1122 capacity building attitudes and behavior as rescuer 1122

1. Attitudes and
Behaviour as
Rescuer
Capacity Building
Workshop for
Instructors of Rescue
1122
September 2016
Naumana Amjad

2. Introduction of Resource Person
Dr. Naumana Amjad
- Associate Professor, Institute of Applied
Psychology, Punjab University
- Aggression Expert, Researcher on Attitudes
and Social behavior
- PhD Social Psychology, University of Warwick
- Conducts trainings for organizations in
Pakistan and abroad

3. Objectives
 To realize importance of attitudes at work
 To encourage and help build attitudes that ….
 enhance the ability to lead the team
 Increase passion for change and growth
 Contribute to organizational vision in line with
leadership
 Reduce complacency and increase zest
 Improve communication skills as instructors
 Assure quality of Training

4. What is your typical day like?

5. One crucial question !
Kam per atay hooyay kaisa
lagta hai ?

6. Motivation
 Motivated people are those who have made a
conscious decision to devote considerable
effort to achieving something that they value.
 What they value will differ greatly from one
individual to another.

7. There are a variety of ways to motivate people
What motivates you ?
the fear of losing a job
 financial incentives
self-fulfilment goals
goals for the organisation or groups within the
organisation.
? ? ? ? ? ?

8. The traditional view- Taylor and the school of
scientific management
 people dislike work
 people will only work for money
 people are not capable of controlling their work or
directing themselves
 simple, repetitive tasks will produce the best results
 workers should be closely supervised and tightly
controlled
 extra effort must lead to greater reward
 people will meet standards if they are closely controlled
 firm but fair supervision will be respected

9.  Taylor took the view that there is a right (meaning best)
way to perform any task. It is management’s job to
determine the right way. Workers gain from this
approach because the ‘right way’ is easier and pay is
enhanced as a result of increased productivity.
 Mayo’s work leads to an approach towards people
which encourages contribution and self-direction,
advocating full participation on matters of significance
in order to improve the quality of decisions made and
the nature of supervision.

10. The human relation view
Strongest motivational force behind most employees’
behaviour at work was the preservation and nurturing of
social relationships with their colleagues.
 people want to be made to feel valued and important
 people want recognition for their work
 people want to be controlled sensibly
 managers must discuss the plans they make for staff
 they must take any objections on board
 they must encourage self-regulation on routine tasks

11. Intrinsic and Extrinsic Motivation
 Extrinsic motivation is related to tangible rewards such
as salary and fringe benefits, security, promotion,
contract of service, the work environment and
conditions of work.
 Intrinsic motivation is related to ‘psychological’ rewards
such as the opportunity to use one’s ability, a sense of
challenge and achievement, receiving appreciation,
positive recognition and being treated in a caring and
considerate manner.

12. Associated with seeking out
and conquering challenges in
pursuit of personal interests
and the exercise of capabilities
Associated with activities that
are their own reward
Enjoyment of a task or the
sense of accomplishment that it
brings
Intrinsic Motivation
12

13. Motivation created by external
factors like rewards and
punishments
Not interested in the activity for
its own sake, but instead for
possible gains
Extrinsic Motivation
13

14.  What type of motivation do you have for this
session?
 Why are you taking this session?
List 3-5 reasons that you are in this
session today.
 Label the reasons as I (intrinsic) or E
(extrinsic)
 What do the results tell you about yourself
and how you are likely to perform or behave
in this session?
Review and Discuss
14

15.  Intrinsic
Eager to learn
Enjoy learning
Welcome
challenges
Process
information
effectively
 Extrinsic
 Reluctant to engage
in learning tasks
 Dislike learning
 Avoid challenges
 Process information
superficially
Effects of I vs. E Motivation on Learning
15

16. A little exercise
When do we get de-motivated ?
When do we loose the spark of enthusiasm ?

18. What happens when we become
complacent ?
 Happiness at work is reduced
 Quality of work and output declines
 Organizational culture suffers
 Boredom sets in
 Organizational growth
 AND……Excellence goes out of window

19. Most valuable thing about my
work is …..
 It is interesting
 It brings out my true potential
 I enjoy it
 The salary is good
 I feel good after a work day
 Promotions and bonus opportunities
 Is seen as prestigious
 It engages me deeply

20. The Strengths Approach
 Focuses on what is right
 Every person has strengths
 Greatest potential is in our strengths
 Succeed by making most of our strengths and
adressing our weaknesses
 Smallest thing, biggest difefrence

21. How to spot strengths
Sense of energy and engagement
 Loosing the sense of time passing
 Very rapid learning
 Repeatedly successful performance
 Good completion on tasks
 An attraction towards certain tasks
 A real pleasure in performing some tasks

23. Character strengths
 Patience
 Humility
 Gratitude
 Forgiveness
 Love of learning
 Perseverance
 Curiosity
 Creativity
 Humour

24. Some related concepts
 Job Satisfaction
Personal and Organizational predictors of Job
Satisfaction
According to our recent study
Openness to experience Communication,
Empowerment, and organizational support
predict job satisfaction

25. What do your trainees need from
you?

26. Discipline as key to success
 Unity , Faith , Discipline
 Types of Discipline
 How it helps in being successful ?
 Why we struggle with discipline
 GOOD NEWS

27. Trainees’ Needs
Attitude
Compassionate
Assertive
Goal Oriented
Professional
Skills/
Knowledge
Communication
Coordination
Problem solving
Decision Making
Behavior
Stays calm under
pressure
Available to the
team
Hard working
Protects his team

28. Composite
Knowledge of
Emergency
services
Technical
Aspects
Protocol/
Procedures
Constant
Growth
Being a Role
Model
Motivational
Guide
Role of an
instructor

29. Why is your work IMPORTANT ?

30. How IMPORTANT is it ?
 Do you fulfil your role ?
 Do you strive to excel ?
 Do you welcome new learning ?
 Do you motivate your trainees ?
 Do you provide a role model to them ?
 Is this what you enjoy doing ?

31. Motivation at work
 Intrinsic Motivation
 Extrinsic Motivation
 Self Determination
 Self Regulation

32. Communication
Instructors most important tool

33. Passive Communication
 Soft voice
 Overly agreeable, no point of view expressed
 Avoidance
 Withdrawn body language
 Sound unsure
 Beat around the bush
 Sound hopeless or helpless

34. Some Passive Messages
“Uh…if that’s the way you want to do it…um,
that’s fine with me.”
“I don’t know if I could do that.”
“I’ll talk to him soon about that problem; I’ve
just been really busy.”
“I’m sorry to ask you.”
“I hate to bother you.”
“Maybe that’s a good idea.”

35. Aggressive Style
 Intrusiveness
 Lack of concern about how their actions will
impact others
 Dominating style alienates others
 Suspicious of others
 Always looking out for signs of violation of their
rights
 Produces stress
 Prohibits the development of close, trusting, and
caring interpersonal relationships

36. Aggressive Communication
 Blaming, accusing
 Intimidating body language
 Demanding, ordering
 Raised voice
 Harsh, personal language
 Verbal browbeating

37. Some Aggressive Messages
“You must…”
“Because I said so.”
“You idiot!”
“You always…”
“You never…”

38. Assertive Style
 Fairness & Strength
 Ability to stand up for their rights
 Sensitive to the rights of others
 Easy going
 Relaxed
 Honest about their feelings
 Best style for minimizing stress & maintaining
healthy long term relationships

39. Assertive Communication
 Takes responsibility
 Takes initiative
 Listens actively
 Speaks up, is direct and constructive
 Shows sincerity
 Is solutions focused
 Assumes a confident voice and body language
 Addresses concerns directly to the source
 Requests needs

40. Some Assertive Messages
“Yes, that was my mistake.”
“As I understand your point…”
“Let me explain why I disagree with that point.”
“Let’s define the issue and then explore some
options to help resolve it.”
“Please hear me out and then work with me to
resolve my concern.”

41. Don’t Confuse Assertive with
AggressiveAggressive
Blunt
Harsh in tone
Blame and Browbeat
Push for your own way
One-way conversation flow
Assertive
Direct
Firm in tone
Collaborates on solutions
Speaks up, yet hears others
opinions
Two-way conversation flow

42. What does an aggressive
response make the other person
feel?

43. Empathy

44. Active Listening Skills
 Reflecting
 Paraphrasing
 Summarizing

45. Purpose of Active Listening
 To allow for clarification
 To convey that the other person is being heard
 To convey to the other person that you are trying
to understand and you are there for him/her
 To get an understanding of the other person’s
world
 To give the other person clarity
 To create a good bond/relationship

46. Effective and Excellent Instructor
 Engagement with work
 Good communication
 Welcomes new opportunities at work
 Meets the standards
 constantly strives to excel
 Is loved by trainees/pupils
 Is admired by seniors
 Contributes to organization