Managing Stress and Conflict in Libraries

Citation

Macoustra, J. (2008), "Managing Stress and Conflict in Libraries", Library Management, Vol. 29 No. 6/7, pp. 624-627. https://doi.org/10.1108/01435120810894617

When this book dropped through my letter box, I was highly intrigued by the title. I did not know what I would be sent for review, and this title took me totally by surprise.

Only recently I had been in a meeting discussing the fall‐out from an incident in a workplace environment, where someone had been physically assaulted. We had discussed the safety issues and concerns which were raised by the victim and the clients who had witnessed the incident, and attended the meeting. I could not wait to open this book.

It is not a particularly savoury topic, but the book highlights a very important set of growing issues and concerns for the professional workplace, and I was pleased to see it in publication.

We live in a society where aggression and violence is a growing problem and in a current environment where the government is investing an extra £5 million in advisors for GPs surgeries to assist with mental health problems. Therefore publications that highlight causes of stress‐related disorders, caused by work‐related stress or external factors, can only be beneficial. Unfortunately, I have to describe this book as must‐have reading material for all workplace staff.

The book is clearly laid out to enable the reader to select chapters relating to the specific issues. The glossary provides explanations for the acronyms used for the various professional organisations and the legislation referenced within the content. Throughout the book, the author has provided full names and acronyms of the organisations and legislation which are used as a reminder for the reader as they work through each chapter and section. It is written in good plain English that can be easily understood by employees and managers alike.

Reading through the first chapter, it is apparent that workplace bullying needs to be dealt with in a less tolerant manner. one in ten employees have suffered bullying as the statistics demonstrate; the reporting of bullying is not taking place and the issue is being swept under the carpet in some instances.

In the second chapter, the section on “what counts as aggressive and abusive behaviour?” highlights types of behaviours that some may not have acknowledged as bullying or aggressive tactics.

The chapter instigated thoughts about how many readers would look through this list and tick off “yes that's happened to me”. Many will have accepted the behaviour at the time it happened and have viewed it as “normal” behaviour. In the middle of the spectrum, how many managers would go through the list and think “we don't behave like this in our organisation”? This attitude of total denial would be quite counterproductive to inducing employees to come forward to report bullying. At the opposite end of the spectrum, how many readers would peruse the list and recognise that they have inflicted some of this behaviour, knowingly or otherwise on another? Hopefully it would make them think about their behaviour before repeating it, if they have identified any of the antisocial traits described.

Whichever thoughts are elicited, the information set out provides a clear understanding of what bullying and aggression consists of.

The business case demonstrates that there should be clear guidelines of exactly what the management's commitment to staff should be, and that there is a fine line between strong management styles and bullying. The ethical practices that an organisation promotes internally are an important indicator to staff to demonstrate where its boundaries lie with regard to what it will tolerate as acceptable or unacceptable behaviour from its workforce. The book highlights the negative aspects that an organisation can be affected by a high staff turnover, exposure to litigation and reputational risk, if it does not fully address aggressive behaviour and bullying.

Risk assessment guidelines have been set out for the reader with a clear explanation of what risk assessment is and where the legal obligations lie. It addresses safety issues for those who deal with members of the public. This is followed by a chapter on how to carry out a risk assessment under various Acts and Regulations. It highlights the importance of maintaining accurate and up‐to‐date risk assessment records, and making revisions to the records and procedures as appropriate, or when circumstances change. Health and Safety Law covers the risks associated with stress and violence, and not just the physical dangers of accidents from poor office maintenance, the use of old or broken equipment or injury caused through lifting heavy items.

Chapter 6 highlights the main pieces of legislation that are relevant and the preventative measures that can be taken both by management and employees.

Chapter 7 walks the reader through a step‐by‐step approach about what to do if there is a problem. It considers what to do if management do not think there is a problem and the various ways to find a resolution. It includes writing procedures and then checking that the procedures that have been implemented, actually work before a problem arises.

Some of the advice in chapter 8 which deals with actual aggression and violence is pure common sense. However, reinforcement of common sense can assist a potential victim who is in a fight or flight situation and needs to think and act quickly. It also covers staff guidelines and a training element as part of the advice offered. It is followed by what to do after an incident, reporting it, assisting the victim(s) and ensuring they receive adequate support, which could be long‐term and then using a “lessons learned” approach to try and improve on procedures that are already in place. The section dealing with victim support offers very good advice in how to provide adequate support. The Witness Service offered by the Court system can provide excellent advice to a victim of violent crime, in a caring and practical way. The effect of a crime on others who may have witnessed the abuse is an important factor that the book takes into consideration.

I noticed, purely for my own interest, that chapter 10 called “You are not alone” did not cover any actual physical assault cases. An example would have been very useful for employers in cases where it has happened for comparison purposes, and to demonstrate how the matter was dealt with by the organisation and the authorities. The cases described makes sad reading, especially where the victim has not had the support they should have had and has moved on, rather than continue to work in an abusive environment, without support. The book ends somewhat abruptly at this chapter; it would have been useful to have had some sort of commentary or role‐playing on how the negative outcomes of these cases could have had more positive outcomes if certain actions had been taken, and viewed from different stances.

There are two further issues I would have liked to have included in the book:

1. 1.

   Imagine a current (not new) employee has been convicted of assault on another outside of the workplace. What would be the employees' legal responsibility be to disclosing his/her conviction to the organisation at any time while in this employment? What action would the organisation need to undertake to ensure the safety of colleagues and service users/clients who might be exposed to that person? Prevention is the key issue. KYC checks which include criminal checks and should also have a standard procedure, are made on commencement of employment, but do not appear to be an ongoing regular process or a legal requirement for the employee to disclose their conviction.

2. 2.

   Imagine another scenario of an employer who has an employee who has developed mental health issues that were not caused by their working environment, but may pose a risk to others at work. The employee has no history of aggression or violence towards others. What are the implications in conjunction with Occupational Health and Safety Regulations? Where do the rights of the ill employee and the rights of colleagues and service users/clients become clouded/grey issues?

Finally, the appendices provide valuable reference resources for professional contacts and further education on this huge and difficult subject. The ways that people interact with each other in the workplace are vastly variable, and peoples' behavioural styles at work should be a part of the learning process. The information provided in the book could be used to compile or update acceptable behavioural guidelines as part of induction and compliance programmes for new employees. It could also be used as a reference tool for management to communicate regular updates to ensure all staff are made aware of new developments on this important issue.