1. OHS Role in Cultivating Safe and Healthy Workplaces Psychological Health and Safety In The Workplace Newman Psychological and Consulting Services, 2014

2. Preventing Bullying From Taking Root In Your Organization Newman Psychological and Consulting Services, 2014

3. The Mind of A Bully Chronic Blame Victim Identity Negative Attribution Narcissistic Tendencies Newman Psychological and Consulting Services, 2014

4. The Mind of A Target Self- Responsibility ‘Can Do’ Identity Generous Attribution Empathic Tendencies Newman Psychological and Consulting Services, 2014

5. Why do Targets get Hurt? Newman Psychological and Consulting Services, 2014

6. Bystander Stress Guilt ShameIllness Fear Newman Psychological and Consulting Services, 2014

7. Upstander Newman Psychological and Consulting Services, 2014

8. Vision “The vision for a psychologically healthy and safe workplace is one that actively works to prevent harm to worker psychological health, including in negligent, reckless, or intentional ways, and promotes psychological wellbeing”. p.1 Newman Psychological and Consulting Services, 2014

9. Zero Psychological Harm Commitments 1. Psychological harm to any individual is unacceptable. Newman Psychological and Consulting Services, 2014

10. Zero Psychological Harm Commitments Newman Psychological and Consulting Services, 2014 2. No job is so urgent, so important or so routine that it cannot be done safely:“I have no time for being nice”

11. Zero Psychological Harm Commitments Newman Psychological and Consulting Services, 2014 3. Safety is not separate from productivity and performance “He’s a bit abrasive, but he gets the job done”

12. Zero Psychological Harm Commitments 4. Psychological safety and health is not only an absolute company, institutional, agency or business priority, it is also a basic organizational value. Newman Psychological and Consulting Services, 2014

13. 5. Psychological safety and health is part of our community responsibility Newman Psychological and Consulting Services, 2014

14. Guiding Principles Psychological health and safety is a shared responsibility among all workplace stakeholders and commensurate with the authority of the stakeholder; The Standard is based upon a demonstrated and visible commitment by senior management for the development and sustainability of a psychologically healthy and safe workplace. (p. 3) Newman Psychological and Consulting Services, 2014

15. OHS Committees “The organization must engage the OHS Committee/worker representatives in defining their involvement in the Psychological Health and Safety Management System.” Newman Psychological and Consulting Services, 2014

16. Risk Mitigation “The organization shall develop, implement, and maintain a documented risk mitigation process that includes: a) Hazard identification; b) elimination of those hazards that can be eliminated; c) assessment for level of risk for hazards that cannot be eliminated; d) preventive and protective measures used to eliminate identified hazards and control risks; e) a priority process reflecting the size, nature and complexity, of the hazard and risk, and, where possible respecting the traditional hierarchy of risk control.” p. 8. Newman Psychological and Consulting Services, 2014

17. Unhealthy and Unsafe Workplace Behaviour Continuum Incivility Rude, impolite, insensitive Disrespect Sexual Joking and Innuendo Swearing Sarcasm Bullying Humiliating Degrading Demeaning Excluding Dominating Harassment Sexual Physical Violence Hitting walls, throwing, assault Newman Psychological and Consulting Services, 2014

18. Problematic Responses To Unsafe or Unhealthy Workplace Behaviour 1. Avoidance and Minimization Patterns 2. Tolerance Patterns 3. Exacerbating Patterns 4. Reward Patterns Newman Psychological and Consulting Services, 2014

19. Avoidance, and Minimization Patterns Ignore and Avoid Responses  Fear of discussing the behaviour  Hide in the office Dismiss and Minimize Responses  Nothing’s perfect, it’s pretty good  Feelings of discomfort that you can’t put your finger on. Excuse Responses  Excuses get made for repeated inappropriate behaviour Newman Psychological and Consulting Services, 2014

20. Tolerance Patterns Inexperience Responses  Buddy-style Leadership  Feel incompetent to deal with it, don’t ask for help  Respond ineffectively when personally experiencing unsafe of unhealthy behaviour. Blaming Responses  It’s the target’s fault Overwhelmed Responses  Someone above me should do something, I can’t.  Nothing I do works, so stop trying. Newman Psychological and Consulting Services, 2014

21. Exacerbating Patterns Distrust Responses  Them versus Us thinking: Elicits an intensification of unsafe and unhealthy behaviour— can include retaliatory behaviour. Passive Aggressive Responses  Knows what is going on but resentfully allows things to continue—”Serves them right” Newman Psychological and Consulting Services, 2014

22. Reward Patterns Expeditious Responses  Promote or shield someone who uses unsafe or unhealthy behaviour to get job done  Lateral moves to relocate the problem Newman Psychological and Consulting Services, 2014

23. Competence and Training “ The organization shall establish and sustain processes to: a) determine expectations and minimum requirements of workers and, in particular, those in leadership roles (e.g., supervisors, managers, worker representatives, union leadership) to prevent psychological harm, promote psychological health of workers and address problems related to psychological health and safety; and b) provide orientation and training to meet item a).” p. 12 Newman Psychological and Consulting Services, 2014

24. Coach, Assess, Address “The organization should establish and sustain processes to: a) provide accessible coaching and supports as required, recognizing the potential complexities of psychological health and safety situations, the unique needs of the individuals affected, and the skills needed; and b) assess and address competence of those in leadership roles (with respect to preventing psychological harm, promoting psychological health of workers and addressing problems related to psychological health and safety).” p.12 Newman Psychological and Consulting Services, 2014

25. Mutually Respectful Workplace Newman Psychological and Consulting Services, 2014

26. Our Choice Everything can be taken from (us) but one thing; the last of the human freedoms- to choose one’s attitude in any given set of circumstances, to choose one’s own way. Viktor Frankl Newman Psychological and Consulting Services, 2014

27. Healthy and Safe Workplace Behaviour Continuum Newman Psychological and Consulting Services, 2014 Civility Polite Appreciative Helpful Respect Seeing other’s value Camarderie Treat others the way you’d like to be treated Collaboration Inclusion Resolving Differences Equality Solution-Oriented Caring Empathy Concern for other’s wellbeing Wanting the best for another Kindness Going out of one’s way to help Anticipating needs and responding

28. Upstander Quote Newman Psychological and Consulting Services, 2014

29. Thank You You can contact Dr. Newman at drj@drjennifernewman.com Or Telephone: 1-604-266-6920 Newman Psychological and Consulting Services, 2014

30. RESOURCES To obtain a copy of the Psychological health and safety in the workplace—Prevention, promotion and guidance to stage implementation Visit: CSA Group: www.csagroup.orgwww.csagroup.org Or call: 1-800-463-6727 Newman Psychological and Consulting Services, 2014