This simple tool children as well as parents and therapists helps youngsters identify their feelings, then engage their wise owl mind to accept or cope with intense or difficult emotions. On these pages, facial expressions depict a range of feelings and moods--from happy to sad, friendly to shy, hopeful to angry, and more--that can be matched to the child's current state of being. On the back of each card different strategies relevant to the card's particular feeling or mood are suggested, including asking for help, deep breathing, talking about feelings, finding a quiet place to calm down, and asking for a turn. 48 laminated pages. 6-1/2 wide x 7-3/4 high (16.5 cm wide x 19.7 cm high). Wire-o binding with built-in accordion stand.

Work-related factors have implications for health and wellbeing. Due to the amount of time spent at the workplace and the impact of work on health over an individual’s life course, the workplace has evolved as an important arena for population health promotion. Risk factors within the physical and psychosocial working environment, as well as inadequate organizational support, are associated with increasing work-related health problems, which result in psychosocial and economic implications for the individual, the family, the organization and the society. Recent estimates revealed an increasing level of sickness absence due to work related factors, among others. In recognition of the importance of worker health and a healthy working life, but also in line with numerous occupational health goals, many organisations set aside significant amounts of financial resources annually to promote work well-being. However, studies have shown that despite this positive disposition among employers, both employee participation and the impact of such programs remain minimal. According to the Ottawa declaration for health promotion and the Luxembourg declaration for Workplace Health Promotion (WHP), WHP should be strategic. It is recommended that WHP be conducted in a systematic and continuous process of needs analysis, priority setting, planning, implementation and evaluation. Unfortunately, available studies show that many companies have policies currently in place but lack knowledge regarding proper implementation and evaluation. The foregoing phenomenon raises questions regarding the level of knowledge of and attitudes towards WHP among people in management positions. This Research Topic aims to address factors affecting workplace health promotion. - What does WHP mean for employers? - What forms of WHP packages exist? - Is there evaluation and follow up of such interventions? - What are the barriers and facilitators relating to the uptake of WHP interventions among employees? - Do people in relevant managerial positions possess adequate knowledge regarding WHP? Manuscripts that explore factors crucial for WHP, including individual and organizational level factors, crucial for WHP are welcomed. Manuscripts on barriers, evidence-based interventions, best practices, analysis of existing policy documents and those with a life course perspective etc. are also welcomed. Manuscripts can be of national, international and global perspectives.

Annotation Reasonable variations of human emotions are expected at the workplace. People have feelings. Emotions that accumulate, collect force, expand in volume and begin to spin are another matter entirely. Spinning emotions can become as unmanageable as a tornado, and in the workplace they can cause just as much damage in terms of human distress and economic disruption. All people have emotions. Normal people and abnormal people have emotions. Emotions happen at home and at work. So, understanding how individuals or groups respond emotionally in a business situation is important in order to have a complete perspective of human beings in a business function. Different people have different sets of emotions. Some people let emotions roll off their back like water off a duck. Other people swallow emotions and hold them in until they become toxic waste that needs a disposal site. Some have small simple feelings and others have large, complicated emotions. Stresses of life tickle our emotions or act as fuses in a time bomb. Stress triggers emotion. Extreme stress complicates the wide range of varying emotional responses. Work is a stressor. Sometimes work is an extreme stressor. Since everyone has emotion, it is important to know what kinds of emotion are regular and what kinds are irregular, abnormal, or damaging within the business environment. To build a strong, well-grounded, value-added set of references for professional discussions and planning for Emotional Continuity Management a manager needs to know at least the basics about human emotion. Advanced knowledge is preferable. Emotional Continuity Management planning for emotions that come from the stress caused by changes inside business, from small adjustments to catastrophic upheavals, requires knowing emotional and humanity-based needs and functions of people and not just technology and performance data. Emergency and Disaster Continuity planners sometimes posit the questions,?What if during a disaster your computer is working, but no one shows up to use it? What if no one is working the computer because they are terrified to show up to a worksite devastated by an earthquake or bombing and they stay home to care for their children?? The Emotional Continuity Manager asks,?What if no one is coming or no one is producing even if they are at the site because they are grieving or anticipating the next wave of danger? What happens if employees are engaged in emotional combat with another employee through gossip, innuendo, or out-and-out verbal warfare? And what if the entire company is in turmoil because we have an Emotional Terrorist who is just driving everyone bonkers?" The answer is that, in terms of bottom-line thinking, productivity is productivity? and if your employees are not available because their emotions are not calibrated to your industry standards, then fiscal risks must be considered. Human compassion needs are important. And so is money. Employees today face the possibility of biological, nuclear, incendiary, chemical, explosive, or electronic catastrophe while potentially working in the same cubicle with someone ready to suicide over personal issues at home. They face rumors of downsizing and outsourcing while watching for anthrax amidst rumors that co-workers are having affairs. An employee coughs, someone jokes nervously about SARS, or teases a co-worker about their hamburger coming from a Mad Cow, someone laughs, someone worries, and productivity can falter as minds are not on tasks. Emotions run rampant in human lives and therefore at work sites. High-demand emotions demonstrated by complicated workplace relationships, time-consuming divorce proceedings, addiction behaviors, violence, illness, and death are common issues at work sites which people either manage well? or do not manage well. Low-demand emotions demonstrated by annoyances, petty bickering, competition, prejudice, bias, minor power struggles, health variables, politics and daily grind feelings take up mental space as well as emotional space. It is reasonable to assume that dramatic effects from a terrorist attack, natural disaster, disgruntled employee shooting, or natural death at the work site would create emotional content. That content can be something that develops, evolves and resolves, or gathers speed and force like a tornado to become a spinning energy event with a life of its own. Even smaller events, such as a fully involved gossip chain or a computer upgrade can lead to the voluntary or involuntary exit of valuable employees. This can add energy to an emotional spin and translate into real risk features such as time loss, recruitment nightmares, disruptions in customer service, additional management hours, remediations and trainings, consultation fees, Employee Assistance Program (EAP) dollars spent, Human Resources (HR) time spent, administrative restructuring, and expensive and daunting litigations. Companies that prepare for the full range of emotions and therefore emotional risks, from annoyance to catastrophe, are better equipped to adjust to any emotionally charged event, small or large. It is never a question of if something will happen to disrupt the flow of productivity, it is only a question of when and how large. Emotions that ebb and flow are functional in the workplace. A healthy system should be able to manage the ups and downs of emotions. Emotions directly affect the continuity of production and services, customer and vendor relations and essential infrastructure. Unstable emotional infrastructure in the workplace disrupts business through such measurable costs as medical and mental health care, employee retention and retraining costs, time loss, or legal fees. Emotional Continuity Management is reasonably simple for managers when they are provided the justifiable concepts, empirical evidence that the risks are real, a set of correct tools and instructions in their use. What has not been easy until recently has been convincing the?powers that be? that it is value-added work to deal directly and procedurally with emotions in the workplace. Businesses haven?t seen emotions as part of the working technology and have done everything they can do to avoid the topic. Now, cutting-edge companies are turning the corner. Even technology continuity managers are talking about human resources benefits and scrambling to find ways to evaluate feelings and risks. Yes, times are changing. Making a case for policy to manage emotions is now getting easier. For all the pain and horror associated with the terrorist attacks of September 11, 2001, employers are getting the message that no one is immune to crisis. In today''''s heightened security environments the demands of managing complex workplace emotions have increased beyond the normal training supplied by in-house Human Resources (HR) professionals and Employee Assistance Plans (EAPs). Many extremely well-meaning HR and EAP providers just do not have a necessary training to manage the complicated strata of extreme emotional responses. Emotions at work today go well beyond the former standards of HR and EAP training. HR and EAP providers now must have advanced trauma management training to be prepared to support employees. The days of easy emotional management are over. Life and work is much too complicated. Significant emotions from small to extreme are no longer the sole domain of HR, EAP, or even emergency first responders and counselors. Emotions are spinning in the very midst of your team, project, cubicle, and company. Emotions are not just at the scene of a disaster. Emotions are present. And because they are not?controllable,? human emotions are not subject to being mandated. Emotions are going to happen. There are many times when emotions cannot be simply outsourced to an external provider of services. There are many times that a manager will face an extreme emotional reaction. Distressed people will require management regularly. That?s your job

Managing Workplace Stress: Strategies for a Healthy Work-Life Balance offers a comprehensive guide to understanding and managing stress in the workplace. With practical techniques, insightful case studies, and evidence-based strategies, this book helps individuals and organizations create a healthier, more balanced approach to work. From identifying personal stress triggers and mastering time management to fostering supportive work environments and promoting mental health, this guide is an essential resource for anyone seeking to enhance their well-being and productivity. Embrace the journey towards a more fulfilling professional and personal life with this invaluable resource.

Approaching depression as a complex disorder with many different facets rather than all-or-nothing. Now available in paperback with an updated preface. Depression confuses the mind, strips away hope, and causes people to blame themselves for an illness they never asked for. This book presents a revolutionary new understanding of the concept of depression and offers readers skills and strategies to manage it. No longer is this a one-size-fits-all diagnosis, and antidepressants are no longer the one-size-fits-all treatment. Mood disorders are now seen to form a spectrum of problems, from common depression on one end to full bipolar disorder on the other. In between these extremes are multitudes of people who are on the middle of the mood spectrum, and this book is for them. The first part of the book helps readers answer the question, “Where am I on the mood spectrum?” By laying the foundation for understanding this spectrum, Aiken and Phelps highlight the key distinctions that define unipolarity, bipolarity, hypomania, mania, and depression. Readers will be able to discern which definition best fits their experience, and use this understanding to learn which treatment methods will work best. The authors also empower readers to look beyond antidepressants. They walk readers through new medications for the mood spectrum, and offer a guide to non-medication treatments that anyone can use on their own, from diet and lifestyle changes to natural supplements. The book also discusses other innovative technologies that can aid in recovery, including dawn simulators, mood apps, and blue-light filters. This thoughtful and beneficial book will offer readers skills and strategies, as well as hope, in the face of debilitating mental challenges.

Personality influences every aspect of our behaviour. Nowhere is this more true than in the workplace. From childhood to retirement, personality helps determine how we relate to others, how we approach our work, the level of our motivation, our ambitions and life goals, and our response to rules and regulations. Effective management, effective teaching, effective leadership all depend crucially upon our understanding of personality in others and in ourselves. Personality in the Workplace covers all aspects of personality assessment, personality development, and personality growth and change in a wide range of working environments, from the classroom to the office. Drawing upon extensive research findings and the author's personal experience as a leading psychologist, it discusses the major psychological theories of personality and goes on to examine how to get the best out of people, how to respond to their individual differences, how to understand the ways in which groups influence their members, how to recognise and respond to anxiety and to other inhibiting factors in people, and how to recognise serious personality problems. With its practical approach and easy jargon-free style, the book will be immediately accessible to students of organisational psychology and education, and will prove of great help to educators, to business people, to professional men and women, and to all those who have responsibility for the performance and wellbeing of others. David Fontana is currently Visiting Professor at the University of Algarve, Portugal, Distinguished Visiting Fellow at Cardiff University and Visiting Professor at Liverpool John Moores University. He is an educational and counselling psychologist with an extensive knowledge of personality in educational and occupational contexts. Among his many books, which together have been translated into 25 languages, are Managing Stress, Managing Time, Social Skills at Work, Psychology for Teachers and Managing Classroom Behaviour.

This volume examines questions related to the prevention, compensation, and accommodation of work disabilities. It focuses on disabilities arising out of workplace activity.

This book offers a guide to better understanding models of workplace mental health, as well as best practices for mental health professionals, employee assistance groups, employers and employees alike. The cost of depression at the workplace is staggering, both in terms of absenteeism and productivity loss while at work, and in terms of human and family suffering. Depression is highly prevalent and affects employees’ concentration, decision-making skills and memory, contributing to accidents and quality issues. Analyses indicate that the returns on investment for workplace mental health programs are significant, with employers reporting lower productivity-related financial losses and less need staff turnover due to mental health conditions. The book also addresses substance use and misuse, and ways to address such problems.