Organizational Toxin Handlers: The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (185 Seiten) |
| ISBN: | 9783030516857 |
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| 245 | 1 | 0 | |a Organizational Toxin Handlers |b The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
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| 505 | 8 | |a Intro -- Foreword -- Acknowledgments -- Disclaimer -- Contents -- About the Author -- 1: Toxin Handlers: Who They Are and What They Do -- References -- 2: What Causes Toxic Workplace Situations? A Focus on the Economic and Legal Drivers -- Introduction -- How We Got Here: Some Historical Background -- A Relentless Focus on the Maximization of Profits -- Changes in the American Workplace -- References -- 3: What Causes Toxic Workplace Situations? A Focus on the Individual, Situational, and Systemic Drivers -- An Examination of Workplace Dynamics -- The Individual Perspective -- A Focus on Results-Not How They Are Obtained -- Why They Do It -- We Idolize Arrogance and Outliers -- The Situational Perspective -- Low Perceived Risk and No Consequences -- Competition for Promotions, Influence, and Rewards Encourages Bullying -- The Organizational Systems Perspective -- Rational Systems -- Natural Systems -- Open Systems -- The Combined Individual, Situational, and Organizational Systems Perspective -- References -- 4: What Causes Toxic Workplace Situations? A Focus on the Ethical Drivers -- So, What Makes Leaders Fail? -- Privileged Access -- Lack of Balance -- I Want It All-And I Want It Now -- Stress and a Heightened Fear of Failure -- Inflated Ego and a Sense of Exemption from Rules -- The "Emptiness Syndrome" -- Early Strengths Become Later Weaknesses -- Corporate Culture Drives Bad Behaviors -- Conclusions -- References -- 5: Why They Do It -- Innate Personality Characteristics -- Requirement of the Role -- HR Practitioners Are Strongly Identified with Their Work and Tend to Protect Others -- Positive Impact of the Role on Toxin Handlers -- References -- 6: How They Reduce Organizational Pain -- Empathetic Listening -- Suggest Solutions and Provide Resources -- Work Behind the Scenes and Provide a "Safe Space" -- Confidential Counseling | |
| 505 | 8 | |a Strategize Communications and Reframe Difficult Messages -- Coach and Advise Managers -- References -- 7: Why Organizations Need Them -- Reference -- 8: Friend or Assassin: Whose Side Is HR On, Anyway? -- Why HR Is So Often Misunderstood or Disliked -- HR Must Often Tell Managers "No" -- Organizational Role Is Not Fully Appreciated and/or Understood -- HR Is Perceived as Lacking Business Knowledge -- Lack of Professional Credentials, Education, or "Organizational Fit" -- Insecure Managers May See Competent HR Professionals as a Threat -- Strategies to Improve Perceptions Among Employees and Senior Leaders -- Seek Opportunities to Enhance Business Knowledge and Professional Credibility -- Increase Communication to Address the Inherent Tension Between HR and Other Managers -- Shift from Role as "Internal Police" to Strategic Business Partner/Compliance Coach -- References -- 9: The Price They Pay -- Reference -- 10: Running on Empty: Warning Signs of Compassion Fatigue and Burnout -- Compassion Fatigue -- What Is Compassion Fatigue? -- Who Does It Affect? -- Signs and Symptoms of Compassion Fatigue -- Burnout -- Commonalities and Differences Between Burnout and Compassion Fatigue -- Commonalities -- Differences -- Strategies to Avoid These Problems -- References -- Additional Resources -- 11: Perceived Low Value of HR's Work to Senior Leaders (and How HR Can Fix This) -- Toxin Handling Work Is Not Only Not Appreciated-In Fact, It Is Invisible -- Perceived Low Value of HR's Work to Senior Leaders (and How HR Can Fix This) -- Strengths of HR Professionals -- Weaknesses of HR Professionals -- Overall Rating -- Implications for the HR Profession -- References -- 12: Promising Macro Strategies to Minimize Harm to Toxin Handlers -- Organizational Strategies -- Formalize Toxin Handling Responsibilities -- Focus on Building a "Culture of Care" | |
| 505 | 8 | |a Develop an Intentional Partnership Between HR and Senior Leaders -- Expand Employee Communications -- Rotate HR Practitioners -- Ramp Up Soft Skills Training -- Recognize and Appreciate the Work -- Develop a Culture of Respect -- Adopt New Policies and/or Update Existing Ones -- Ensure Periodic Communication and Training About Conduct Expectations -- Track Key Metrics and Regularly Audit Key Processes -- Conduct Periodic Climate Surveys -- The Way Forward: A Modest Proposal -- Changes to the Legal System -- Changes to the Employment Relationship -- Changes to the Organizational System -- References -- 13: Promising Micro Strategies to Minimize Harm to Toxin Handlers -- Focus on Self-Care -- Set Clear Boundaries and Learn to Say "No" -- Develop a Community of Support -- Strengthen the Partnership with the Company's EAP and Seek Personal Counseling -- Pay Close Attention to Work-Life Balance -- Change Jobs or Leave the Organization Entirely -- References -- 14: Can We Reduce Organizational Toxicity by Improving Our Leaders? Hint: Yes, We Can! -- Theoretical Perspectives About the Leadership Process -- Use of Power-Personalized Versus Socialized -- Tough/Good Leaders Versus Exceptional Leaders -- What Do Tough/Good Leaders Look Like? -- What Makes Exceptional Leaders Different? -- Personal Excellence and the Achievement of High Standards -- Care and Connect in a Highly Personalized Manner -- Conclusions -- References -- 15: The So-What? Making Sense of It All -- Reference -- 16: Epilogue: A Manifesto for a New (and Better) Future -- References -- Correction to: The So-What? Making Sense of It All -- Appendix A: Executive Summary of the Research Study -- Appendix B: Technical Report -- Overview of the Study -- Systematic Review of the Literature -- Funding, IRB Approval, and the Secondary Literature Review -- Request for Funding -- IRB Approval | |
| 505 | 8 | |a Secondary Literature Review -- Data Collection and Analysis -- Research Questions -- Overview of the Method -- Rationale for Method Selection -- Data Collection -- Sample Selection -- Recruitment Strategy -- Semi-Structured Interviews -- Demographic Profile of the Participants -- Analysis of the Data -- Evaluation of the Study Criteria for Evaluating Grounded Theory Research -- Appropriateness of the Sample Size -- Assessment of the Study's Rigor -- Validity of the Theory -- Caution About Using These Results -- Possible Study Limitations -- Suggestions for Future Research -- Originality/Value/Implications of the Study -- Declaration of No Conflicting Interests -- Disclaimer -- About the Principal Investigator -- About the Research Assistant -- For Further Information -- Acknowledgments -- References -- Bibliography -- Index | |
| 650 | 4 | |a Corporate culture | |
| 650 | 4 | |a Personnel management | |
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Datensatz im Suchindex
| _version_ | 1804184006115196928 |
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| adam_txt | |
| any_adam_object | |
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| author | Daniel, Teresa A. |
| author_facet | Daniel, Teresa A. |
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| author_sort | Daniel, Teresa A. |
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| building | Verbundindex |
| bvnumber | BV048224124 |
| collection | ZDB-30-PQE |
| contents | Intro -- Foreword -- Acknowledgments -- Disclaimer -- Contents -- About the Author -- 1: Toxin Handlers: Who They Are and What They Do -- References -- 2: What Causes Toxic Workplace Situations? A Focus on the Economic and Legal Drivers -- Introduction -- How We Got Here: Some Historical Background -- A Relentless Focus on the Maximization of Profits -- Changes in the American Workplace -- References -- 3: What Causes Toxic Workplace Situations? A Focus on the Individual, Situational, and Systemic Drivers -- An Examination of Workplace Dynamics -- The Individual Perspective -- A Focus on Results-Not How They Are Obtained -- Why They Do It -- We Idolize Arrogance and Outliers -- The Situational Perspective -- Low Perceived Risk and No Consequences -- Competition for Promotions, Influence, and Rewards Encourages Bullying -- The Organizational Systems Perspective -- Rational Systems -- Natural Systems -- Open Systems -- The Combined Individual, Situational, and Organizational Systems Perspective -- References -- 4: What Causes Toxic Workplace Situations? A Focus on the Ethical Drivers -- So, What Makes Leaders Fail? -- Privileged Access -- Lack of Balance -- I Want It All-And I Want It Now -- Stress and a Heightened Fear of Failure -- Inflated Ego and a Sense of Exemption from Rules -- The "Emptiness Syndrome" -- Early Strengths Become Later Weaknesses -- Corporate Culture Drives Bad Behaviors -- Conclusions -- References -- 5: Why They Do It -- Innate Personality Characteristics -- Requirement of the Role -- HR Practitioners Are Strongly Identified with Their Work and Tend to Protect Others -- Positive Impact of the Role on Toxin Handlers -- References -- 6: How They Reduce Organizational Pain -- Empathetic Listening -- Suggest Solutions and Provide Resources -- Work Behind the Scenes and Provide a "Safe Space" -- Confidential Counseling Strategize Communications and Reframe Difficult Messages -- Coach and Advise Managers -- References -- 7: Why Organizations Need Them -- Reference -- 8: Friend or Assassin: Whose Side Is HR On, Anyway? -- Why HR Is So Often Misunderstood or Disliked -- HR Must Often Tell Managers "No" -- Organizational Role Is Not Fully Appreciated and/or Understood -- HR Is Perceived as Lacking Business Knowledge -- Lack of Professional Credentials, Education, or "Organizational Fit" -- Insecure Managers May See Competent HR Professionals as a Threat -- Strategies to Improve Perceptions Among Employees and Senior Leaders -- Seek Opportunities to Enhance Business Knowledge and Professional Credibility -- Increase Communication to Address the Inherent Tension Between HR and Other Managers -- Shift from Role as "Internal Police" to Strategic Business Partner/Compliance Coach -- References -- 9: The Price They Pay -- Reference -- 10: Running on Empty: Warning Signs of Compassion Fatigue and Burnout -- Compassion Fatigue -- What Is Compassion Fatigue? -- Who Does It Affect? -- Signs and Symptoms of Compassion Fatigue -- Burnout -- Commonalities and Differences Between Burnout and Compassion Fatigue -- Commonalities -- Differences -- Strategies to Avoid These Problems -- References -- Additional Resources -- 11: Perceived Low Value of HR's Work to Senior Leaders (and How HR Can Fix This) -- Toxin Handling Work Is Not Only Not Appreciated-In Fact, It Is Invisible -- Perceived Low Value of HR's Work to Senior Leaders (and How HR Can Fix This) -- Strengths of HR Professionals -- Weaknesses of HR Professionals -- Overall Rating -- Implications for the HR Profession -- References -- 12: Promising Macro Strategies to Minimize Harm to Toxin Handlers -- Organizational Strategies -- Formalize Toxin Handling Responsibilities -- Focus on Building a "Culture of Care" Develop an Intentional Partnership Between HR and Senior Leaders -- Expand Employee Communications -- Rotate HR Practitioners -- Ramp Up Soft Skills Training -- Recognize and Appreciate the Work -- Develop a Culture of Respect -- Adopt New Policies and/or Update Existing Ones -- Ensure Periodic Communication and Training About Conduct Expectations -- Track Key Metrics and Regularly Audit Key Processes -- Conduct Periodic Climate Surveys -- The Way Forward: A Modest Proposal -- Changes to the Legal System -- Changes to the Employment Relationship -- Changes to the Organizational System -- References -- 13: Promising Micro Strategies to Minimize Harm to Toxin Handlers -- Focus on Self-Care -- Set Clear Boundaries and Learn to Say "No" -- Develop a Community of Support -- Strengthen the Partnership with the Company's EAP and Seek Personal Counseling -- Pay Close Attention to Work-Life Balance -- Change Jobs or Leave the Organization Entirely -- References -- 14: Can We Reduce Organizational Toxicity by Improving Our Leaders? Hint: Yes, We Can! -- Theoretical Perspectives About the Leadership Process -- Use of Power-Personalized Versus Socialized -- Tough/Good Leaders Versus Exceptional Leaders -- What Do Tough/Good Leaders Look Like? -- What Makes Exceptional Leaders Different? -- Personal Excellence and the Achievement of High Standards -- Care and Connect in a Highly Personalized Manner -- Conclusions -- References -- 15: The So-What? Making Sense of It All -- Reference -- 16: Epilogue: A Manifesto for a New (and Better) Future -- References -- Correction to: The So-What? Making Sense of It All -- Appendix A: Executive Summary of the Research Study -- Appendix B: Technical Report -- Overview of the Study -- Systematic Review of the Literature -- Funding, IRB Approval, and the Secondary Literature Review -- Request for Funding -- IRB Approval Secondary Literature Review -- Data Collection and Analysis -- Research Questions -- Overview of the Method -- Rationale for Method Selection -- Data Collection -- Sample Selection -- Recruitment Strategy -- Semi-Structured Interviews -- Demographic Profile of the Participants -- Analysis of the Data -- Evaluation of the Study Criteria for Evaluating Grounded Theory Research -- Appropriateness of the Sample Size -- Assessment of the Study's Rigor -- Validity of the Theory -- Caution About Using These Results -- Possible Study Limitations -- Suggestions for Future Research -- Originality/Value/Implications of the Study -- Declaration of No Conflicting Interests -- Disclaimer -- About the Principal Investigator -- About the Research Assistant -- For Further Information -- Acknowledgments -- References -- Bibliography -- Index |
| ctrlnum | (ZDB-30-PQE)EBC6340249 (ZDB-30-PAD)EBC6340249 (ZDB-89-EBL)EBL6340249 (OCoLC)1197757297 (DE-599)BVBBV048224124 |
| dewey-full | 658.3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048224124 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:38Z |
| indexdate | 2024-07-10T09:32:28Z |
| institution | BVB |
| isbn | 9783030516857 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033604857 |
| oclc_num | 1197757297 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (185 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| spelling | Daniel, Teresa A. Verfasser aut Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (185 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Foreword -- Acknowledgments -- Disclaimer -- Contents -- About the Author -- 1: Toxin Handlers: Who They Are and What They Do -- References -- 2: What Causes Toxic Workplace Situations? A Focus on the Economic and Legal Drivers -- Introduction -- How We Got Here: Some Historical Background -- A Relentless Focus on the Maximization of Profits -- Changes in the American Workplace -- References -- 3: What Causes Toxic Workplace Situations? A Focus on the Individual, Situational, and Systemic Drivers -- An Examination of Workplace Dynamics -- The Individual Perspective -- A Focus on Results-Not How They Are Obtained -- Why They Do It -- We Idolize Arrogance and Outliers -- The Situational Perspective -- Low Perceived Risk and No Consequences -- Competition for Promotions, Influence, and Rewards Encourages Bullying -- The Organizational Systems Perspective -- Rational Systems -- Natural Systems -- Open Systems -- The Combined Individual, Situational, and Organizational Systems Perspective -- References -- 4: What Causes Toxic Workplace Situations? A Focus on the Ethical Drivers -- So, What Makes Leaders Fail? -- Privileged Access -- Lack of Balance -- I Want It All-And I Want It Now -- Stress and a Heightened Fear of Failure -- Inflated Ego and a Sense of Exemption from Rules -- The "Emptiness Syndrome" -- Early Strengths Become Later Weaknesses -- Corporate Culture Drives Bad Behaviors -- Conclusions -- References -- 5: Why They Do It -- Innate Personality Characteristics -- Requirement of the Role -- HR Practitioners Are Strongly Identified with Their Work and Tend to Protect Others -- Positive Impact of the Role on Toxin Handlers -- References -- 6: How They Reduce Organizational Pain -- Empathetic Listening -- Suggest Solutions and Provide Resources -- Work Behind the Scenes and Provide a "Safe Space" -- Confidential Counseling Strategize Communications and Reframe Difficult Messages -- Coach and Advise Managers -- References -- 7: Why Organizations Need Them -- Reference -- 8: Friend or Assassin: Whose Side Is HR On, Anyway? -- Why HR Is So Often Misunderstood or Disliked -- HR Must Often Tell Managers "No" -- Organizational Role Is Not Fully Appreciated and/or Understood -- HR Is Perceived as Lacking Business Knowledge -- Lack of Professional Credentials, Education, or "Organizational Fit" -- Insecure Managers May See Competent HR Professionals as a Threat -- Strategies to Improve Perceptions Among Employees and Senior Leaders -- Seek Opportunities to Enhance Business Knowledge and Professional Credibility -- Increase Communication to Address the Inherent Tension Between HR and Other Managers -- Shift from Role as "Internal Police" to Strategic Business Partner/Compliance Coach -- References -- 9: The Price They Pay -- Reference -- 10: Running on Empty: Warning Signs of Compassion Fatigue and Burnout -- Compassion Fatigue -- What Is Compassion Fatigue? -- Who Does It Affect? -- Signs and Symptoms of Compassion Fatigue -- Burnout -- Commonalities and Differences Between Burnout and Compassion Fatigue -- Commonalities -- Differences -- Strategies to Avoid These Problems -- References -- Additional Resources -- 11: Perceived Low Value of HR's Work to Senior Leaders (and How HR Can Fix This) -- Toxin Handling Work Is Not Only Not Appreciated-In Fact, It Is Invisible -- Perceived Low Value of HR's Work to Senior Leaders (and How HR Can Fix This) -- Strengths of HR Professionals -- Weaknesses of HR Professionals -- Overall Rating -- Implications for the HR Profession -- References -- 12: Promising Macro Strategies to Minimize Harm to Toxin Handlers -- Organizational Strategies -- Formalize Toxin Handling Responsibilities -- Focus on Building a "Culture of Care" Develop an Intentional Partnership Between HR and Senior Leaders -- Expand Employee Communications -- Rotate HR Practitioners -- Ramp Up Soft Skills Training -- Recognize and Appreciate the Work -- Develop a Culture of Respect -- Adopt New Policies and/or Update Existing Ones -- Ensure Periodic Communication and Training About Conduct Expectations -- Track Key Metrics and Regularly Audit Key Processes -- Conduct Periodic Climate Surveys -- The Way Forward: A Modest Proposal -- Changes to the Legal System -- Changes to the Employment Relationship -- Changes to the Organizational System -- References -- 13: Promising Micro Strategies to Minimize Harm to Toxin Handlers -- Focus on Self-Care -- Set Clear Boundaries and Learn to Say "No" -- Develop a Community of Support -- Strengthen the Partnership with the Company's EAP and Seek Personal Counseling -- Pay Close Attention to Work-Life Balance -- Change Jobs or Leave the Organization Entirely -- References -- 14: Can We Reduce Organizational Toxicity by Improving Our Leaders? Hint: Yes, We Can! -- Theoretical Perspectives About the Leadership Process -- Use of Power-Personalized Versus Socialized -- Tough/Good Leaders Versus Exceptional Leaders -- What Do Tough/Good Leaders Look Like? -- What Makes Exceptional Leaders Different? -- Personal Excellence and the Achievement of High Standards -- Care and Connect in a Highly Personalized Manner -- Conclusions -- References -- 15: The So-What? Making Sense of It All -- Reference -- 16: Epilogue: A Manifesto for a New (and Better) Future -- References -- Correction to: The So-What? Making Sense of It All -- Appendix A: Executive Summary of the Research Study -- Appendix B: Technical Report -- Overview of the Study -- Systematic Review of the Literature -- Funding, IRB Approval, and the Secondary Literature Review -- Request for Funding -- IRB Approval Secondary Literature Review -- Data Collection and Analysis -- Research Questions -- Overview of the Method -- Rationale for Method Selection -- Data Collection -- Sample Selection -- Recruitment Strategy -- Semi-Structured Interviews -- Demographic Profile of the Participants -- Analysis of the Data -- Evaluation of the Study Criteria for Evaluating Grounded Theory Research -- Appropriateness of the Sample Size -- Assessment of the Study's Rigor -- Validity of the Theory -- Caution About Using These Results -- Possible Study Limitations -- Suggestions for Future Research -- Originality/Value/Implications of the Study -- Declaration of No Conflicting Interests -- Disclaimer -- About the Principal Investigator -- About the Research Assistant -- For Further Information -- Acknowledgments -- References -- Bibliography -- Index Corporate culture Personnel management Problem employees-Management Harrison, Lynn Sonstige oth Erscheint auch als Druck-Ausgabe Daniel, Teresa A. Organizational Toxin Handlers Cham : Springer International Publishing AG,c2020 9783030516840 |
| spellingShingle | Daniel, Teresa A. Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations Intro -- Foreword -- Acknowledgments -- Disclaimer -- Contents -- About the Author -- 1: Toxin Handlers: Who They Are and What They Do -- References -- 2: What Causes Toxic Workplace Situations? A Focus on the Economic and Legal Drivers -- Introduction -- How We Got Here: Some Historical Background -- A Relentless Focus on the Maximization of Profits -- Changes in the American Workplace -- References -- 3: What Causes Toxic Workplace Situations? A Focus on the Individual, Situational, and Systemic Drivers -- An Examination of Workplace Dynamics -- The Individual Perspective -- A Focus on Results-Not How They Are Obtained -- Why They Do It -- We Idolize Arrogance and Outliers -- The Situational Perspective -- Low Perceived Risk and No Consequences -- Competition for Promotions, Influence, and Rewards Encourages Bullying -- The Organizational Systems Perspective -- Rational Systems -- Natural Systems -- Open Systems -- The Combined Individual, Situational, and Organizational Systems Perspective -- References -- 4: What Causes Toxic Workplace Situations? A Focus on the Ethical Drivers -- So, What Makes Leaders Fail? -- Privileged Access -- Lack of Balance -- I Want It All-And I Want It Now -- Stress and a Heightened Fear of Failure -- Inflated Ego and a Sense of Exemption from Rules -- The "Emptiness Syndrome" -- Early Strengths Become Later Weaknesses -- Corporate Culture Drives Bad Behaviors -- Conclusions -- References -- 5: Why They Do It -- Innate Personality Characteristics -- Requirement of the Role -- HR Practitioners Are Strongly Identified with Their Work and Tend to Protect Others -- Positive Impact of the Role on Toxin Handlers -- References -- 6: How They Reduce Organizational Pain -- Empathetic Listening -- Suggest Solutions and Provide Resources -- Work Behind the Scenes and Provide a "Safe Space" -- Confidential Counseling Strategize Communications and Reframe Difficult Messages -- Coach and Advise Managers -- References -- 7: Why Organizations Need Them -- Reference -- 8: Friend or Assassin: Whose Side Is HR On, Anyway? -- Why HR Is So Often Misunderstood or Disliked -- HR Must Often Tell Managers "No" -- Organizational Role Is Not Fully Appreciated and/or Understood -- HR Is Perceived as Lacking Business Knowledge -- Lack of Professional Credentials, Education, or "Organizational Fit" -- Insecure Managers May See Competent HR Professionals as a Threat -- Strategies to Improve Perceptions Among Employees and Senior Leaders -- Seek Opportunities to Enhance Business Knowledge and Professional Credibility -- Increase Communication to Address the Inherent Tension Between HR and Other Managers -- Shift from Role as "Internal Police" to Strategic Business Partner/Compliance Coach -- References -- 9: The Price They Pay -- Reference -- 10: Running on Empty: Warning Signs of Compassion Fatigue and Burnout -- Compassion Fatigue -- What Is Compassion Fatigue? -- Who Does It Affect? -- Signs and Symptoms of Compassion Fatigue -- Burnout -- Commonalities and Differences Between Burnout and Compassion Fatigue -- Commonalities -- Differences -- Strategies to Avoid These Problems -- References -- Additional Resources -- 11: Perceived Low Value of HR's Work to Senior Leaders (and How HR Can Fix This) -- Toxin Handling Work Is Not Only Not Appreciated-In Fact, It Is Invisible -- Perceived Low Value of HR's Work to Senior Leaders (and How HR Can Fix This) -- Strengths of HR Professionals -- Weaknesses of HR Professionals -- Overall Rating -- Implications for the HR Profession -- References -- 12: Promising Macro Strategies to Minimize Harm to Toxin Handlers -- Organizational Strategies -- Formalize Toxin Handling Responsibilities -- Focus on Building a "Culture of Care" Develop an Intentional Partnership Between HR and Senior Leaders -- Expand Employee Communications -- Rotate HR Practitioners -- Ramp Up Soft Skills Training -- Recognize and Appreciate the Work -- Develop a Culture of Respect -- Adopt New Policies and/or Update Existing Ones -- Ensure Periodic Communication and Training About Conduct Expectations -- Track Key Metrics and Regularly Audit Key Processes -- Conduct Periodic Climate Surveys -- The Way Forward: A Modest Proposal -- Changes to the Legal System -- Changes to the Employment Relationship -- Changes to the Organizational System -- References -- 13: Promising Micro Strategies to Minimize Harm to Toxin Handlers -- Focus on Self-Care -- Set Clear Boundaries and Learn to Say "No" -- Develop a Community of Support -- Strengthen the Partnership with the Company's EAP and Seek Personal Counseling -- Pay Close Attention to Work-Life Balance -- Change Jobs or Leave the Organization Entirely -- References -- 14: Can We Reduce Organizational Toxicity by Improving Our Leaders? Hint: Yes, We Can! -- Theoretical Perspectives About the Leadership Process -- Use of Power-Personalized Versus Socialized -- Tough/Good Leaders Versus Exceptional Leaders -- What Do Tough/Good Leaders Look Like? -- What Makes Exceptional Leaders Different? -- Personal Excellence and the Achievement of High Standards -- Care and Connect in a Highly Personalized Manner -- Conclusions -- References -- 15: The So-What? Making Sense of It All -- Reference -- 16: Epilogue: A Manifesto for a New (and Better) Future -- References -- Correction to: The So-What? Making Sense of It All -- Appendix A: Executive Summary of the Research Study -- Appendix B: Technical Report -- Overview of the Study -- Systematic Review of the Literature -- Funding, IRB Approval, and the Secondary Literature Review -- Request for Funding -- IRB Approval Secondary Literature Review -- Data Collection and Analysis -- Research Questions -- Overview of the Method -- Rationale for Method Selection -- Data Collection -- Sample Selection -- Recruitment Strategy -- Semi-Structured Interviews -- Demographic Profile of the Participants -- Analysis of the Data -- Evaluation of the Study Criteria for Evaluating Grounded Theory Research -- Appropriateness of the Sample Size -- Assessment of the Study's Rigor -- Validity of the Theory -- Caution About Using These Results -- Possible Study Limitations -- Suggestions for Future Research -- Originality/Value/Implications of the Study -- Declaration of No Conflicting Interests -- Disclaimer -- About the Principal Investigator -- About the Research Assistant -- For Further Information -- Acknowledgments -- References -- Bibliography -- Index Corporate culture Personnel management Problem employees-Management |
| title | Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
| title_auth | Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
| title_exact_search | Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
| title_exact_search_txtP | Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
| title_full | Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
| title_fullStr | Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
| title_full_unstemmed | Organizational Toxin Handlers The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
| title_short | Organizational Toxin Handlers |
| title_sort | organizational toxin handlers the critical role of hr od and coaching practitioners in managing toxic workplace situations |
| title_sub | The Critical Role of HR, OD, and Coaching Practitioners in Managing Toxic Workplace Situations |
| topic | Corporate culture Personnel management Problem employees-Management |
| topic_facet | Corporate culture Personnel management Problem employees-Management |
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