism from supervisors

No1 knowing whal supervisors Itiink of you

Being injured as a result of Ihe mistakes of olhers

Working wilh dangerous materials

Not being permilted lo make decisions on your own

Not knowing how much authority you have

Workirig wider inconsisleril policies arid regulations

Iloicig Iicl~licsfmrisit)le for loo rriaiy tlifferenl aclivilies

0 i 3 4 5 6 7 8 COMBINED SCORES

1. I3 GE?iERU,, I FEEL THAT MOST OF My SUPERIORS ARE WELL QUALIFIED AhD HAVE THE hXCESSARY EXPERIENCE FOR THEIR - POSrnONS.

Strongly Agree 7 Yo Agree 68 Yo Somewhat Agree 25 Yo Disagree 0% Strongly Disagree 0 Oh

2. IN GENERAL, I FEEL MY SUPERIORS SEEK MY FEEDBACK AND LISTEN TO WHAT I RAVE TO SAY. '7 Strongly Agree 14 Yo Agree 29 Yo Somewhat Agree 39 O/O Disagree 18 % Strongly Disagree 0 Yo

3. IN GENERAL, I FEEL LIKE MY SUPERIORS PROVIDE THE NECESSARY SUPERVISORY SUPPORT TO CARRY OUT MY DUTIES J EFFECTIVELY. - ._-- 1 Strongly .Agree 7% Agree 40 Yo Somewhat Agree 29 % Disagree 21 % Strongly Disagree 3 Yo

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4. I FEEL THAT, IN GENERAL, MY SUPERVISORS AV-AILABLE TO DISCUSS PROFESSIONAL CONCERNS OR PROBLEMS U'HEN THEY ARISE.

Strongly Agree 11 Yo Agree 46% Somewhat Agree 39 % Disagree 4 Yo Strongly Disagree 0 Yo

5. I FEEL THAT, IN GENERAL,MY SUPERIORS CONCUR WITH (OR SUPPORT)MY DISCIPLINARY RECOMMENDATIONS.

Strongly Agree 7% Agree 68 % Somewhqt Agree 25 Yo Disagree 0% Strongly Disagree 0%

6. I FEEL THAT MY SUPERIORS WORRY TOO MUCH ABOUT LLABILITY INSTEAD OF SHOWING CONCERN FOR THE RAM( AND FILE.

Strongly Agree 14 % Agree 25 Yo Somewhat Agree 36 Yo - Disagree 25 Yo ._-- Strongly Disagree 0%

7. I FEEL THAT FAVORITISM PLAYS TOO LARGE A ROLE WBEN MY SUPERIORS REVIEW DISCIPLINARY MATTERS.

Strongly Agree 7% Agree 26 'A Somew hat Agree 30 % Disagree 37 Yo Strongly Disagree 0 %

I 1. I FEEL C0,WORTABLE APPROACHING OFFICERS WHEN PROVIDING FEEDBACK AND EVALUATING THEIR PERFORMANCE.

Strongly Agree 31 % Agree 55 YO Somewhat Agree 14 Yo Disagree 0 Yo Strongly Disagree 0%

2. IN GLXERAL, I FEEL I K4VE A CLOSE AND COMFORTABLE WORKING RELATIONSHIP WITH THOSE UNDER MY SUPERVISION.

Strongly Agree 43 % Agree 57 % Somewhat Agree 0% Disagree 0 Yo Strongly Disagree 0%

3. IN GENhRAL, I FEEL MY SUBORDINATES RESPECT MY POSITION AM)ARE COMPLLANT (COOPERATIVE)WITH MY DIRECTIVES AND SUGGESTIONS.

--I 3 Strongly Agree 39 Yo Agree 61 Yo Somewhat Agree 0 Yo 3 Disagree 0% Strongly Disagree 0%

4. I FEEL THAT, IN GENERAL, THE QUALITY AND COMPETENCY OF NEW POLICE OFFICERS IS ADEQUATE TO DO THE JOB.

Strongly Agree 0% Agree 25 Yo Somewhat Agree 29 Yo Disagree 31 % Strongly Disagree 14 %

5. IN GLXERpLL, I VIEW THE HUM&" RELATIONS ASPECT OF IMY JOB AS MORE DIFFICULT THAN MY TECHMCAL DUTIES (WRITING REPORTS, ETC).

Strongly Agree 11 Yo &gee 18 '10 Somewhat Agree 14 Yo Disagree 52 YO Strongly Disagree 3 O/O

6. TO BE A SUCCESSRTL SERGEANT I BELIEVE THE QUALITY OF RELATIONSHIPS WITH MY SUBORDINATES IS MORE CRITICAL THANENFORCING REGULATIONS IN A RIGID MANNER

Strongiy Agree 22 Yo Agree a O/O Somewhat Agree 22 % Disagree 8 Oh Strongly Disagree 0 Oh

7. I FEEL THAT DISCIPLINARY ACTION, OFTEN FOR PETTY MATTERS, IS EMPHASIZED OVER DEALING WITH THE SUBORDINATE ON A HUMAN RELATIONS LEVEL. - .... - --

Strongly Agree 14 Oh Agree 25 Yo Somewhat Agree 43 % Disagree 18 % Strongly Disagree 0%

Strongly Agree 3 Yo Agree 33 Yo Somewhat Agree 52 YO Disagree., 12 % Strongly Disagree 0%

2. IN GEWRAL, I FEEL I WORK HARD TO CARRY OUT DEPARTMElYTAL POLICIES PHILOSOPHY.

Strongly Agree 27 Oh Agree 42 Yo Somewhat Agree 30 Yo Disagree 0 % Strongly Disagree 0%

3- I THAT OPPORTUNITIES FOR PROMOTION TO THE RAN'K OF SERGEANT ARE CARRIED OUT IN A FAIR AND EQUITABLE MANNER

Strongly Agree 4 Yo Agree 3% Somewhat Agree 18 Yo Disagree 48 Oh Strongly Disagree 26 Oh

Strongly Agree 0 Yo Agree 19 % S mewhat Agree 30 Yo Aagree 33 % Strongly Disagree 18 Oh

5. I EELTHAT, IN GENERAL, IMCETVED ADEQUATE PREPARATION AND TRAIlvrvI G WHEN PROMOTED TO SERGEANT.

Strongly Agree 4 Yo Agree 38 Yo Somewhat Agree 23 Yo Disagree 30 % Ctrongly Disagree 4 Yo

6- GEXERALLY, I FEEL THAT MOST SERGEANTS STILL EM.I"Asm CAMARADERIE (OR BEING "ONE OF THE BOYS") AMI PI" THEIR SUBORDINATES FROM NECESSARYPWARRANTED DISCIPLINARY ACTIONS TOO MUCH.

Strongly Agree 7 Yo -- Agree 39 Yo ..- - Somewhat Agree 50 Yo Disagree 4 Yo Strongly Disagree 0 Oh

Strongly Agree I Oh Agree 17 % Somewhat Agree 21 O/O -- Disagree, 53 Oh Strongly Disagree 4 Yo

Strongly Agree 0 Yo Agree 4 Yo Somewhat Agree 11 Oh Disagree 50 Oh Strongly Disagree 35 O/O

3- I FEEL THAT THE EQUIPMENT (VEHICLES, ETC.) AND RESOURCES UOCATED TO PATROL UNITS ARE ADEQUATE TO EFFECTIVELY CARRY OUT ASSIGNED DUTIES.

I .- ! :: Strongly Agree 4% &ee 11 Oh -' Somewhat Agree 29 Oh .- Disagree 39 O/O Strongly Disagree 17 '10

Strongly Agree 43 Yo ;Igree 53 YO Somewhat Agree 4% Disagree 0 Yo Strongly Disagree 0 Yo

-.7 J3GEXERU, I BELIEVE MY SUBORDmATES FEEL COMFORTABLE TALKING TO ME ABOUT JOB RELATED OR PERSONAL PROBLEMS.

Strongly Agree 45 % Agree 48% Somewhat &gee 7 Yo Disagree 0% Strongly Disagree 0 %

- - *f 3. + * I FEEL IT IS AN IXPORTANT PART OF A SERGEANT’S JOB TO BE AVAILABLE AND A SOWINGBOARD FOR THEIR SUBORDINATES’ INDIVIDUAL PROBLEMS.

Strongly Agree 39 Yo Agree Yo ..-. 46 Somewhat .4gree 14 Yo Disagree 0 Yo Strongly Disagree 0%

4. GENERAL,, I FEEL IT IS Ai G\/IPORT&W PART OF A SERGIXST’S JOB TO SUGGEST -4ND MWREFEmS OF S’LiBORDN-’ 4TEsm NEED TO TEEE 0.AP. (OFFICER ASSIST.kYCE PRO~R4M)FOR COLYSELCVG.

-- Strongly Agree 30 Yo &= 40 Y* Somewhat Agree 22 Yo Disagree 0 O/O Strongly Disagree 0% 5. I BELIEVE THAT IMY SUPERIORS GEiWRALLY HAVE ADEQUATE mOWLEDGE OF THE OFFICER ASSISTANCE PROGRAM AM) HOW IT WORKS.

Strong@Agree 0% Agree 28 Yo I. Somewhat Agree 36 % Disagrw 36 % ’ 7t Straa& Disagreg 0%

Strongly Agree 93 O/O Agree 7 Oh Somew hat Agree 0 Yo Disagree 0 Yo Strongly Disagree 0 O/O

2- DID A"IIBG THIS PROGRAM FAMILIARIZE YOU OFFICER ASSISTANCE PROGRAM AND COUNSELING SERVICES AVAILABLE TO YOU AND YOUR FAMZY AS A MIAMI €'OLICE DEPARTMENT EMPLOYEE?

Stron-gIy Agree 87 Oh .^ Agree 13 % Soaewat Agree 0% Disagree 0 Yo Strongly Disagree 0 Oh

3- AS A RESULT OF ATTENDING THIS PROGRAM DO You FEEL MORE COMFORTABLE SEEKING OUT COUNSELING SERVICES T" IF YOU HAD NEVER ATTENDED?

Strongly Agree 76 O/o Agree 21 O/O Somewhat Agree 0% Disagree 0 % Strongly Disagree 0 O/O

4. DID THE PROGRAM INCREASE YO'ITR LIKELIHOOD OF REFEWGA SUBORDIN.4TE IF NEEDED?

Strongiy Agree 87 "Lo Agree 13 Oh Somewhat Agree 0 Yo Disagree 0 Oh Strongly Disagree 0 "Lo

5. DID YOU F"D THE INDri?DUAI, FOLLOW-UP SESSION WI" COUNSELOR WORTHWHILE .AND AN IMPORTANT ASPECT OF =G PROGRAM?

Strongly Agree 98 Yo Agree 2% Somewhat Agree 0 Yo I %.W I Disagree 0 Yo Strongiy Disagree 0%

a L a

GEXERAL, SERGEANTS BELIEVE THAT TO BE RELATIONS -- TEED3 JOBS, TEE QUALITY OF TBElR SUccESsFb=aS WITH SUBORDINATES IS Mom ESSE-"KL TaAN RIGID ENFORCEMENT OF RULES* IN GENERU,, SERGEANTS REPORTED POSIT'IVE A-ES AND RELATIONSmS WITH SUBORDINATES BUT BELIEVE THAT THE QUALITY OF NEW "EES Is ONLY MARGINALLY ADEQUATE TO DO THE JOB OF' POLICE OFFICERS.

I-- * A VAST MAJORITY OF SERGEANTS BELIEVE PROMOTIONAL OPPORTUNITIES FOR THE RANK OF SGT* ARE NOT FAlR OR EQUITABLE.

A MAJORITY OF SERGEANTS BELIEVE OVER HALF OF THEIR PEERS ARE NOT WELL QUALIFIED-FOR THE POSITION.

SbWYDISCUSSION REGARDING SERGEANTS AND FIELD TRAINING OFFICERS (Continued)

A SIGhiIFICA?TI' hiEROF SERGEANTS BELIEVE my DID NOT RECEIVE ADEQUATE PREPARATION AND Tk4IPim-G WHEN PROMOTED,

b 1 IN GENERAL,SERGEANTS REPORTED THAT mIR SUPERIORS WERE WELL QUALIFIED FOR THEIR POSITIONS.

MOST SERGEANTS REPORTED THAT THEIR SUPERIORS ARE AVAKLABLE TO THEM WBEN THEY ARE IN NEED AND GENERALLY SUPPORT THEIR DECISIONS.

AS WITH THE ROOKIE PROGRAM, RUMORS PLlVD LACK OF COMMLNICATION WITH UNION REPRESENTATION DECREASED PARTICIPATION (PARTICULARLY W~LEVCNESSTO TAKE ASSESSMENT AND ATTEND mrvLDUA.L FOLLOW-UP SESSION).

100% OF SERGEANTS AM)F.T.0.S WHO PARTTCIPA'I'ED IN m'TFUl"G PROGRAM FOUND IT A W0RT"U;E AND POSITWE-XPERIENCE.

***THE PERSONALITY INSTRUMENT WAS EXTREMELY PREDICTIVE OF THE STRENGTHS AND WEAKNESSES IN MANAGEMENT STYLES OF SERGEANTS AND FIELD WGOFFICERS*** - AS A GROUP, THE SERGEANT'S AND FIELD m!? OFFICERS REPORTED HIGH SATISFACTION WITH THE mMDUALFOLLOW-UP SESSIONS. TREY REPORTED AN INCREASED LPKELIBOOD OF UTILIZING THE SERVICES mMSELVES IF NEEDED IN THE FUTURE AND IN REFERRING SUBORDINATES OR COLLEAGUES MAY SEEM TO NEED SERVICES THROUGH THE OFFICER ASSIST.;t'VCE PROGRAM.

e PARTICIPATION BY ROOKIES' SPOUSE/SIGNIFICANT OmRDID NOT MEET EXPECTATIONS. STRATEGIES TO ~C~EATTENDANCE NEED TO BE ADDRESSED, PEmSSCHEDULING A SPECIAL FAMILY NIGEITDURING ACADEMY SOLELY TO I[NTRODUCE THE ROOKIE PROGRAM AM)OFFICER ASSISTANCE PROGRAM STAFF wowINCREASE PARTICIPATION.

0 INCkEAsE COMPLIANCE WITH INDIVIDUAL FOLLOW-UP SESSIONS WITH SUPER,'flSUKY PERSONNEL BY mEROF PARTICIPANTS PER TRAINING WORKSHOP TO 15-20 SGTS. AND ETOS (35 TYPICALLY ATTENDED).

D NEGATIVE EFFECTS OF RUMORS BY INCREASING AND MAINTAIMNG FREQUENT CONTACT DEPARTMENT EMPLOYEES AND ADDRESSING T"JXR- CONCERNS mGS,WRITTEN MATERIALS, etc), - B CONCERiYS FIXOM UNION REPRESENTATIVES BY MAI"WG FREQUENT AM)OPEN DISCUSSIONS WITH TBEMREGARDING OBJECTIVES OF TRAINING PROGRAMS AND OBTAINING THEIR SUPPORT.

DEVELOP hW CONDUCT RESEARCH TO Em WHETHER STRESS REPORTED EARLY IN LAW ENFORCEiMENT CAREER PRECEEDS ENTRY NTO POLICEWORK, IS ACCERBATED BY POLICE DUTIES, ORIS TBE RESULT OF LAW ENFORCEMENT RELATED FACTORS INCLm'ING SEIIFI' WORK, ORGANIZATIONAL STREsSo~, JOB RISK

of rhe rookies we have mer wih have idendied spdcareas of concern th have affdhem penondy or professiona~y.Please review the lisr below znd indica2 anp of rhe issues Oi concm that are relevant IO YOU in 'L-"ras of having a si_dicmr impacr on your Me since beginning YO= cafeef in l.m edorcernem

Long hours

ConfliCIs uith peen

Conflicts uirh SU~W~SOK

1 Rumon/z~entswiwor among coworkers

Doubts abuut conrinuing my career as a police officer

Spending more money than I make

Obsening laziness or poor performance of other police officers

Increased_. arguing u-i~,cpa~:,-/si&ict other Less time uith family

Jealous7 on the parr of my spouse/si&ican~ other

Less time ai& friends

Loss of friendships since beginning career as a police officer - -g alcohol more frequady ..- . ..

Cancens abcm the physical dangen of the job

Pressures to conform and act like other police offcen (like fratemir),)

4. a result 3KmGi3 promdo you fee1 more comfortable SCC- .b of this -. Om ~~unsslingsenices rhsn if you had never arttnded?

!5. Have you attended all 3 sessions? If RO. please indic~tcivhich sessions 3nendzd:

B. Rcporr niik r -_ - c. .4nmdlq couri D. Conflicts with supentison E. Depmentd Politics F. Shiftss;ork

. .. G. Wohghe radio ,'-. H EEw~and makq yl arr~t .--- 1. R~ors~qumentswith or mong coworkers !'.. I.- J. 0bscni.q p0Iic-c corruption or excessive use of forc: - K. Spending more money than I make -.- - L- Obseniq bessor poor perfonwnce of other police 0fEccr~ M.. hcrtasd argung with spoue/'sigother >-*Less time airh f& 0. P. Q.

.hy Additional comments -- -

..*

- -

Tnank you for YOU time.

Stress, for lhs pur?ose of this inventory, is defined as feelings or emotional strain, pressure, d is ca mfo rt , Gne z shess, and/or t e r,s ion.

INSTRUCTIONS: You are to evaluate your current job for the amount and frequency of stress experienced. For each item, use the following scale to indicate the . amount of stress that is experienced or would be

if it were to occur- I- -

0. None 1. A little . 2. Moderate amount 3. Much 4. Verymuch

-_- Then, use the following scale to indicate how often it oCCUrS, - stressful or not: ._-- -.

0. Never 1. Rarely (annually) 2. Sometimes (at least monthly) 3. 0i;en (at least weekly) 4. Daily

Be sur2 to circle an answer for smount -and frequency for each item.

4 7. Not knowing w6at sugencrs exqect of you. 01 234 I I 2 3 4

- 2. Having to respond cn an "emergency basis". 01234 3 1 2 3 4

3. Disagreeing with superiors. 01 234 0 12 34

4. Not knowing how mkh authonty you have. ' 01 234 0 12 34

5. Being injured as a result of the mistakes of others. 01234 0 12 34

5. Having to deal'with injury or death as part of your job. 01234 0 12 34 - - -- 7. Having to make decisions that will dramatically affect 01234 0 12 34 other peoples' lives.

, 8. Finding that rewards' are not based on performance 012 34 0 12 34 -. (e.g., promotions, raises) __

- 9. Having to deal with several pressing problems at once. 0-1-. 2 3 4 - 10. Working in a "high crime area". 012 34 012 34

11- Not knowing what supervisors think of you. 012 34

-WSI ~~ RSOO AOFX RMT I EEEL LTNY YI M E S

12. Not having the opr;ceunity tc cacicipate in 01 2 34 '1 234 a e cis i o n -making . 1

13. Having conflicting job responsibilities. 01 234 11 234

7 4. Working without adequate safety standards. 01 234 01 234

15. Having inadequate personnel or equipment to respond in an emergency situation. 01 234 01 234

16. Feelingthere is no clear chain of command. 01 23 4 01 234

17. Having periods of inactivity separated by 01 234 01 234 Periods of emergency response.

18. Having to physically restrain others. 0 1234 01 234

19. Potential for being injured on the job. 0 1234 01 234 -

20. Being held responsible for too many different activities. 0 1234 0 1 234

21. Knowing that your error mty ham another person. 0 123 4 0 1 234

~ 22. Failing to receive recognition of achievement by superiors. 0 123 4 0 1 234

NLMMV N 8 SOD OIOUE VRE A MTIOFA.. NT D c 2 ET E H Y E E EEL LR R L TNY EA M YI T U M E C E H S

- 23. Having ?a ~3 !hin,;s on t5e jcb :hat are astinst your better judgernent. 31 '2 3 4 0 1234

24. Never knowins men a potentially dangerous event might ccc;'r. 01 2 3 4 0 1 234

25. Feeling that your work ability is under rated. 01 2 3 4 0 1 234

26. Not being permitted to make decisions on 01 2 3 4 0 1 234 your own. .

27. Working for long periods of time without 01 2 3 4 01 234 rest. I i. .--.--

- 28. Performing duties that are potentially 01 234 01 234 - dangerous to others.

* - 29. Receiving vitiusn from supervisws. 01 2 3 -7- 0--1 234

~~ ~

30. Receiving ccnfii,r',ing requesis. 01 234 0 1 234

31. Finding a lack of assistance or support 01 23 4 01 234 from supervisors.

-32. Working in excess of eight hours per day. 01 23 4 01 234

. This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. REQUENCY: WSI ~LMMV 313u E --JT 3c R :I EHY L2 t;rc - M YI I .u M L- C -c H s*

-- 33. Working with dangerous materials. 01 2 3 4 01 234

34. Having ideas considerably different from 31234 01 234 those of your superiors.

35. Doing another person's job in addition to - yours. 0123 4 01 234

36. Having to maintain prolonged vigilance to protect the safety of others. 0123 4 01 234

37. Potential for being the victim of a crime while on the job. 0123 4 01 234

~~ I :- 38. Being held responsible for mistakes made by co-workers. 0123 4 01 234 _-

.'' 39. Working bile fatigued or tired. 0123 4 01 234 ._ .-- - 40. Working under inwnsistent policies and guidelines. 0123 4 01 234

os JR

In gemd, I feel m7 superiors seek my feedback and listen to what I have 10 say.

Somewhu Agree

1. I feel k is kixporun~for sergeants to be on the Iookout and aware when ofricers are likely having personal problem.

Somewhat Disagree A@=

Somewhat Agree

3. gemd, 1feel I have a dose and comfortable working relationship With those lmder my supervkion. .

Agree Somewha Disagree Agree

4. In Sk1fed my subordinates respea my position and are compliant (cooperative) with mY directive and suggestions.

Agree Strongly Disagree -. .

5. In 8- 1believe my subordinam feel comfortable tallcing to me about job related or personal problems.

Somewhat Disagree Agree

6. I feel it is an imporcant part of a sergeant's job to be available and a sounding board for mhdinates' individual problems.

Somewhat Disagee Agr=

Disagree

Somewhar Disapee Agre

Agree Somewhat Disagree Agree

Somewhat -Disagree Agree

I -. Agree I '.. Somewhat Disagree Agreg Disagree

13- I feel that most of the sergeants in the department are competent and well qualified for the' posirioe

Strongly Somewhat Disagree AlPee Agree

15. I feel thar there is an adquare number of field level sergeants in dq-L

l8- I feel thas in gmd, the quality and competency of new police officers is adequate to do the job.

19. fn generat I feel like my superiors provide the necessary Supervisory Suppoa to Caay Ous my duties effectively.

23. In I feel toat most of my superiors are well qualified ami have the c-ar~ experieru=e for their positicrs.

SrnglY Somewhar Disagree Agree Age Disagree

Somewha Disagee Am

Strongly Agree Somewhat Disagree Agree

26. 1kdkve dm my superiors generally have adequare knowledge of the Officer Assistme program andhowitworks. '

1. In general, was this program a positive experience for YOU?

1) Strongly agree 2)Somewhat agree 3)Somewhat disagree 4)Disagree

2. Did attending this program familiarize you with the Officer Assistance Program and counseling services available to you and your family as a Miami Police Department employee?

1) Strongly agree 2)Somewhat agree 3)Somewhat disagree 4)Oisagree

3. As a result of attending this program, do you feel more comfortable seeking out counseling services than if you had never attended?

1) Strongty agree 2)Somewhat agree 3)Somewhat disagree 4)Disagree

4. Did the program increase your likelihood of referring a subordinate if needed?

,- 1) Strongly agree 2)Somewhat agree 3)Somewhat disagree 4)Disagree

- 5. Did you find the individual follow-up session with the counselor - worthwhile and an important aspect of the training program?

1) Strongly agree 2)Somewhat agree 3)Somewhat disagree 4)DiSagree

Dace October 17, 1997

To Major Gwendolyn-. 3oyd Major ?ranKLLr! Ckristnas Major Xoel 2ojas

Frcn Mark Axelberd, Fh.D.\.k

Subj PC t Stress Couns elk.g

Recentl7, Ximi Police Departrnent received a grant through the Juscice .hpartnent to initiate. specialized counseling for rookie officers and their family members. The program is designed to facilitzre a positive adjustment during an individual's initid year of employment. The sessions are a benefit to the officers and his/her fmily and are considered confidential. No reports to the department will be generated. Participation is required md.olease encourage the officer to bring his/her suouse or sinnificvlt other. There will be three (3) sessions held Over the officer's first year of employment.

Attached are the names of the officers who are now eligible to attend the program. If any of these individuals are under your commi I would appreciate your providing them the attached progrm description and have them immediately contact our office to Set UP an appointment.

Thank you for your cooperation.

MA:vr

Attachezcs

ne officer was insmcted IO had deliver this copy of attendance to

Gpta;n Marrinez' ofice following heir session.

Counselor's Signme

- ..

EMOTIONAL i / loss of emotional control grief depression vtri e t y/ f ear guilt fee1 in g lost/ovemhelmed

PHYSICAL

muscle tremors chest pain gastro-intestinal distress difficulty breathing headaches elevated blood pressure

- ._-- -. excessive silence sleep disturbance (nightmares) mus 112 I be h tv ior s changes in eating habits withdrawal froin contact changes in work habi:s

re7 evznt. !f I ge1 tense, I'll t~ke2 breather and relzx. . I can get h219 if I need it. ?II. COPING IrlIT'ri FEELINGS AT C?IT!CAL MOMENTS . Keep my mind on right now, on the task at hand. There is in end to it...... _ Time to take a deep breath. Oescribe what is around me. That way I won't think about.. Worrying- L.i Don't try to el iminat? isar totally, keep 'it rnanageabl e I czn alkrays call It's not the worst tiring tnat can happen.

L IV . RE I NFORCINC 5 ELF- STATDENTS It worked, 1 did it! I am able to relax awsy anxiety. It wasn't as bad as I exsec~ed. It's gettiq cetter each tize I use the procedures. I can be pleased with the progress I an making. I handled it pretty we1 1.

Take rh: EVC~Lon line I. \\'hen you think about this Event and whcn it occxrcd, which of the following sensations did you fed (212~:2 ;;urnbe; I in front of cach symptom ). .. -DRY THROAT -LOW ESERGY LEVEL

.. I -WITH DRAWAL -AGGRESSI\/ESESS .A - -0 V E R CTI V IT- .. -1RRiT.ABlLITY -DIARRHE.4

4. Guik 2nd shme have hired personal va!ue in shaping yaur behatior tow& pcsirivt goa!r. Don’t a!Iow yourself to hndu!gc, in then.

5. Look for :?,e caus:s of you: Sekzvior in skysical, social, economic, and pobticd es?ects of your cuixnt situation 2nd not in peno~aiity defects i7 YOU.

6. Remind yomelf thrt the= ut alternative views to every event Reali- ty is never more than shand agetments anong people to call it the Smw2y rz2m-than 2s each one se~aratelysees it. This enables you to be more tolerant in your icterprttarion of others’ intentions and mor: S:ReiOQs in dismissing whaf mjgbt appeu to be rejections or put-downs of you

7. Never say btd things about yourse!i; espedally, never attribute to

yOUKelf kieversible negative t‘aiu, 1i.L: “stupid,” “Ugly,” “uncreative,’: “a failure,” “incor;igib]e,”

I kptn:ed iron .Shyness: What Ir Is, Wlur To Do About Ir by Philip G. Zirnbardo, co?*:.h.t 1977, 3y permission of Addison-Wesley Pubhhing‘Co., hading, hhs. - ..- -

14. Drvtlop long-rang Soah in Me, with hl$hly speafc shofi-rhr~g: sub- go;!% Develop rcfisric rnetns to zchievt thcs: subgoals. Evaluate your propss reguiarly and be the first to gar youiSe!f on tht back or whis- per 3 word of praise in your ear, You don't Cave to woriy about being unduly modest if no one e!se hears you boasting.

15. arc not an objtct to which bad kings just happen, 2 pvsive non- . You cntjiy hoping, lik: a gardm slug, io avoid being s:cpped on. YOUarc the culmination of millions of yens of evolution of our speGes, of your pmnts' dreams, of God's inage. You u: a unique individual who, :I? an aclivc actor in life's drama, can make things happen YOU can - cII:~I~~cthe dircction of your enrire Ef: any rime you &oosc to do SO&- - ML.Qm6dcncz in younrlf, obsacles trlrn inco challensrs 2nd chl-

' !:II.;:.; i:;L3 xconplisImer!k. Low seir-zsteen r11.tn reczdes, because, i~I=x!01' ~1w:ys prtpxhg for 2nd WG;;YL,~ .bout how you will live Yoilr !if:, you forget youn:!f as you becor;l.c absorbed in rh: living ol' ir.

This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. emation: FgUs on an object or thpught. The Frpose is to get the mind to focurdn the prcsent -.- moment. z I frogressivG=uscle rei=- A clearer mind ation: Individuany con;na and :ehx each muscicC~o~p-0f56ur According to Rick bdy. Starr by teeiyour toes Tallahasset TM instructor, .prac. for 10 seconds, thSi;'-relax them 1icing.m 20 ninut:s twict a dz, for 20 seconds. Woz+allrhe way GiI g!ve YOU a ciezicr mind an; up your body, tensingand relax- help you fee! rtfreshed rested. ing, and finish hlrh 'your facial -. muscles. . -. "By eliminating the man: Transcendental *itation: stresses clurreing the mind, on; TM is an easy-to-learn technique can more eKectiveiy concentnt but needs io be taught by> auali- on rhe maner of hand." he SziC . "Being mort.ffiicient. you qa: .. .get more done in 1ess:iime." . xactions and'prasures to %lace that is silmntl and-peacefa.='Tn busck3as;found-ihat in pr$c the btiay expefiencts a%p - -ticing':TM, Ais-a-ijilify. to cop -w 'with .societal. -pressures h2 state X"&t and the m?nd. beco rn es ini-reasi n gi y a1 ert.%n '::.greatly. improved :and life: i .-&becomingeasier. 'practicing'. TM,'you siiediy .- repeat a mantra (an individually: -" .:'.'.Dr3Nessfey klclan. an os~~ selected, ancient Indian word) as parhic .'phy&an, also' practic: Focus breathing a device to help you clear your TM..Lockhart said that practir on restless mind. ing TM regduly has heiped hir One of the simplest way5 to Some other rechniques that release dailj pressure. mediate is to focus on brezrhing. have proved to be beneficial for "It has hflped me get rid oi Try taking 20 ninxts iron each relaxation include yoga, Tai Chi, lot of su-erfluous things 2~ day 10 sit in a quisr environment. biofeedback and massage. ' allows ne to focus betrcr.". I- Close your eyes aCd focus on There have been more than said. your breathing. Your mind will have the natural rendency IO wander, but jpst refun to con- .I centiat ing on- your breathing. i The very act of e!iminating stressfu thoughts will help relex the bo .-. This simple method .. will produce noticeable benefits ...... *. over time...... Tge ultimate god of medirz- . .- ...... [ion is to bring one's mind to a ...... -- ...... __...... new level of thinking, feeling and ...... perceiving Through [he medita- ..... tion procss, hproced nental, chity,1 awareness, deeper rest ' and peace of ni2d an be

achieved. ?t issid rh2t medica- 4 11011 inaw:ymi =new level, creztivity. and -ability to focus more effciveiy. Hex are a few of :he more common WSof r;l,editz;ion oi relaxa t i on-ine [hods: Min&lness meditation: The focus of your attemlon in this tYP= Of meditation is on your brezthing. When the mind wan- ders,., . YOU bn'ng 2ttez:ion back ta

Add balance ta lif.: don't ovrrwork one part of the bodyl t~yt3 near cut at an even rate.

K+low and ;cc:e?t whet kind of peison y3u are, "turtle C: :acrhaise.

'tihat is it ex5ctly I ha342 :O do? I can work out a pizn t3 hznC12 ir. I havt succe2ded with tn's before. It is easizr once you ~t:stzrted. Just think rationzlly; no nqztive sei? ststenents. -iomorrsw-I'll be through it. Time for a few breaths of reiaxation. Feel ccrniortable,rel~xed and r- at else. .- . I1 CON FRONT I NG TK i STRESS Fir L 5 iTU AT I ON Take it step 5y step, don'.t rush. . I can do this, 1'm.doing it now. I czn only do my best. Don't think about fear; firsT.think about what I have to do. Stay re1 evmt. If I .get tense, I'll tzk2 a breather fnd relax. . ! I can get'help if I need it.

111. COPING WITH FEELINGS AT CRITICAL MOMENTS .

I. ! . Keep my mind on right now, on the tzsk at had. There is an end to it. . .-. I? Time to tzke a deep breath. I.. That way I won't think about worrying* >L Describe what is around ne. Don ' t try to e1 irninate fear totally , keep 'it rnanageabl e i7 I czn always call -!:I' \. It's not the worst thing that can happen. IV. RE I NFORC I NG S ELF- STATMENTS It worked, I did it! I an' able to relax away anxiety. It wasn't as bad as I expected. It's getting better exn tize I use the procedures- I can be pleased with th2 progress I m making. I handled i.t pretty we1 1.

PE!?SOX>.L EVEhT 4. 5.

Take tkc Evscr on lirie I. \$'hen you think about this Event and wh:n it occxrrcd, which of the follou~ingsensarions did YOU feel (21~~:9 aurii5cr I in front of each symptom ). -_ . ._ -DRY THROAT -LOW ESERGY LEVEL

-, -, KECK PAIN -LOW BACKACHE .-, .-, TICS (nervous witch)

,- ,- COXSTIPATlOX

-IKSOMNIA ' WlTH DRAW XL -AGGRESSI\'ESESS - OV ERA CTIVI-3'- -IRRITABlLIN -DIARRHEA

4. Gilt 2nd skane have Lzl;ed person21 v2lct in shaping your behavior :owad positive gcrk I)cr,’t allow yourself to indulge in them.

5. L3o.L for the UUSIS of ycar behrvior in p:?ysical, social, economic, md poIidcal zsgects of your cur:nt situation 2nd not in personality ,.__ ‘ ‘ defects i? you.

6. Rmhd youself tht ti::: tr: alicrnztive views to every event Reali- r- ty is never more Llul snucd agreements among people to ca11 it rhc Sam: way iaiher th,, 2s exh one separzttly sees it. This enaSlrs you to be more tolmnnr in yccr interpretation of others’ intentions and mor: gmrous in disr;;isb:g what mi@.[ apgcu to be rejections or pur-downs of you

hpdntcd fron Shyness: What it ls, Wlur 70 Do About Ir by Philip G. Zimbardo, CoPflSht 1977, by pemissicn of Addison-Wesley PubZshing‘Co., Reading, Pass. I

;, ’ L

14. Develop Icng-rmst Soak in life, wit$ hignly speafic shofr-nrlgt sub :oa!z Devc!op rcdistic ;;;cans to rc;?icve thest mbgoals. Evaluate your progzss itzulaly and be t;le first to pryourself on tht back or whis- per 3 word of ?raise in your ear. You don't have to worry about being unduly nodst if no one elst hears you boasting.

You a:: riot object to which bad things happen, a passive non- 15.. an just entity hoping, like a garden slug, to avoid being stepped on. YOUarc the mimiriation of millions of years of evolution of our spec it^, of your parents' dreams, of God's imase. You art a unique indiviau21 who, rrctivc actor in life's drama, can make things happen. YOU czn - C~~%$ I!:< direction of your enrirt hi:.* any time you choose to do SO:-- - \''id1 c:'Jl~idcneLj yourself, obstac!es turn into challengrr and chal- ' )-'n~2i !3 Womplish~nents. Low se!i-tstc:m then rec:des, because, !*X[:x! bi S!W~YS ?rc?ai:,?g [or md worryhg about how you Will live Yollr !if<, ?OU foig2t yowseli as you become absorbed in the living ol' ir.

Here are: a--?ew of the more common qvpes of meditation or relax21 i on-met h ads: 1 -qindfuIness meditarion: The of your attention in this of meditation is on your When the mind wan- den, YOU brine aitent'!an back rn

\X+,ez conf;on;d ivirh a sri:ssful situation, ihc body goes through ;n~n!' rdaprive changes. One docs noc have to be a pb!.sician to iecoSnizc rhern. TSe nostrils iltic, pupiis &!ate, hcarr bezt increases, hands become cold and c!trnmv, mouth dries. breathing becomes faster arid ii:c!clar and the body begins 10 .A d a s r a I io n shakc some\vhar. 175ysicians \vi11 also noie other -9I ne occ :king rhar ail I!ressors havc i~ coxzon is changes including incre3sed blood pressure and changes

' rhar :hey incicase thc dernziid for readjusczenc. .4lvin in blood conrcnr. These are caused by a flood of Toifler, zuhr of F:crrtrc 51?Gch,z csrinzccs c5;t 3x1 ;hemicais in rSe body, masimally preparing it for fight has iaccd this rcadju~rner~tckrnxd rhioz;:? SO0 !de- or flighr. times since :he besinning of human esiz:::ce. Toftlcr Due to the vcrv nature of the police officer's role, crcdix man's unique abi!i;y to adapt ro cl?zr.~cis the flight is not usuall!: ~iloption. Thercfore, ail energy is wrcc of hcnan sur;iv21. Yx, ivhile man hts zd.F:ed, directed roward the fight response, much like it wts SO0 .s ;Capration has riot c;ught up \virh riodcrn :incs. lifetimes ago. It h3s been stated that man goes through Lookins historically, as far back as rbc Feiiod in ..vt,ich the fight or flight response 15 to 50 times a day. Dr. men lived in caves, nankind posscsscd he "fight or Hans Sclye has named this physiological change during fl@t*' :es?mc. T'is response prepaicd naa either to fight or flight reacrions as the General Adapration Syn- fight his crg;ny or to flee. Because of the rzsid social drome.' chzngc today, nn's response frequently seem more The General Xdaprarion Syndrome is in three stages. appropriate for fizhrixg or fleeing in a prehistoric The first sragc is known as rhc alcn stage, during which fsshion. Therefore, today's reactions to si:ess in zany tine the body begins to prepare irself for fight or flight. .. case5 arc inzppropriate 2nd counterproducriv:. Stagc two is called the stage of resistance. During this '.:r7@ time the body is maximally prepared. The final srage, -hi3 exhausdon, initiates the body's attempt to repair the , -- FORAN EVENTTo BE damrge caused by rhc General Adapration Syndrome STRESSFUL,IT !~ius~BE and to iegain a srzte of homeostasis or equilibrium. L- - PERCiIVED AS SUCH Psychological Aspem - ..

For an evcnr ro be stressful, it must be perceived as such in thc mind. Pcrceprion is paramount in rhc stress icacrioa and !he body \vi11 respond based on it. Therefore, perception is rhc most impontnt "key" ivith rcg2rd :O one's ic;ccion to strcss. How one perceives the situation \vi11 I3rgeiy dictzce one's response.' The mind goes chrough three basic steps \\hen confronted with a problem or situ3tion. First the problcrn is perceived, rhen an analysis is conducted, and finally. a decision is made.' Step number one, pcrceprion, is a skill. IC is something that is learned and can be alrcrcd or changcd. Unforrun~rely,it has become vcry popular ro regard all mess in a negari;.e sense, as hxmful, and somcrhing to avoid. This ncgzri\.c stress h3s been named Gisrrcss.

The amareur, on the orher hxd, is an "ur',inte;l- tional reactor." His style of rercting cin be likened to 3 foorball team tvhich is tryins :o esccute a plzy ivirkouc firx getring into a huddle. nediifcrcnce involves Iczrn- ing various proactive skills necesszry for greater self- control. Acquiring these pro3crive skills is of greater significance ro the police officer than the athlcze because police work often deals ivith life and death m3tters. It is imporrant to look 3r some of the proacri\.e skills used by professionals ro put than in the category of intentional reactors. A common occurrence in police work is having to stop 3 citizen for speeding. Assume thar an officer has been chasing a whicle for severzl blocks. After stopping the \iolator, and before opening L. reduce his chan-ccs of falling pre); :o a stress-relaxd disorder. the car door, the officer musr adjust his body to the situation. Adjusring involves getting "in line" :-. cmocionally and physically. of the rnosr imponant C' ._ Sucss-Managcmcnt One -- areas in which to regain control is breathing. When Taking steps io eifeaively nanase SireSS is frequent- racing after the citizen, the body's naturakdefenses were ly met with resistance. One of the reasons is thzt peo~!~ in operation. As a result, thekipiratory rate increased either consciously or unconsclousIy associare sii:Ss and breaching became shorr 3cd choppy. This rezcrion management ;virh staying on 23 "ecca--. keel." The was appropriite for preparing 10 catch the citizen. It is resistancc that polic: oificers somerimes' display ,.vii,i inappropriare, hotvcver,for subsequent communication stress mana~ementtraining results from the condin wirh the individual. benveen mznaging stress and rhc atmaion 10, xdex- An effective skill for returning brc~hingto 3n even ciremenr associztcd with, police n-ork. and more regular state involves inhaling smoothly Learning to nznsge stress and ru:n it into Fosltive through the nose. Hold momtntarily and thcn sIo\\*ly cncr_ey does r;ot Teach an individuzl 10 become mi=- exhale rhrough the nose. Ar the.sime time one is es- 5.olved and easy goir;g. insread, one learzs how 10 zpp- Fcllinp the air from the lungs, Se shou!d relax propriarely react ivlicn confronicd tvich srressful muscles in the body 2nd crc~tc3 "wave" of calm feeling siruarions. For cxmplc, to become involved in a high that begins 3t the he2d 2nd tr3~elsrSroughout rhc body. speed chase and :O experience an zcconpanying in- Practicing :his skill and reg.lining control over bresthing CicaSe 2s in blood pressure, hean rate, 2nd respirarion, is imporranr, bccause \$ hcn brczrSing is short and :he adrcnalin rac:s rhrough the body, is appropriarc. choppy, lcss air enccrs rhc body. Less oxygen, therefore, The s3mc physiologiczl response, hox.cver, trhcn onc

This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. THATHE Is XOTRESPONSIBLE, NOR IN CONTROLOF WHAT HAPPENS IN HIS EXTERNALENVIRONMENT. HE Is, HOWEVER,RESPONSIBLE FOR HIS To THESEEVENTS "Unwinding" is a Skill REACTIONS 3ecoming awtrc of one's self and developing csp- cise in the various proactive skilIs discussed thus fzr is a;! outgrowth from "Personal Quiet Tim*'training.' The Persona! Qiict Time is defined as a .personalized Facing Emotional Danger ncrhod for rnablicg a person co become physica!Iy, Sluch has been written about srress in the world of emotionally, and mentzliy relaxed. The rechnique is policing.' Unforrunacely, much of it tends to have a practiced in either a sirting or lying position for 10 to 20 negative impact on the officers lvho read it because the minutes, tv,-o tirncs daily. During this rime, an in- Lvriting highlights the hazards of the job; the malodies, dividual menrally places himself in a very pleasant and the miseries. Fortunately, there are those who scene, accompanied by soft musical 2nd environmcntzl challenge this negativism. They show police officers as sounds. As he visualizes the pleasam scene, he focuses '.__ perhaps no worse off than the average citizen concer- on*relaxing each of the muscle groups in his body. ning divorce, suicide, and other problems.'O X recent C-. Learning io eifecrivcly unwind is a skill. .I, .. study by the Sationai Institute of Occupational Safety and Health (NOSH) listed the 20 most stressful oc- c; It is not uncommon for a police officer to fccl E??- comfortable the first rime he experiences a relasarik~ cuparions. Law enforcement wa_s pot amoFg them. This technique. One reason for feeling unconforrable is rhe is not meant ro imply that being a police officer is not jack of the body's familizr flow of drcnzlin. Another stressful. Hoivever, it may not be as stressful, icamn is th3t it is a different w3y to approach im- physically, as some believe. There is no doubr, however, =ro\.ing perfornazce. W3en an oiiicer is 'ie\sist:int to that it is among the most ~nrofion~llfydJngerolts jobs in FrcGicing Person;~lQuitr Time, it is somcrimes becztisc the world. The police officer never knows what hc \vi!] rhc person !xks,in undcrsr3nding ni rci3xsrion. Or,c of face nest: he \virnesses the misery of human beings; in- ihc n05t cifccrivc ways ro introduce .I person to rhe vestigates fat31 Jurornobile accidents, child abuse, rape, \.~IGCS of prxcticing .I rel;ixarion rechniqcc is by coiii- murdcr, and other hideous crimes; receives little or no pari~gir to sleep. Slecp is cr~diri(1n.111;;compared irith support from rhc public he serves; 3nd is forced to make rcsr fu1 r! ess. life and Je~thdecisions in a mmcr of seconds. Among his daily emotions arc fear, anger, and sadness cjused , Srudics in slecp 3nd relsxarion indic;i:e th3r relax- z:!cn tech niq ties, ivhen practiced. produce J i ffercnr by shock, frusrr;lrion. conflict and pressur?. ?h!jiologicJI re3c;ions from slec:, 2nd ;hzr rel3x~iion Bec~uscof these emotional. factors, officers, as \vel1 rcaflions ;re ielsrtd to ciearing greatcr feclings of resr. 3s orhers, suifer fiom psychosomaric disorders, like ?r,c 0; the diffcrcnces no:cd ~3sin oxygen consump- ulcers and hcJrr discase. Stress can also result in scif- cion. 'Oxygen consumption is dcfincd as the amouct of

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This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. *-.c n-d 2CLZ,C ..-spe-cyj * c-.:. t9e nqcav Ones we so z.::: .,.7.,. Your Morriaai .-Esoicrdy denid dlzing ccmhrp, .-..3ut htdoesn't ;;.&e my seise! ~gii3 ccrne into ~OCU. Tne moodi- way do we ~hkthat hming GU zess cr he stingu~cssbecomes ew- ;mer vnll make hm bebve mort ient. and we have the sickening $zasanily? '8e thd Lbt way be- a vibran: young woman named rtahxn htnot ody KC we not =use chat's how we got cur pareits Chcji. Jobin said that he'd rijher zokg to get OUT ne& mef but our to *&e care oi us as babies. We i7 a nimte if only she'd sa7 yes; but ?irznc is going to wound us in the iidn't sde sweetly or put our re- sev:d ncnLis air.. :!e weiding, he :me xay we were wounded as a aues: into words-we hpiyopened bepto cmplain tie couid toleme c5lb Tat's beaFe the mate we cui mouths and s~~ed..4nd we Cherjl's "~zotionalsccsses" (as :le Zeiec: sually has negative traits joGn ieamed that he louder we now aesc.3ed thern) wha she ci- .cysiziiar to L5ose oi our prents. sccamed. tie quicker Liey me. :ecei them at oihewahen she .%so, Ge babies. we tex! to 2ssme berated a saiesder!! or giggled wiiii a THE-- WEAPONS OF LOVE tyat our paiiaer knows bs-Linc5vely grzkenbjut when she beamed :la. w'k? we're invoived in the marital v;kt we need .4s on: vkfe put it 'nigh-voltrge emoticm at b!, he be- ?ewer sFdggie. we oicen 'have uou- "Ee's been ~in-iedto me ior 1j CL?.~pmicky. "I fed as ii my o&, is bie ideixziyng what nts gone wrong. ye;-. K ne st2! doesn't how wk: I tbout- to shotc-&,rc&~" he sal& ?A we how is that somehow we've wznt Lien ne hasn't be=! paying ai- !ne rwson for job's acjte apA- 5rcmito a colder dinate. Now tention!" What this woman faiied to e!:? ;s2s kat Cherjl's ezo~ond72- %re ~'efewer back-mbs: there's comprehend uas chit her nusbtid is tm wzs begmining to s-k hi'S own iess icvemaking, less hespent to- not a devoted parent nove-%g over burreci ieehgs to siiG'~a deDee t;-zt geiie:. We ied confused, angry, ner Cio but an equal with (~uG?to they threatened to enuge In re- t-Xccs. depressed and unioved, and ner surprise) needs and expectations sponse he cried to dunpen her ?e'- in despair we begin to use negative oi his own sordity "Take it easy, Cneryl!" he'd acres. We withhold our affedon When pmers don't tell each 0th- say. "You're behaving ke an idiot'' becone irritable and critical We a:- s what they want but cons-mtly Tne very chcte: ~ciitha: hd ZC!!t?d bh+-'Why do YOU d- Sheand ciddze head. it's little one drawn him to her ne now per- ways. . . ?" and %ow come you wonder that the spirit of love and co- ceived as a threat ,' never. . . ?"-with the thought that operation disappears. (CaLnried)

10 STEPS TOWAR3 d CONSClOUS MARRUG€ youU have a bener dmce of ger- ing a positive rtsponst t. Work & acquire the stmgths and cbZfitsyou Lccz. You were amc- ed to your pmer because he had quahies you wished you hat he - Bas outgoing, perhaps. and you %ere shy. Lnstead of hoping Lit Lhis aspec: oi his ?enana3iry will somehow rub oii on you. develop m yomeif those qulli~esYOU adiie. 9. Rtrognize he nehri to be ope- d- rec! 3rd &iq. .?is 3 iidl ddYOU were wnoUy yoil-seiF Yon were 2bie to love imcoadio*uliy, to fd roncet ana jcy, to h4ysqress A pms ~iyocr ysordiry. ?e&- ccver kit 0rigx-d synmeiry. io.Accept rhc: c good mr*e hemot;Us; "iLc;zper.." Work to de- veiop $ yocrseu coniiiimex &- +he and che cccrage to go~ad change. .:mi recowe hx pc-ec- don is nor L?e gsd Don't dexmd i: oi yocselc or ci yocr rze. 0

, TROUBLES COME IN STAGES Relationships go through severd stages, each wich its own szc oi ::oubies. During the romantic stage, par,xrs oken ignore one another's fauix. Dunng cne next stage-reality-they recogniz: they have differenc Reds and wants and may scan to argxe. Later, ia a sEge of reappraisd, they ma): disagree about major Lfesryie decisiom If you recog&e yourself in one of these sxges, leaning why zoubies arise when they co cahelp you resolve them.

Romance Because paxcers ideke one anohe:, chey may overlook flaws ad avoid diiscasjizg imporant issues. aut such avoidace can sigd rouble ahead The early romantic nag: of a reiadonshp is . curdy when couples should disc~ss heir Iicws on issues such as manapg money, shar- ing chores, and raising kids.

Reality Eventually, couples realize each partner has different

b needs and wants. Romance fades and reality begins. I Arguments may s-a, bur can be productive if couples learn and use good communication skds that heip keep discussions friendly. Fdure to discuss differences is worse, because it can mggu grudges or power smggles.

Reap pra isa I

imponant At -hs sage, couples often reappraise their relationship's efieci on how : they want to live their lives. . Some couples separatc Others become closer by communi-

Money Troubles HOW to Resolve Them

hUfUallY not how muc? money a couple has ttat Plan a budgd together; rt can prmde a srmcured way to I ’roubles fl’sdisagreement ovef howjo smdR discuss personal values and set soending pnonties. It can i emoney wuments focus on ho~tune should be also hdp you and your parvm danty what money means !- 01 KX to savg and wh~~ntrds purse to each of YOU, SU& at wnty.POW-W. 0~ Bookt 3tNlgs Job Ias or overuse of credit can intensify prob on budgeting also can show yar how VMOUS ion& of krm. &ng Wnento blame one andher or fd mor19management systems work you don‘t have to do OI out of mntrd. things the way your family did In4aw Troubles How to Resoke Them AAA

- I, I* troubles often occur ear(y in marriages. One part- To resolve in-hw trwbles, avoid accusations; instead, td I ner reds the othcfs parents are too intrusive or citd or your partner how you feel. If. fw instana. your iwlam a partner is too arached to parents. Things get wone say IX do things that make yar fed insecure or unworthy. thc Ckki~edPartner feels obliged to ‘argue” his or her say sa Then disswhat kind of retationship yar both ma’side NO mzer how wet1 meaning everyone is. want with your in-laws and determine how to meet mutual f-s get hurt tempers flare, and relationships suffer. needs in ways that won7 cause antlid

Chemical Dependency tf a FMnefs chemical dewndence is muting conflic follow three ruler 1) Don’t oniron! your PMner without a professional’s help: you may create mU‘e mnfi 2) Don? make excufcs: that allom the dependence to continuc . 3) trY to resdve :he Droblem alow Chemical dezndeme is a serious probrem *.at requires Professianal hdp.

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T'e following verbal SUScan help you givt The rest nonverbal-such as voiie .. express your concerns clearly, honestly, and pou is , politely. Paraphrase (repeat back) what your tone, expression, and ~OSKWC.Many reiadon- partner says to be sure you have understood ship conflicts are in fact uiggered by mis- it Use "I statenents" ("Ifed hurt when you're matched words and body language, such as he") rather than "you statements" ('You're someone saying, 'That's great," with disin- i always late"), which sound accusatory. Focus westHelp your nonverbal communication on your feelings rather than what a person did; ull your partner, "I may disagree with you but t no one can argue with your feelings. Listen to I want to understand you:' Keep your tone of your partner trirhout giving advice. Avoid voice hendly. Be sure your facial expression, asking "why" questions ('Why do you do gestures, and voice tone match what you say. that?"), which sound accusatory and make And stand close to your parcner with your orhers feel defmsive. ams open KO show cooperation. -

Cheddist For Better Communication Good commurication needs dady reinforcement. Keep your relationshp healthy by using thls checklist every day.

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Signs That You Need Help Sinc conrlcr a re!auocship is nom4 and inevitable, how to you how whe3 a ?roblen is scious moue to seck outside he!$ good deis to seck professional help whes a prob- !a?exists ior ac:e kit3 monh, whe3 wkyou have tied isn't worbg, or when a probIa ~?e~.-sother asTecis i esca!ates ad oi youre!arionship. Don'! chink :hat seekrig proitssiond help is a sign of fdure. On the COOKMY, it shows you czc about YOU idation- ship. Couples whose rdadonships thrive usually se:k help early; they don't !:I problems persist

How to Get Help There are many ways io find competent therapists who specialize in tracing COUF~CS. Ask your employee assisact program, medical dcsuanent 01 uhnician for a recommendation &look in ;he ;daw pages of tbc phone boo for lixlngs of marriage and fdycounselors, psychologists, hcalsocial workers, or psy- chiauins. Also helpful: communiry agencies such as Family Senice, caholic social servi and Jewish Farmly Senice. These agencies counsel people of all faihs.

Couples Therapy Mamage Enrichment Special Groups Couples therapists treat both Marriage enrichment pro- Some conflicts require spe- parmen in a rdarionship. The grams are intended to rnakt cial groups, such as A-Anon therapist does not tdl clients good relationships even bet- for parmen of dcoholics. Mps what to do but helps them ter. Ohen &e programs are --andpersonnel depments idcndy and daniy problems offered through colleges or also can recommend credit and then taches them sws, churches. They teach com- counselors if you have money such as bencr communication, munication and other slulls uoubles, parental hotlines far that help &em work out prob- that help couples clariiy and couples frustrated over kids, lem on heir own. resolve conflicts. and shelters for the abused.