RESOURCE M ATERIALSERIES No. 91

UNAFEI
Fuchu, Tokyo, Japan

December 2013

Tomoko Akane
Director
United Nations
Asia and Far East Institutefor the Prevention of Crime andthe Treatment of Offenders(UNAFEI)
1-26 Harumi-cho, Fuchu, Tokyo 183-0057, Japan
http://www.unafei.or.jp
unafei＠moj.go.jp

CONTENTS
INTRODUCTORY NOTEⅴ

WORK PRODUCT OF THE 154TH
INTERNATIONAL TRAINING COURSESTRESS MANAGEMENT OF CORRECTIONAL PERSONNEL ―ENHANCING THE CAPACITY OF MID-LEVEL STAFF
Visiting ExpertsʼPapers
M indware:Understanding Stress & Critical Stress:Learning to Utilize, Regulate &Down-Regulate
by Dr. Rupali Jeswal (Thailand)

3

Leadership:A Strategic Skill
by Dr. Rupali Jeswal (Thailand)

23

Treatment of Offenders:with Focus on Terrorists in Prisonsby Dr. Rupali Jeswal (Thailand)46

Principles and Programs for Young Offenders
by Mr. David S. Prescott (USA)69

The Good Lives Model (GLM )in Theory and Practiceby Mr. David S. Prescott (USA)80

ParticipantsʼPapers
Stress Management of Correctional Personnel ― The Hong Kong Experienceby Mr. Alex Kee-hang Ng (Hong Kong)

87

Stress among Staff as Experienced in the Kenya Prisons Service
by Mr. Angus Masoro Kimega (Kenya)

91

Stress Management of Correctional Personnel
by Ms. Hye-ri Jeong (Korea)

95

Stress Management of Correctional Personnel ― Enhancing the Capacity of
M id-Level Staff
by Ms. Lina Burdeos (the Philippines)

103

Stress Management of Correctional Personnel ― Enhancing the Capacity of
M id-Level Staff:Thailandʼs Strategic Approachby Mr. Supachoke Khuanruechai (Thailand)

112

Stress Management of Correctional Personnel in Thailand
by Ms. Archaree Srisunakhua (Thailand)

120

ⅲ

Stress M anagement System in the Probation and Youth Justice Division, Kingdomof Tonga
by Mr. Tito Faupala Kivalu (Tonga)
126

Reports of the Course
Causes of Stress for Correctional Personnel and Necessary Abilities for Mid-Level
Staff to Solve the Problems
by Group A
131
Group A Presentation Slides
by Group A

143

What M id-Level Staff Can Do to Assist Correctional Personnel in Terms of Stress
Management
by Group B
152
Group B Presentation Slides
by Group B

159

Report of the Individual-Presentation Review Session
by the 154th International Training Course

183

APPENDIX

ⅳ

189

INTRODUCTORY NOTE
It is with pride that the United Nations Asia and Far East Institute for the Prevention of Crime andthe Treatment of Offenders (UNAFEI) offers to the international community the Resource Material
Series No. 91.
This volume contains the work product of the 154th International Training Course,conducted from
15 May to 28 June 2013.The main theme ofthe 154th Course was the Stress Management of Correctional
Personnel ― Enhancing the Capacity of Mid-Level Staff.
Officers who engage in the treatment of offenders often must suppress their emotions and maintainpatience on the job. Naturally, treatment of offenders can be stressful, and, thus, officers experiencework-related stress.For example,crimes are often caused by offendersʼcognitive distortions,which inturn result in unreasonable claims or violent acts directed against officers in correctional settings.Evenin these cases, officers must treat offenders calmly and dispassionately without anger, injustice, or
hatred.
Furthermore, the rising population of offenders including difficult-to-treat offenders increases thequantity of work of correctional staff, which results in a loss of focus on offender treatment. Some
offenders may feel they are not treated appropriately and become aggressive.As a result,correctional
officersʼstress will become more serious.
UNAFEI, as one of the institutes of the United Nations Crime Prevention and Criminal Justice
Programme Network, held this Training Course to explore various issues that relate to the stressmanagement of correctional personnel. This issue of the Resource Material Series contains papers
contributed by visiting experts, selected individual presentation papers from among the participants,
and the Reports of the 154th Training Course. I regret that not all the papers submitted by theparticipants of the Course could be published.
I would like to pay tribute to the contributions of the Government of Japan, particularly the
M inistry of Justice, the Japan International Cooperation Agency, and the Asia Crime Prevention
Foundation for providing indispensable and unwavering support to UNAFEIʼ
s international training
programmes. Finally I would like to express my heartfelt gratitude to all who so unselfishly assisted
in the publication of this series.
December 2013

Tomoko Akane
Director of UNAFEIⅴ

RESOURCE M ATERIAL SERIES
No. 91Work Product of the 154th International Training Course“Stress Management of Correctional Personnel ―Enhancing the Capacity of M id-Level Staff”

UNAFEIVISITING EXPERTSʼPAPERSM INDWARE:UNDERSTANDING STRESS & CRITICAL STRESS:LEARNING TO UTILIZE, REGULATE & DOWN-REGULATE
Dr. Rupali Jeswal

I. M INDWARE:UNDERSTANDING STRESS & CRITICAL STRESS:LEARNING TO UTILIZE, REGULATE & DOWN-REGULATE
A. Introduction
Volatile, Uncertain, Complex & Ambiguous (VUCA) ― is the global environment. Professional
efficacy of Security Forces must be cognizant of:
Instinct, Intuition and Intelligence ― in this strategic environment.
Reformative Trainings should be incorporated in standard correctional trainings to “toughen-up”
the internal framework of a correctional officer, through structure of innovative readiness capsuledelivering:
Resiliency:Empowerment, Self-counsel, Situational awareness
Strategic leadership:high definition design uses cognitive and emotional behaviour markers ascompetencies by empowering individuals to use:
Critical thinking learning systems
Understanding their own operational capabilities to perform with confidence,Improve attention to levels of details,Regulate and down-regulate emotional responses under high stress anddeadly encounters.
nPSYPESt components (nPSYPESt: Neuropsychological Performance Enhancement Skills
Trainings)
Producing an individual who is asset based, operating with optimum effectiveness throughpremeditated minds.
The mind is comprised of beliefs,desires,emotions,perceptions,and intentions.WE M ANIPULATE THE BRAIN!
Police and prison official trainings must continue to evolve in many crucial ways. The paperbulls-eye has been replaced by mannequins and computerized targets;rubber knives by shock knives;
plastic guns by simulations:classroom lecture by reality-based scenario training.
But one thing which remains the same, is the human element. The area which needs focus anddevelopment is training the officers in psychological performance skills.
To maximize on physical skills, psychological skills training is a MUST for correctional and law
enforcement officers, the real emphasis of which is not learning about weapons or gaining technicalskills;itʼ
s about strengthening people.
Simulation training and reality-based training (when it occurs)helps develop psychological skills.

CEO, Xiphos ISS (Intelligence and Security Solutions).

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RESOURCE MATERIAL SERIES No. 91
M ethods on thinking, “how to think”, when in the stress or critical stress zone. “Get it over with”
or “deal with it”must be replaced by “
how to deal with it”(Everyone goes through physical and/or
emotional trauma, post-incident briefing and critical incident briefing are significant)
1. nPSYPESt (Neuro-Psychological Performance Enhancement Skills Trainings)
M ental Agility and M ental Toughness does not develop with physical training;if mental toughness
is not acquired, it can actually interrupt and delay the learning quality of physical and technicaltrainings because we need mental toughness to learn and perform difficult tasks.
Sub-optimal mental toughness undermines operational effectivenessM ental toughness is utilizing a set of psychological performance skills that will initiate
effective and maximum execution of apt action, adaptation and persistence of decisionmaking. This enhances the confidence in the officer and creates self-leadership qualities.
Specific psychological training accelerates the performance and armours the standard trained
skills of the officers.
And above all ― psychological performance training reduces critical incident stress reaction,aids
in self-care of the officer preventing PTSD, depressive disorders, sleep problems and other various
physiological and psychological problems.
Psychological performance skills programmes are meant to be integrated with other trainings
to provide a truly comprehensive approach to the preparation and performance of police andprison officers. Each officer, individual or unit responding to a situation is unique despite
common characteristics; therefore nPSYPESt should be designed for use in two ways ―individual make-up and the unit make-up of which they are a part, this should be evaluatedfurther and adapted or modified.
(nPSYPESt is not gender specific but individual specific in my professional and personal experience.)
2. Traits of a High Functioning Trained Professional
Self-belief -belief in ability to achieve goals. This promotes “thought-confidence”.
M otivation (desire/determination)
Intrinsic motivation and using adversity as a source of determination.(Stress becomes a drive
to be utilized for achieving high performance)
Ability to accept competition anxiety, but have a plan on how to deal with it
Ability to maintain focus -ability to “balance”
Ability to maintains technique/effort in face of fatigue/pain.
In my view a facility must have a focus on culture of recovery, a sturdy framework, which
incorporates philosophical, strategic, and operational frameworks, and is flexible enough to be effective during a crisis situation.
In simple terms:
3. Corrections
A correction which aims to address the offending behaviour of sentenced persons.
4. Security
Security which aims at addressing the safety of inmates, officials and members of the public.

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154TH INTERNATIONAL TRAINING COURSE
VISITING EXPERTSʼPAPERS
5. Facilities
Facilities to ensure that the Department has a long-term strategy to ensure conditions consistent
with human dignity for offenders.
6. CareCare intended to address the well-being needs of inmates of various classification and mental,
cultural make-up including access to social and psychological services.
7. Development
Development aims to provide for skills development in line with departmental needs plus requirements and national human resource needs.
8. After Care
After Care intended to ensure successful re-integration through appropriate intervention methods
directed at both the inmate and relevant societal institutions.
To ensure the outcome of this, it depends on the correctional environment, a flexible design thatallows and creates tools for command, control and coordination of resources. The staff having theknow-how on quick assessment of incident objective required to be used in both emergent andnon-emergent incidents.Professionals must lead with situational awareness and knowing the management tools and how to use them consisting of SOPʼs;corrections staff are the most important asset in
the organization.
Hence, staff performance training in the areas of corrections and management is crucial for the
successful delivery of correctional services through the trained high definition of the human design.
Prison is a component of homeland security, and along with police, prison professionals must be
trained to be ofhigh standards,functioning with efficiencynot just on the job but internallyas a person.
The catchers and the watchers are the vanguard of our society;they are the beacons and the sensors
and at the same time preciously fragile to the wear and tear of the highly stressful environments they
operate in.

II. STRESS ― A DYNAMIC STATE OF LIFE

5RESOURCE MATERIAL SERIES No. 91
In neuroscientific language:
One type of neurotrophin,is a growth factor that affects neurons in particular.Research has shownthat BDNF plays a role in memory formation and in the connection between stress and depression.
Exposure to stress leads to decrease in the expression of BDNF leading to atrophy of the hippocampus.
It belongs to the limbic system and plays important roles in the consolidation of information fromshort-term to long-term and spatial navigation.
BDNF is active in the hippocampus,cortex and basal forebrain ― areas vital to learning,memory
and higher thinking.
A. What Is Stress? Why Does It Occur? Do We Need It?
Two things cause stress. Primarily it is down to whether you think situations around you areworthy of anxiety. And then itʼs down to how your body reacts to your thought processes. Thisinstinctive stress response to unexpected events is known as “fight or flight”.Stress happens when we
feel that we canʼt cope with pressure,and this pressure comes in many shapes and forms,and triggers
physiological responses.These changes are best described as the fight or flight response,a hard-wired
reaction to perceived threats to our survival.
Stress is a biological response controlled by the brain as a reaction to a challenging stimulation ofa physical or emotional nature.
From the brainʼ
s viewpoint,everything can be perceived as stress.From walking down the street tohanding a difficult report in on time, it is all a question of the degree of stimulation and the level of
threat perceived during that stimulation.
A great step to a healthy attitude to stress is to realize our ownership over our brain and learn toengage our brain intentionally to manage the consequences of the fight or flight response.
Self-Efficacy:is a necessity for coping behavior. (Bandura A. Self-efficacy:The exercise of control.
New York:W. H. Freeman;1997)
Primary appraisal of a stressful situation requires that the process employ self-esteem and self-efficacy
making the “person-environment”efficient at deploying coping strategies.
Coping is defined as behavioral or cognitive efforts to manage situations that are appraised as
stressful. (Lazarus RS, Folkman S. Stress, appraisal, and coping. New York:Springer;1984.)
Emotion-focused coping is which focuses on managing emotional responses to stressful events andproblem-focused coping is where a person responds in a structured manner to overcome the problem
and change the problematic aspects of the situation.
Self Efficacy is thus a specific form of self-confidence and perception of oneʼs ability to perform atask successfully using emotional and cognitive coping processes to explain the cause, origin and“sensemaking”of the events and behaviors thus affecting self-confidence and influencing expectationsof future success or failure
M odern humans rarely encounter many of the stimuli that commonly evoked fight-or-flight responses
for their ancestors, such as predation or inclement weather without protection. Human physiologicalresponse continues to reflect the demands of earlier environments;however we are a psychologicalphenomenon first and then a physiological one.
Personality is a dynamic organization within the individual of those psychophysical systems that
determine his unique adjustment to the world.
1. Personality is made up of Certain Elements(i) temperament ― which is of biological and physiological nature.
(ii) character trait ― which represents a continual form of behaviour.
(iii) mood ― which is the state of mind.

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154TH INTERNATIONAL TRAINING COURSE
VISITING EXPERTSʼPAPERS(iv) disposition ― a personʼ
s tendency to behave in a certain manner.
(v) habit ― a sort of a conditioned response.
(vi) attitude ― a personʼ
s point of view that represents a general set of values towards matters.
Personality to some extent is determined by the individualʼ
s genetic and cultural make-up.Humanbehaviour does change as the individual develops and the environment which the individual encounters.
Prison environments are replete with aggressive behaviours,and people learn from watching others
acting aggressively to get what they want. Applying behaviour modification, mirroring and social
learning principles can work in corrections by using systematic reinforcement ofpro-social behaviours.
This is a powerful and effective way to change behaviour and stress response.
But behaviour is hard to change if not supported by emotional meaning.We have to remember:wefeel first and then think!
Every correctional facility has its subculture, and every prison subculture has its system of norms
that influence staff and prisonersʼbehaviour, typically to a far greater extent than the institutionʼsformally prescribed rules. These sub-cultural norms are informal and unwritten rules, but theirviolation can evoke sanctions from fellow inmates ranging from simple ostracism to physical violenceand death.In these subcultures how efficiently the staff performs and manages themselves is of utmost
importance, as they can set the “climate”of the sub-culture.
M any of the rules revolve around relations among inmates and interactions with prison staff.The
first step is to train the staff to be of high definition.
Sustainment trainings focus on human high performance and use of brain-behaviour pathways for
asset (natural＋ learned)based optimization.Our goal should be to instil effective behavioural markers
through knowledge and application and to recognize traits of a high functioning professional.
The sociology of the prison and the imprisoned represents the vanguard and undercurrent of
discontent and malcontent in a society. It also reflects the disorientation, dysfunction, despair, andflaws of society. The breakdown of our institutions and government authority may also be given the“microscopic laboratory”treatment via insight found in the classification criteria of inmates.We mustseek more creative, rather than reactive, interactions.
Wide-ranging acts of corruption are to be expected in prisons,ifonlybecause prisons are depressing
places frequently afflicted with stress, low morale, and lack of job satisfaction.
A high performing professional in the prison and correction environment must have three factors
going for himself/herself ―Situational AwarenessKnowing oneʼs internal mechanism (response action,cognitive maps and overt behaviour)andawareness and ability to decipher anotherʼs internal and external mechanisms ― this includes
peers as well as the population and social movement within the prisons and correction
facilities.
Emotional and mental balance in stressful environments along with knowledge of health andself-care in these settings
These factors are learned skills combining with an individualʼs natural attributes, which arebrought out by various trainings on performance.
Constant need to upgrade the training methods is seeking the mental edge for success in perfor-

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RESOURCE MATERIAL SERIES No. 91
mance as officers and staff working in this environment,have the need for the mental-toughness aspectof performance and also addressing issues when in some cases where performance problems manifest
themselves as clinical issues.
B. Strengthening Cognitive Foundation
Understanding high performance and knowing how the mind works which will allow performers togain confidence and operate in the most effective manner. Attention control includes selectively
attending to important cues,shifting oneʼs field of awareness,and developing simple standard operating procedures and routines that streamline the execution of repetitive tasks to attain optimum focus
and concentration.
C. Stress Utilization and Emotional Health
When appropriately applied, stress utilization training can reduce the degree and intensity of thecurrent stress reactions and help you develop skills for preventing additional,harmful stress reactions.
The overall goal of stress utilization training is the re-orientation of peopleʼ
s typical stress reaction
habits into new,more rational and assertive patterns ofproblem solving.Participants gain new insights
into what stress is and how it affects them.They learn skills,which reduce stress to regulatory levels.
1. The Components of Stress Utilization Will Lead to:Stress styles, self-image and teaming ― self-discovery
Identifying oneʼs personal effectiveness pattern ― self-confidence
Personalizing strengths ― self-management
Inviting others from “distress”― self-effectivenessChange, transition and stress management ― self-balance
A wellness modality must be created and set in the correctional doctrine. In order to create apositive experience, everyone in the organization must be responsive to cross-transference feelings.
2. High Performance Development Training is Engaging & Practically M otivating Participants to:
Develop a balanced, effective personal and professional core.
Assimilate key dynamics of coherent personal interactions into their work habits
Apply the content to their jobs, the needs of the organization and its goals.
Using effective interpersonal behavioural model in the trainings through,which the stafflearns how
stress affects action-behaviour ― of their own,of co-workers,and with inmates.This understanding is
the key to professionalism and exceptional service.
The treatment of offenders can be stressful. Prison and probation officers who engage in thetreatment of offenders experience stress on the job.On the other hand,offenders also experience stressthroughout their incarceration.If correctional institutions fail to manage this stress,serious problems,
including violent behaviour,might occur within the correctional setting.For the purpose of preventing
such serious problems, mid-level staff specially, must improve their capacity for stress management.
The prison environment is characterized by factors, which can have adverse effects on those whowork in this environment and individual inmates.In the prison setting some common factors around theworld can be summed:
Chronic crowded conditions

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154TH INTERNATIONAL TRAINING COURSE
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Anti-social behaviour
Absence of personal control
Idleness and boredom can be prevalent
Achievement of purpose due to the presence of others
But do note:crowding is only indirectly related to mere numbers or density of people.It is possible
to feel crowded in the presence of few people, or not crowded in the presence of many.It all depends
on the “Climate of Culture of Recovery”and how the staff at all levels carry out their duties.
3. Psychometric Assessment Tools
This will enable you to understand your strengths and weakness and how to make the best use ofboth these dimensions. Optimizing assets also includes using weakness as force multipliers to achieve
the goal.
M M PI-2 can identify psychopathology, behaviour problems, emotional instability
Inward Personality Inventory (IPI) predicts variety of job-relevant criteria among police (e.g.,absences, lateness, disciplinary actions and anti-social attitudes).
Colour Trails Test ― A quick measure ofsustained visual attention,visual scanning and sequencing
in adults
M emory Assessment Scales (M AS)
Quality of Life (QOL) that is a self-reporting measure to understand oneʼs lifestyle and coping
mechanisms with inevitable changes and stress levels.
Stress directly affects staff performance and low performance affects security,which is like oxygen:once you realize it is decreasing, it may already be too late.
The person approach focuses on the errors of individuals, blaming them for forgetfulness,inattention, or moral weakness
The system approach concentrates on the conditions under which individuals work and tries
to build defences to avert errors or mitigate their effects.
When looked at objectively, stress is not the external events that happen to us.In reality,stress isthe experience of our own emotions in response to those events.In essence,stress is being out of sync.
But hereʼs something worth keeping in mind. Even though we canʼt control the external triggers,it ispossible to take charge of our emotions and get back in sync.As you become skilled at this,you will
feel better on the inside and become more self-confident in what you do.
M any of the parameters of affective style,such as the threshold to response,magnitude of response,
latency to peak of response and recovery functions, are features that are often opaque to conscious
reports, though they may influence the subjective experience of emotion.
Frequent exposure to negative events over a sustained period of time,leads to over activation ofthe
hypothalamus-pituitary axis (HPA). The failure to recover adequately would result in sustained
elevations in multiple systems that are activated in response to negative events. By contrast, thecapacity for rapid recovery following negative events may define an important ingredient of resilience.
Resiliency is the maintenance of high levels of positive affect and well being in the face of significant
adversity. It is not that resilient individuals never experience negative effects, but rather that thenegative affect does not persist. Such individuals are able to profit from the information provided by
the negative affect and their capacity for “meaning making”in response to such events,and this leads

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RESOURCE MATERIAL SERIES No. 91
to their abilityto show rapid decrements in various biological systems following exposure to a negativeor stressful event. Emotions guide our actions and organize behaviour towards the acquisition of
motivationally significant goals;this process requires that the organism have some means to decipher
positive affect in the absence of immediately present rewards and punishments and other affective
incentives.
A certain amount of optimum stimulation is necessary for peak performance. Forensic evidence
suggests that stressful situations that are challenging but not overwhelming may actually contribute tobetter physical and psychological health.
Challenging situations require emotional intelligence, active coping,problem-solving and solutionfocused skills.
Both in humans and animals evidence from various research conveys that those who learn to adapt
and work their way out of stressful situations show a distinct psychobiological pattern.
If inexperienced or untrained,subjects in stressful situations will over activate their nervous system
leading to a variety of maladaptive effects, which include:
High blood pressure
Sleep disorders
M ood disorders
Gastrointestinal problems
Chronic anxiety
Depressive disorders
Body aches and headaches
Hives
Skin disorders
However, stress can be mastered and manipulated and those who “toughen up”their system show
a more efficient and adaptive nervous system response that is appropriate to the specific episode ofstress and returns promptly to normal baseline when the crisis is over.
Psychological body armour:As an individual learns to cope with challenges in an adaptive way,apositive spiral develops. More effective coping leads to a smoother psychobiological stress response;the more this happens,the more the person learns to have faith in his or her own coping abilities,andso the stress response becomes even more adaptive and less disruptive. This is what the toughening
response is all about.M entally tough people ― in the sense of resilience,not resistance ― are able tocope adaptively with adverse situations and are therefore less likely to succumb to stress-related
illnesses.

III. COGNITION AND PERCEPTION
1/100th of a second to form memory, 16 seconds for emotion-reaction and 24 seconds for cognitive
process initiation.
William Jamesʼs famous question:Do we run from the bear because we are afraid or are we afraid
because we run.

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154TH INTERNATIONAL TRAINING COURSE
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The neural basis of emotions, the build-up, neural clogging and neural detoxification ― all thesefactors can be trained and an individual can learn to regulate and down-regulate emotions by being
equipped in emotional intelligence and its myriad applications in our daily existence.
Emotional proposal is made of 3 primary sources:
Verbal & Visual Conditioning
M odelling ― What we have witnessed
Specific meaningful incidents ― what we have experienced
1. Environment
Environment influences our thought process, so for optimum functioning, create changes in theenvironment or change the environment.
2. Cognition & Perception
Changing the belief behind a particular undesirable behaviour and reinvent a new view.
personal competence:self-awareness, self-managementsocial competence: social awareness, relationship & management (group emotional intelligence)
knowledge of concepts and behaviour systems.
Example:Our brain maps the sensory stimulus from the outside world against the concepts we hold(inner world). In the training the participants will learn to combine the concepts and experiences andemotions,which will result in effective situational awareness,high drive and motivation.(Our concepts
influence emotion and attention level.)
Some existing concepts, which we have when encountering a stimulus from the outer world needs
no conscious manoeuvres and a habitual behaviour is likely to follow.)

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RESOURCE MATERIAL SERIES No. 91
We are designed to have more than one perception.A conscious act of looking at something keeps
the image on the retina constant and at the same time our visual cortex is playing a greater role behindthe scene, deciphering the details, relating the message and triggering a response all in a blink of aneye thus forming memory in 1/100th of a second.
Sub-conscious is a reservoir for everything learned and experienced;solutions to problems originate
from this area. Sub-conscious works in imagery, so if we have pictured a certain kind of a day or an
event we will ultimately achieve it.
3. Convergence
In the absence of more specific context,the approach is towards a definite value or a goal to reacha fixed state of mental equilibrium.If depression for example is the fixed state the client has reached,then the therapist has to make the client unlearn that fixed state and co-dependencies of“nothing goodever happens to me”to “something good will happen ifI relearn and adapt a new approach to overcome
my negative situation”.
4. Connectedness
Where incongruence within a person can be made congruent by connecting the points of conflict bya path so what the person feels and what the person wants to do is achievable (can be negative andpositive).
5. Continuity
Based on emotional meaning ― everyone manages life according to their emotional meaning.As life
is a continuous process due to feelings,thoughts and actions,which contain each other and morph into
each other.
For an individual to function in life which in itself is a systemic process, the individual relates tothe stimulus which it relates to through emotional meaning (following our biological make-up ― thebrain learns innately) and this emotional meaning is set into motion in the form of action throughemotional support received by the individual which helps in self-expansion. This systemic process
works either way, negatively and positively.
Depressed staff makes more negative appraisals of their surrounding,peers and inmate behaviours,
feel less confident in their efficacy and use maladaptive techniques more often.
Topology of our emotions can be changed through Convergence, Connectedness and Continuity.
Emotions are a systemic process ― they collectively represent the whole YOU. Emotional meaning,
Emotional Support and Self-Expansion are the 3 wheels of this process;imagine if one wheel freezes,
the process will be incomplete. To achieve continuous motion we personify our emotions by giving
them expressions; if not regulated, the channel acquired for the release will freeze the wheel. To
understand the emotional dimensions through resilient affective style leads to self-expansion bycreating an emotional resonance through the right channel once emotions are elicited. Clarity should
define YOU because at the end of the day all that matters is “How you felt”.
Develop an instant checklist. Assess, Alert, Attack & Adapt. V.I.M is used to attack ― vim andvigour is the force,I is increased sharing makes the negative emotion fragment and M ＝ you use theforce to motivate change and then manage the positive change you have injected.
6. Amygdala
Picks up, on all micro cues, which has obvious results physically: you start to perspire, saliva
secretion is decreased, hunger diminished, pupils dilated, and your heart rate increases.
7. Proxemics
Proxemics is what brings us together today. The term “proxemics”was coined by researcher
Edward Hall during the 1950ʼs and 1960ʼs and has to do with the study of our use of space and how
various differences in that use can make us feel more relaxed or anxious.

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154TH INTERNATIONAL TRAINING COURSE
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Proxemics comes in two flavours:
physical territory, such as why desks face the front of a classroom rather than towards acentre aisle, andpersonal territory that we carry with us,the“bubble”of space that you keep between yourself
and the person ahead of you in a line.
Frequent exposure to negative events over a sustained period of time,leads to over activation ofthe
hypothalamus-pituitary axis (HPA). The failure to recover adequately would result in sustained
elevations in multiple systems that are activated in response to negative events. By contrast, thecapacity for rapid recovery following negative events may define an important ingredient of resilience.
Resiliency is the maintenance of high levels of positive affect and well being in the face of significant
adversity. It is not that resilient individuals never experience negative effect, but rather that thenegative affect does not persist. Such individuals are able to profit from the information provided by
the negative affect and their capacity for “meaning making”in response to such events,and this leads
to their abilityto show rapid decrements in various biological systems following exposure to a negativeor stressful event. Emotions guide our actions and organize behaviour towards the acquisition of
motivationally significant goals;this process requires that the organism have some means to decipher
positive affect in the absence of immediately present rewards and punishments and other affective
incentives. Example of bidirectional molecular communication in the case of anxiety and stress:
Fear
Breathlessness
Choking Sensation
Palpitations of the heart
Increased muscle tension
Both pleasant and unpleasant stress affects the body and mind in similar physiological ways. For
example,winning a large sum of money may result in pleasant stress producing a happy response,thephysiological aspects may include increased heart rate,blood pressure,energy,and mental activity,toname a few.Encountering loss of a loved one,however,can also cause an increase in heart rate,bloodpressure, mental activity, and other similar biological reactions.
Effects of chronic stress in the brain:Chronic stress creates excessive levels of cortisol in the brain,
impairing the function of the hippocampus, leading to neuronal atrophy and destruction of neurons,
decreased short term and contextual memory,and poor regulation of the endocrine response to stress.
8. Conceptualization of Stress
A certain amount of stress is needed to assist our design for motivation,to achieve a goal but whenstress becomes an obstacle instead of a motivator,one experiences negative by-products which hamper
our performance of a task and throw us off-balance emotionally.Somatisation may be noticed if stressis of chronic nature.This is a term that describes the expression of psychological or mental difficulties
through physical symptoms.
To overcome negative patterns we have to train neural substrates of our emotions. The processneeded involves:
Experimentation of your emotions
Acquiring new knowledge, and allowing new experiences to comeThis wayone broadens their horizons and at the same time mitigates risk ofnegative emotion.Have

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your awareness increase of yourself by analyzing your joint concepts, for example:“I hate M ondays― because...”(Analyze the why?)instead of “I hate M ondays just like that”.
Have a good idea about your capabilities so you can facilitate and utilize your internal resources,
eliminating the feeling of helplessness.Have a clear idea about your capabilities and strengths,so you
facilitate and utilize your internal resources, eliminating the feeling of helplessness.
Stress-induced cardiomyopathy is known as “broken heart syndrome”. It is a condition inwhich intense emotional or physical stress can cause rapid and severe heart muscle weakness.
It is often found in patients who have been through a major crisis such as a tragic loss,accident
or unexpected turnaround in life.
Conversely,happy people have stronger hearts.There was a study in which people were asked
to think positively for 30 minutes. It was found that during that time their blood pressure
lowered and the heart rate declined to normal,just as how a well-trained athlete has a slower
pulse. Optimistic people could be likened to an athlete without the need for bodily effort.
When strong emotions generate fear, anger or rage and these are not expressed in a healthy way
then the bodyʼs natural response is that of the sympathetic nervous system as demonstrated in the fightor flight syndrome.
Stress should not be portrayed as something, which can be avoided at all cost; stress is a prerequisite to deal with challenges.What is needed is learning of adaptive,coping and utilization skills.

IV. OPTIM AL AROUSAL CONTROL (OAL)OAL is knowledge of self, individual emotional make-up, natural coping skills and then how toincrease the level of arousal and control the psycho-physiological effect, having the ability to beflexible, which requires positive cognitive make-up and maintain the inner harmony in the external
environment of stress or critical stress,efficiently so that the individual experiences peak performance.
Paying attention to refine and strengthen your mental radar
In psychological terminology, attention is what allows you to focus on a critical task while
maintaining situational awareness (Levels of Situational Awareness (SA):Awareness of information,
Comprehension of its meaning, Projection of future status) so that sensory input is processed in ameaningful pattern. Concentration is the ability to consciously and purposefully direct and maintainyour attention to a particular object or activity. At the same time,itʼs important to be able to switch
attention to another subject when necessary, and even maintain different types, levels, and targets ofattention and concentration as needed at any given time,such as focusing on a suspect while broadly
scanning the environment for possible danger.Mindlessness arises from “automatic behaviour.”Here,
professionals rely on automatic responses as the basis for their behaviour.
Both fixation and relaxation contribute to intelligence failures. For intelligence practitioners,
focusing on the wrong factors and failing to recognize the significance ofnovel indicators are examplesof fixation. Looking wrong basically.
The antithesis of mindlessness is mindfulness
A mindful state corresponds with:situational awareness,basic assumption consideration andcreation of new categories
Openness to new information and knowing what can be utilized
Awareness of more than one perspective (the most important factor)

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A. M etacognition
M etacognition is, with what you are thinking about.
1. Awareness:where an individual is in their personal and professional development process.
2. Evaluation:Evaluating their own capacities, limitations, thinking and feeling styles.
3. Regulation:when an individual can draw upon their own knowledge and skills and direct theirinternal force multipliers for planning, self-correcting and setting the goals.
M indfulness is, with how you think as you go about what you are doing. Noticing involves
remaining open to both internal and external stimuli.Through much research we know that ultimately,
situational information is conveyed from external sources through sight,sound,touch,smell,and taste.
People can think consciously about these but they tend to process them using more autonomic brain
structures,often without noticing they are doing so.The unease one feels about getting into a taxi or
onto an elevator in an unfamiliar setting are examples of such input.
Guided imagery technique using self-hypnosis (which can be easily trained to an individual, it is“self-talk”with focus)and metaphorical speech helps to channel energy in the imagination to follow
the individualʼ
s intentions.This when applied to a treatment not only helps the patient and self-image
but it changes them through their own map thus making the learning ingrained.
Using guided imagery, visualization may also reduce stress, thereby boosting the immune systemand helping the body to fight disease.Relaxation response and cognitive restructuring have been shownto effectively reduce stress and relieve symptoms associated with it.
Guided imagery helps us to mentally project and create mindsets for specific situations, thistechnique is used by athletes,and professionals of performing arts and now even law enforcement havestarted to use this technique.
M ultisensory imagery exercises can be used to simulate training scenarios, enhance real-world
skills,analyze and correct errors,mentallyprepare for action,and enhance overall confidence.Imagery
trainings then must be combined with real-life mock-up trainings to enhance performance in the field.
B. The Art of Reflection
Thinking and language, mutually reinforces words into plans and on to actions. If trained we canmotivate ourselves during critical-stress incidents and or the untrained mind will succumb to delusional
despair. Thought-stopping, cognitive restructuring, positive affirmations and self-instruction leads toself-management of the human design in the face of stress.
Reflection is:
Looking back for reference, comparison and evaluation of the present experience
Pulling apart ideas for deeper understanding and methods of contribution
Addressing omission and ambiguities
Considering alternative perspectives and making connections
Drawing conclusions and unravelling questions

V. PSYCHOLOGICAL SURVIVAL TRAINING
This is specific to deadly-force encounters,and the ability to perform in this scenario requires thatthe individual is able to regulate and down-regulate the emotional context and still adhere to criticalthinking strategies to maintain situational awareness and avoid confusion.

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Psychological survival prepares you to anticipate danger (this is described in depth in the Leadership manual), capture the initiative, size up the situation, respond and recover quickly and efficiently
and at the same time maintain peak physical and mental power to survive and overcome.
As we shift our attention to something our mind will direct senses to give it the information it needsin the speed it needs, if whatever we are focusing on creates an emotional reaction such as fear ― awhole new set of physiological and psychological response will be in motion and which will amplifythesenses, thoughts and behavioural processes.
If trained in nPsyPESt we will refrain from brain-sabotage;if not trained we will suffer psychological pathologies in the future,or worse,we might perish.This sort ofresponse has to do more with “
how
we think”of our “situational awareness”and “perceptual pas memory”than just what eyes and ears
are experiencing in the present.
Do remember:
Components of a stress situation:Itʼs objectiveItʼs your perception of itItʼs your emotional response towards it
This is inevitable human mechanics;this employs your past experience,evaluation and judgementof a similar situation and last your behaviour response for action which uses your physiological andpsychological response which will determine the consequences.
Reduced awareness of environmental cues (Loss of task awareness and situational awareness)
Increased awareness to signs of anxiety
Decreased tolerance for pain and frustration
Decreased efficiency in mental processing
Increased mistakes and injury
This is our innate way of our brain telling us something is wrong, to protect us, evolutionary
survival but in our jobs we have to overcome all these traits and move forwards,and we can only do
it if we know what they are,why these traits are there and how we can down-regulate them so it does
not bring us to a “freeze”state. You must be able to replace fear in situations by seeing them aschallenges. For this we must be psychologically trained.
Knowing in brief about TMT (Terror M anagement Theory)is salient for correctional professionals
because they must rise above their innate behaviour during critical crisis and be able to regulate andfunction with high self-esteem.According to TM T,all humans are motivated to suppress the potential
for innate terror of non-existence due to the human awareness of vulnerability and mortality by
investing in cultural belief systems (or worldviews)that instil life with meaning.
People who are threatened with death and the fear or issues of marginalization (which is occurring
more in todayʼs time due to globalization and acculturation) that relates to it are more ready toembrace cultural values and belief systems which give them a sense of security,identity and camaraderie. They are more likely to cling on to that which affirms and provides meaning to their existence.
This is known as the mortality salience hypothesis. The fear of death is rooted in an instinct for
self-preservation that humans share with other species. Although we share this instinct with otherspecies, only we are aware that death is inevitable ― that is, that our self-preservation instinct will

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inevitably be thwarted. This combination of an instinctive drive for self-preservation with an awareness of the inevitability of death creates the potential for paralyzing terror.
A cultural anxiety buffer, consisting of the cultural worldview and self-esteem, manages thispotential for terror. The cultural worldview is defined as a set of beliefs about the nature of reality
shared by groups of individuals that provides meaning, order, permanence, stability, and the promiseof literal and/or symbolic immortality to those who live up to the standards of value set by theworldview.
Self-esteem is defined as oneʼs belief regarding how well one is living up to the standards of value
prescribed by the worldview.Because the cultural anxiety buffer is a social creation (humanly created,transmitted, and maintained), individuals are highly dependent on others for its validation andmaintenance.
The anxiety-buffer hypothesis states that if a psychological structure (worldview, faith or selfesteem) provides protection against anxiety, then strengthening that structure should make one lessprone to exhibit anxiety or anxiety-related behaviour in response to threats, and weakening thatstructure should make one more prone to exhibit anxiety or anxiety-related behaviour in response tothreats.
Self-esteem is negatively correlated with general anxiety, death anxiety, and physical and mental
health problems associated with anxiety.
Further support for the anxiety-buffer hypothesis is provided by experiments that have demonstrated that self-esteem threats cause anxiety (e.g., Bennett & Holmes, 1975), that defensive responses toself-esteem threats are mediated by anxiety(e.g.,Gollwitzer,Earle,& Stephan,1982),and that the useof self-esteem defences reduces anxiety (e.g., Mehlman & Snyder, 1985).
(Terror M anagement Theory and Self-Esteem: Evidence That Increased Self-Esteem Reduces
M ortality Salience Effects. Journal of Personality & Social Psychology; Copyright 1997 by theAmerican Psychological Association, Inc. 1997, Vol. 72, No. 1.24-36-0022-3514/97/53.00)
A. Integrative Design of Mind & Body Synchronization
M olecular communication is the interrelationships between the biological,psychological,social andbehavioural factors of health and illness. Human beings may be physiological entities,but fundamentally we are a psychological phenomenon,and being aware of this inter-relationship forms a roadmap
to facilitate a positive change in another and down-regulate the impact and understanding of negative
emotions.
The concept is based on psychoneuroimmunology(PNI),a controversial topic of the past,but withsuccessful findings we have learnt that there is bi-directional communication among the nervous
system,the endocrine(hormone)system,and the immune system,and the implications of these linkages
for physical health.PNI is not a therapy but a science,which gives us the blueprint for understanding
the internal communication and how we may manipulate it to aid healing from within by using toolsof hypnosis,psychotherapies,biofeedback emotional intelligence and interpretative phenomenologicalanalysis.
B. Culture-responsive Design
Cultural mapping is a significant marker also to be considered due to the reason that culture is:A body of learned behaviours perceived as state of nature
Cultural templates shape behaviour & consciousness
C. Cultural Context
Social process and dynamics, interpersonal and interaction. Culture is for society what memory is
for individuals. It is a set of distinctive spiritual, material, intellectual and emotional features of a

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society or a social group.It is further expanded by ways of living together,value systems and beliefs:
It relates to the essence of culture as a medium
Relates to the relationship between members of culture and their own culture
Relates to our competency to understand our own culture
Culture encourages people to sustain the symbolic view of security and life of themselves and of theworld by promoting a world-view,which conveys that the world is orderly,meaningful and permanent.
This symbolic immortality comes through identification with the ongoing culture and lasting symbols,
offspring and culturally valued achievements.A rich culture births a satisfied society that in turn fuels
the individualʼ
s sense of belonging and self-esteem.
What happens when the cultural values and symbols are shattered?Insecurity,conflicts,pain,stress,
anxiety, fear and aggression ― are the responses.
Cultural differences and our natural models of resiliency and recovery are embedded in the culture
we have been raised in, and it plays a significant role in how one verbalizes and cognitively andemotionally performs whether in their own culture or when immersed in another culture.
Stress and anxiety may befall when the two points of cultural map and world-view come into
conflict leading to some stress and anxiety or in some cases major impact is felt,and behaviour-action
might be formed. All holistic treatments must consider cultural mapping of the patient to create
wellness modalities.
The way emotions are verbalized and expressed or not is also culturally ingrained, for example:
speech is especially important in the Western cultural context as a means to express and clarify oneʼs
thoughts;in contrast,speech is not as valued in the Eastern cultural context.Rather,it is viewed as a
distraction to thinking.This suggests that a patient of different cultural background will have varying
responses to the way they address their issues to the practitioner.It is the practitionerʼ
s responsibility
to lead the patient with the goal of recovery beyond cultural factors.
Post-incident follow-up and critical stress debriefing. A truly comprehensive mental toughness
training programme includes post-incident follow-up and critical stress debriefing.
Critical incidents produce characteristic sets of psychological and physiological reactions or symptoms (thus the term syndrome)in all people,including emergency service personnel.Typical symptomsof Critical Incident Stress include:
Restlessness
Irritability
Excessive Fatigue
Sleep Disturbances
Anxiety
Startle Reactions
Depression
M oodinessM uscle Tremors

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Difficulties ConcentratingNightmares
Vomiting
Diarrhoea
Suspiciousness
The physical and emotional symptoms,which develop as part of a stress response,are normal but
have the potential to become dangerous to the responder if symptoms become prolonged.Researchers
have also concluded that future incidents (even those that are more“normal”)can be enough to triggera stress response. Prolonged stress saps energy and leaves the person vulnerable to illness. Undercertain conditions,they may have the potential for life-long after effects.They are especially destructive when a person denies their presence or misinterprets the stress responses as something goingwrong with him.
The ultimate goal of post-incident follow up is to build you up and make you stronger and vigilant
against any physiological symptoms of stress;any broader issues will have to be addressed separately.
Critical debriefing is a talk-through process,it does not involve any“note taking”,“
investigation ofthe
event”, “
giving operational critique”and “no blaming session”.
This frame requires a multi-component approach to manage traumatic events,it is integrated andsystematic.
It is resilience and not resistance,which makes a person “tough”― those individual who knows how
to deal with stressors of various base levels and critical levels,perform as high functioning individuals.
D. Biofeedback
These sensors allow persons to monitor their own muscle relaxation,heart rate,breathing patterns
and perspiration and concentrate on changing it through either the visual or auditory information
provided by the equipment.
How to create a healthy empowered relationship with anger?
The first step is to realize that itʼ
s a vital key to your inner strength. It is important to recognize
the value of your emotions and to understand that anger isnʼt a “bad”emotion.It is a messenger in yourlife telling you that change is needed.When you honestly feel and deal responsiblywith it youʼll quickly
express and release it from your heart and mind.Then,the energy trapped inside your anger becomesa constructive force offering you untold will power and renewal of your life force.Taking responsibility and allowing yourself to connect with a negative emotion to understand that part of you is the startof re-patterning of your thoughts.
Use your imagination to unhook the negativity from your mind.Research has shown us that within
the brain some parts are switched on whether in action or imagination. This is how the body-mindconnection works. It is powerful when you use it for personal growth.
Self-leadership is vital to the success of the therapeutic plan,to instil taking control of your life andhow to use critical thinking systems helps the patient to use correct form of thinking and feeling where
one is taught how to think and how to react to feelings with awareness and responsibility.
Using guided imagery, visualization may also reduce stress, thereby boosting the immune systemand helping the body to fight disease.Relaxation response and cognitive restructuring have been shownto effectively reduce stress and relieve symptoms associated with it.
At every step we are using our internal assets and optimizing itʼs potential, but doing with

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awareness instils three things:Knowing who you are today. What you can do today.
Colour:Colour antedates civilizations and is both a subjective experience (limbic)and an objective
feature of the world. Giving colour to your emotions makes a visual connection, and it is easier tore-pattern behaviour and thoughts when one can see and not just hold an abstract concept of change.
Change must be seen and felt for re-patterning brain behaviour and healing. This is done throughspecially designed modules.
We have a visceral emotive relationship with colour.Just imaging our world to be monochromatic,
like all shades of grey, would immediately instigate a dull, aching feeling. Colours transmit distinct
physiological, mental and energetic information throughout our system;it is tied to emotion and aphysical reality.Learning how to give colour to emotions and responses can serve as a tool,which canbe used for cognitive restructuring with the help of an experienced health practitioner.
The analysis of this short study emphasizes the fact that human design is constantly shaped andreshaped through experiential learning.When an individual encounters experiences through situations
and makes assessment due to the feelings which arise, this individual goes through a change process
but remains relatively unchanged till practice and experimentation of those feelings are challenged andexercised further. The outcome then is based on judgment, an aftermath of reasoning and thenassessment of the outcome of that judgment and reasoning set, due to memory tags reinforcing thechange within an individual. It is during practice and experimentation when the help of a facilitator
might be needed to induce wellness modalities, creating healthy memory tags for future use.
Habits and personality do not cause mental disturbances;however,itʼs the mental disturbances that
often cause unhealthy habits and disorders of personality.

VI. NUTRITION AND THE BRAIN
A. Imagination ＋ M otivation ＋ Action
To imagine is to execute an action in your thoughts.Imagination and action are integrated into eachother. You must have indulged in mental practice before a game of badminton, tennis or basketball.
From a neuroscientific viewpoint,and brilliantly expressed in the book “
Phantoms in the Brain”,it
has been explained that, when we close our eyes and imagine the letter “a”, the visual cortex in thebrain lights up as if we were actually looking at the letter “a”.Try it and you will know what I mean.
Brain Scans show that in action and imagination many of the same parts of the brain are activated.
Visualizing can improve performance of any task.
B. M otivational Neurotransmitters ＋ Nutrition
Neurotransmitters are made from amino acids obtained from the protein in the food you consume.
These are the brain chemicals that motivate/sedate/focus or frustrate. The complex interaction iswhat shifts your mood and changes your mind.
Examples:
1. Dopamine:is important for motivation and to give a sense of readiness to meet lifeʼs challenges.
Stress and poor sleep will deplete the levels of dopamine.
Dopamine results in:
Feelings of pleasure
Feelings of attachment/love
Food Source: Apples, Celery, Chicken, Cucumber, Fish, Green leafy vegetables, Honey, Cheese,
Watermelon
2. Noradrenalin:is the other neurotransmitter needed for motivation,alertness and concentration.

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Like a hormone it travels in the bloodstream to arouse brain activity.
Noradrenalin results in:
Arousal, Energy, Drive
Stimulation
Fight or Flight
Food Source:Bananas, Almonds, Avocado, Pineapple
3.Serotonin:Serotonin acts in a varietyofways and is involved in about one quarter ofall thebodyʼsbiological processes.
Serotonin results in:
Emotional stability
Reduces aggression
Sensory input
Regulation of sleep cycle
Appetite control
Food Source:Legumes, M ilk, Nuts, Pasta, Potatoes, Radishes, Spinach, Tomatoes
There is a vast variation in stress adjustment to adversity from severe incapacitation to resilienceto growth.Much research has shown that the brain is geared to grasp negative cues faster than positive
adhering to the innate make-up of human survival. So a systematic approach is needed for professionals in the field of corrections regarding emotional regulation, cognitive reappraisal of situations(re-evaluating a situation to change its emotional impact).Positivityis not thepursuit ofpleasureor evenwell-being, but rather involves the states and traits that promote broad thought and flexible action.

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The vehicle that the mind and body use to communicate with each other is the chemistryofemotion.
The chemicals in question are molecules,short chains of amino acids called peptides and receptors,the“biochemical correlate of emotion.”The peptides can be found in your brain,but also in your stomach,
your muscles, your glands and all your major organs, sending messages back and forth.

VII. APPENDIX
Asken, M ichael J. Mindsightings.
Cloud, J. Why your DNA isnʼt your destiny. Accessed 2012 Apr 15. http://www.time.com/time/
magazine/article/0,9171,1952313,00.html#ixzz1whY9htMB>.
Darwin, C. Origin of Species. New York:Gramercy, 1995.
Jeswal, R. Running title:“
M ind-body:M olecular communication and wellness modalities”. J. Altern.
Med. Res. 2013;5(3).
Jeswal, R. Military psychology. Accessed 2012 Apr 15. http://psrcentre.org/images/extraimages/270.
pdf>.
Jeswal,R.“
Neural role of emotions”.In:Emotional intelligence and leadership (FEIL).Mumbai:Excel
Books, 2010:221-31.
Kiecolt-Glaser, J.K., Glaser, R. “Psychoneuroimmunology:Past, present and future”. Health Psychol
1989;8(6):677-82.
Segerstrom,S.C.,Miller,G.E.A.“M eta-analytic study of 30 years of inquiry”.Psychol Bull 2004;130(4):601-30.
“Terror Management Theory and Self-Esteem:Evidence That Increased Self-Esteem Reduces Mortality Salience Effects”.Journal of Personality& Social Psychology;Copyright 1997 bythe American
Psychological Association, Inc. 1997, Vol. 72, No. 1.24-36-0022-3514/97/53.00.
Bandura A. Self-efficacy:The exercise of control. New York:W. H. Freeman;1997.
Lazarus RS, Folkman S. Stress, appraisal, and coping. New York:Springer;1984.

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LEADERSHIP:A STRATEGIC SKILL
Rupali Jeswal

I. LEADERSHIP IS A STRATEGIC SKILL CULTURE OF DISPERSED
Leadership is an all-level initiative with a slogan of “Every Officer is a Leader!”When the goal ispersonalized, one takes the responsibility for the success of that goal.
Heinz Kohut was an Austrian born American psychoanalyst, known for his contribution on selfpsychology and he has expressed beautifully, “Our sense of being an independent centre of initiativeand perception”; of being “integrated with our most central ambitions and ideals”; “And with ourexperience that our body and mind form a unit in space and a continuum in time”.
A. Introduction to “
Self”
Heinz Kohut gave us a framework of self, he gave us the ear to listen to our tone, knowledge tounderstand the language of self, appreciate our own unique, individual style and understand thesubtleties of the meaning we weave,and then the process where we translate and re-create the languageof our own psychology with all the features thought and felt as closely as possible to its origin andproject it out to the world.
B. Trigger by Stimulus
Our response to the stimuli (physical response)is a reaction to the understanding of the stimuli.Our
personality is a response to a stimuli activated through the feelings, perception and understanding ofthat stimuli.
1. When We Express Ourselves and Its M echanism
An expression becomes the language of emotions which is a combination of morals (culturally
injected),variables (factors in the environment which can cause predictable & unpredictable changes),
operators (within an individual e.g.physiology,past experiences)and functions(role)that are interpreted and evaluated, according to the particular rules of priority (heterarchy) and of association for aparticular emotional language, which deciphers and then connects paths towards equilibrium producing another value. The expression is said to appraise to that value which is then personified andproduces the behaviour. To understand the groundwork of our emotions at neuronal level can helpchange the topology of our emotions leading to harmony mentally, physically and emotionally.
Leadership is a combination of strategy and character. If you must be without one, be without thestrategy. ― Gen. H. Norman Schwarzkopf
C. Leadership:A Strategic Skill
Leadership is a strategic skill,which comes through an orchestrated immersion and then applicationof force multipliers in the environment.
Awareness and leadership they must have communication and synchronization and a deliberate
doctrine to swarm and decentralize the negative environment created by the challenge.
Leadership is a mission-critical intelligence and it is not just about leading otherʼs but leading
oneself first.When an individual leads from within she/he sets the pattern for leadership culture for thewhole unit/team.
CEO, Xiphos ISS (Intelligence and Security Solutions).

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Why leadership trainings have become so important in current times?
The modern age of technology has brought bombardment of massive amount of information,acculturation and related to the profession various sectors of Homeland security the unpredictablethreat scenarios have also induced a need to cultivate action-oriented mindset of “Every Officer is a
Leader!”Self-awareness is necessary for correctional professionals to understand the ways in which theirstrengths and weaknesses affect the course of an action and how they deal with others and their ability
to reach their goals and have the knowledge of force multipliers in the environment which can beutilized to reach the goal-set.
A force multiplier is a capability that, when added to and employed by a (unit) team or anindividual,significantly increases the potential of that unit and thus enhances the probabilityof successful mission accomplishment.
Leadership in entirety is a strategic skill because effective leadership in corrections also conveys astatement to the stakeholders and presents the full comprehension of its value of the correctional
agency and its services.
The effective leader knows how to identify simply and concretely not just the task at hand but also
the reason behind the task. To create a vision and lead the team to follow that vision is always achallenge,once this is established it helps the team members to understand the importance of their roleand responsibility leading to the common goal envisioned.
This serves both the public which often rejects and condemns offenders and the offenders who often
reject and condemn the circumstances.
This requires operational art and strategic thinking ― two crucial elements employed by the leader
with combined capacity of the team.
1. Goal Success Plan
Is the goal specific, challenging, approachable, measurable, inspirational?
What are the steps necessary to achieve this goal?
What might be the barriers and what will I do to overcome them?
How to enhance my commitment and motivation?
Who else, or what else do I need to be successful?
One of the affective styles is the capacity to regulate negative emotions and specifically to decrease
the duration of that negative affect once it arises.
When we recognize our inherent potential through our visible signature strengths through which we
receive and give recognition, encouragement, ability and curiosity to explore, and develop.
2. Key Components to Recognize Inherent Potential
Identity Development ― self and group identity
Value Assessment ― our inner concepts of the World,the way of being and what we encounterin reality.
Discovering purpose ― a higher mission not dependent on monetary gain or “
positions”

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Goal Planning and setting ― how specific is the goal,what are the steps and how to implement
those steps
Time M anagement ― understanding of priorities and making time for things which areimportant for personal and professional growth
Feedback task learning & Performance
Full Circle of Goal Planning

As shown in this illustration the motivational process for a goal starts with instinct approach (what
we naturally are good at), and if it satisfies our needs, if not then we need an incentive to move
forwards, once the right incentive is found it triggers an arousal state of wanting to move forwards
using our cognitive and emotional make-up and we succeed in reaching our goal.
This is a complete process, but without utilizing all the approaches together one can reach a goalby a combination of just 2 from the steps mentioned in the illustration.
D. Operational Art
The organizations at all levels require methodology based on Operational art, that is, creative
thinking, leading to a unifying thought process encouraging the forces capability goals and operatingprocess.It is also,unity of effort and integrates end ways and means while accounting risks across alllevels.
Operational art leads to operational design that is conceptualization and construction of an intellectual frame for subsequent execution. Operational art and design strengthen strategies and tactics.
Operational design takes the creative process of operational art and makes us understand conceptually the complex operational environment with tactical dilemma in space and time.
The idea should reflect a holistic understanding of the operational environment and the problem.
In theory,an infinite number of possible goals and courses of action (COAs)exist in any situation,

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perceptive insight is the combination of analysis and intuition,seeing in parts and whole and combining
them in such a way that it leads to new behaviour and response to the true nature of a situation.
The strategic thinker sees issues in the context of systems and their relationships to other systems.
(in parts and whole).The skilled strategic thinker knows how to take advantage of opportunities that
others might miss, recognize the relationships between seemingly disparate entities, and view daily
tactical issues in a broader and longer term context.The strategic thinker is able to consider a broad
range of alternatives when addressing a challenge.
A strategic thinker employs different forms of thinking:Conceptual
Creative
Intuitive & InsightSense making & M indfulness
Holistic & Divided
Sequential & Simultaneous
Network & Individual
Analytic & Logical
Critical thinking is known and utilized by most professionals in correctional systems, along withthis we need to build up our intuitive skills and keys to capture intelligence as a management tool.
Intuitive skills and use of intelligence to its optimal level comes from:
Situational AwarenessObservation skills, including non-verbal markers
Ability to communicate
This strategic mission has a thinking cycle, which is encompassed by exterior responsibility.

The cognitive cycle phase uses perception through observation and assessment,understanding of it
and the meaning-making units of it ― Reasoning.

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A strategic thinker acquires and employs insight based on past and current experience and thenwith insertion of creativity, intuition and conceptual thinking develops a foresight for projection of
future status.
Strategic levers include what stakeholderʼs value and matching those levers with the capability ofthe organization.
Reasoning employs a road-map to develop core strategy and the ways to implement it with full
effectiveness.
The parameters which encompass the strategic cognitive cycle must balance each other and within
which effective leadership through strategic thinking must work by proving the value to the public of
the services provided, building and maintaining political and legal support for those services andensuring the facility has the capabilities to provide those services.
Innate nature of our brain regulates our self-psychology at all times,which is meaning-making.In
this meaning-making, heterarchy is of utmost important which eventually leads us to act upon theemotion which is high on precedence.
A continuous flow ―The mind is comprised of beliefs, desires, emotions, perceptions, and intentions.
Personality Enrichment attributes to these mental states to self and others in order tounderstand and predict behaviour.
New Horizons are achieved when we understand ourselves, and others around us.
But there are times when we need mission-critical intelligence which has no implementation planbut needs immediate action on an issue. This situation checklist incorporates few steps:
Proceed by incremental steps ― do the doable.
Fix & Repair as you proceed ― learn from the errors and regain momentum throughout theimplementation process.
Instigate feedback ― to assess, evaluate and fix and remaining flexible but verbalizing the
purpose of the steps at all times to the team so as to maintain the common vision and avoid
confusion.
While the Correctional executives and senior-level leadersʼmaintain the external environment
through collaboration, development of alliances, negotiations etc the inner environment management
is on each individual, team and its leader.
The figure below illustrates how the self is constantly engaged and maintains a continuous ripple.
The self being affected by physiology and external phenomenon which then producing an emotionreaction action, that also flows backwards and induces changes in self,leading to combined thoughts
and behaviour.

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Figure 1 :Congruency ripple (Psychosmogram)
E. Psychometric Tools
1. The Self-Assessment Instruments
The M yers-Briggs type indicator (M BTI )The fundamental interpersonal relations orientation― behaviour (FIRO―B )The 360-degree feedback instruments― instruments that provide full-circle measurement fromassessment to feedback― are benchmarks , emotional competence inventory , leadership
practices inventory , multifactor leadership questionnaire , and skillscope .

II. DISTINCTION-M AKING TRAITS (DM) & DISTINCTION― DISSOLVING (DD)Three parts of the brain assist in DM & DD.They are the Reptilian brain (R-Complex),limbic brain
and the neo-cortex.
Imbalance occurs when one set of traits dominate the other trait.Distinction-making traits are seenin activities such as creating hierarchies, having a rigid set of objectives, paying close attention todetails as opposed to whole,valuing precision and orderliness.These are the product of the R-complex
and are necessary for survival.Control must be established to effectively deal with the crisis.When an
individual or a group esteems these traits over distinction-dissolving traits, however,a breakdown inempathy and flexibility occurs.
Distinction-dissolving traits value richness of experience,intuition,complexity,higher tolerance for
ambiguity and a holistic emotional appraisal. These traits are also needed for survival. They insure
creativity, flexibility, intuitive thinking and diversity within an appreciation of the whole. Intermingling of thoughts from various stimuli ensures brain progress. Ability to change, have courage anddetermination to execute must accompany distinction-dissolving traits in the neo-cortex. When inaction prevails and the group or individual have no clear focus they become weak and ineffective.
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entrance. When we combine it with three straight lines it becomes a skeleton cube. Our perception isprogrammed in a way that a simple bare square will sub-consciously beg you to add more features to
it,to animate it,give it another angle,if one does or doesnʼ
t depends upon how trained one is to makemaximum use of his perception,we are designed to have more than one perception of an animate andinanimate object. When the conscious act of looking at something keeps the image on the retina
constant and yet our visual cortex is playing a greater role behind the scene.

We have this natural ability so why not make a conscious effort and introduce it in our everyday
lives and encounters― we so often get one-tracked in life.There are so manyoptions/sides to one thing― so why should we dwell on just what we see, why donʼt we explore it from every angle and utilize
it as a force multiplier.
Behaviour-focused strategies
Natural reward strategies
Constructive thought pattern strategies

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A. Self-Leadership

The need for self-leadership is salient;leadership courses for inmates will increase their self-esteem
and make them learn to take responsibilities.
Self-leadership is an influence-related process through which employees motivate and navigate
themselves to attain desired behaviours and ends. Although individuals are motivated to accomplish
tasks, not everyone is capable of displaying innovative behaviour, because of the absence of selfnavigation, a key element in the concept of self-leadership. People who possess good self-leadership
qualities know how to achieve high levels of self-direction and self-motivation during this processpeople learn to lead themselves. For instance, constructive thought patterns become essential during
the first stage of the innovation process -recognizing a problem and generating new ideas andsolutions.
In other words the ability to instil positive self-influence, which emphasize concepts of selfnavigation, self-control and self-management.
As a broader construct, self-leadership encompasses a set of three complementary cognitive andbehavioural strategies, which impact subsequent outcomes. These are:(i) Behaviour-focused strategies(ii) Natural reward strategies(iii) Constructive thought pattern strategies

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III. ROLES IN LEADERSHIP CULTURE
Roles

Characteristics

Assessor

Gauge prior knowledge and interest.
Monitor groups and individual progress.
Support self-assessment.
Be able to reflect on their own practice and accept
feedback about themselves.

Questioners and Challenger

Provide an appropriate and timely level of challenge andspecific feedback for each individualʼs.
Encourage questions and make time to find answers
together.

Model and Coach

Demonstrate strategies that you wish to facilitate.
Make thinking visible.
Lay out your expectations and assessment requirements
clearly.
Encourage measured risk-taking.
Have enthusiasm for reflective thinking strategies.

Strategic Planner

Implement methods which are appropriate for the learning in context and purpose.
Understand each individualʼs needs and use this information for timely choices about tasks and grouping arrangement.
Allow time to staff to practice what is learnt.

What effect does leadership training have?
A. Latent Learning Objectives Through These Trainings
Self-belief -belief in ability to achieve goals(Belief you are different to opponent.)
M otivation -(desire/determination)(Intrinsic motivation and using adversity as a source of determination.)
Acceptance of competition anxiety(Have skills to plan on how to deal with it.)
Can maintain focus -ability to “balance”(M aintains technique/effort in face of fatigue/pain)
B. Latent Effective Behavioural M arkers
Behavioural markers -decision-making,communication,leadership (teamwork among units― interand intra).
Cohesion -Social & Task & Teamwork

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Commitment ― Communication through Leadership styles
Crew coordination -M orale Decision-making
Feedback (M ental models)― learning from self and others
Performance ― Adaptability, Responsibility & Conflict
Information exchange ― Roles, Cross-training
Trust Performance ― M onitoring and M entoring each other
Leadership qualities -Self-efficacy, Collective efficacy
Communication ― constraints, flexibility, clarity
Team identification -Social exchange on what makes a group self organizing and sustaining.
Stress -Leadership personality during stressful situations
1. Leader ― What are the Values & M otivations
In general we are all aware the components of leadership:(i) Interpersonal skills(ii) Ability to build and lead teams(iii) Adaptability
Interpersonal skills uses self-science, emotional intelligence, & understanding our own behaviourresponse system.
Ability to build teams uses art ofcommunication along with emotional intelligence principles,whichmakes a leader know how others feel and think.
Adaptability is utilization of the strengths within an individual and motivate others to move
forwards, especially during time of crisis. This has much to do with stress-response system.
In other words the ability to instil positive self-influence, which emphasize concepts of selfnavigation, self-control and self-management.
As a broader construct, self-leadership encompasses a set of three complementary cognitive andbehavioural strategies, which impact subsequent outcomes. These are:Behaviour-focused strategies
Natural reward strategies
Constructive thought pattern strategies
Learning occurs as a ʻ
responseʼto certain definite and identifiable stimuli in oneʼs environment.
Emotionally intelligent organizations maximize potential for operational success and increase effectiveness because people in these organizations share more powerful connections.
Learning activities in constructivist settings are characterized by active engagement, inquiry,
problem solving and engagement with others.

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Training plan in a facility should be such so as to foster a culture where these elements areproduced, recognized and practiced:
Clarify

CreateMentorMonitorMeasureRecognize

Reinforce

RewardAppreciative Inquiry: Inquiry into what is possible should begin with appreciation. The
primary task is to describe and explain those exceptional moments which energizes the teamand activate the team individualʼ
s competencies.
Possible & Applicable:Inquiry into whatʼs possible should be applicable. Study should leadto the creation of knowledge that can be used, applied, and validated in action.
Inquiry creating force multipliers:Inquiry into what is possible should be a force multiplier.
A team is capable of becoming more than it is at any given moment, and learning how todetermine its own future establishing the foundation of a self-organizing unit.Delegation anddexterity are the two key components of this.
Collaboration of human potential:Inquiry into the human potential in the community should
be collaborative. This assumes an inseparable relationship between the process of inquiry andits content.
Emotional intelligence,serves as a dominant “moderating factor”.This factor allows an assessment
to the managers of internal and external contingencies and adopt the most effective & appropriate
COA (course of action)
From Darwin to the present, most descriptions, definitions and conceptualizations of emotionalsocial intelligence have included one or more of the following key components:
the ability to recognize, understand and express emotions and feelings
the ability to understand how others feel and relate with them
the ability to manage and control emotions
the ability to manage change,adapt and solve problems ofa personal and interpersonal nature
the ability to generate positive affect and be self-motivated(The Bar-On Model of Emotional-Social Intelligence (ESI))
Changing the neural substrates of emotions and emotion-reaction will not only affect neurology ofoneʼ
s brain but the physical reaction will be affected too,thereby assisting the individual to motivateand maintain the control on down-regulation of negative emotion in a constructive manner.Change in
one facilitates changes in the entire human design. We create new areas with new competencies.
V:Vim and Vigor
I:Increased Sharing
M :Motivation and M anagement
V.I.M ＝ Combination of attributes or advantages which makes a specific emotion more effective thananother emotion of comparable size. Example:

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Extreme Happiness as compared to Extreme Sadness.Down regulation of emotion is taking V.I.M
and using it to your advantage.This is also known as force multipliers.A force multiplier is anything
and everything, which can be taken by an individual and used to their advantage to increase theirpotential. In organizations brain storming is one such process where a group of people in various
departments come together and take each otherʼs potentials multiply it with their and come up with
options, suggestions and innovations.
One of the affective styles of functioning through E.I is the capacity to regulate negative emotions
and specifically to decrease the duration of that negative affect once it arises.
Our Brain is subjected to constant structuring and restructuring through pattern associations.
Neural Substrates are elemental for our natural state. It is a substance that is acted upon in abiochemical reaction;they are basically carriers of information, and the bio-chemical reaction produces information. Neural Substrates lead us to challenges, choices, creative critical thinking andtransferring learning through experience.They set our internal emotional climate through appraising
our external environment at all times.Seeking patterns,making connections is what our brain is doing
continuously through the influence of emotions. We all have emotional intelligence,the only questionis how much with awareness we use this intelligence to regulate and down-regulate our emotionreaction-action.

IV. EM PIRICAL REVIEW
Transactional leadership involves motivating and directing followers primarily through appealing
to their own self-interest. The power of transactional leaders comes from their formal authority andresponsibility in the organization. The main goal of the follower is to obey the instructions of theleader. The style can also be mentioned as a ʻtelling styleʼ. The transactional style of leadership was
first described by Max Weber in 1947 and then by Bernard Bass in 1981.
The leader believes in motivating through a system of rewards and punishment. If a subordinate
does what is desired, a reward will follow, and if he does not go as per the wishes of the leader, apunishment will follow.Here,the exchange between leader and follower takes place to achieve routine
performance goals.
Researchers have studied leadership style extensively over the past three decades,focusing heavily
on what “behaviours”effective leaders exhibit. Their findings indicate that leadership style is something people can learn. In fact, the leadership style used within an organization has been shown torelate profoundly to its performance and,especially,its ability to adapt to changes in the environment.
Evidence continues to grow that developing effective leadership behaviours is important and thatleadership style does indeed matter.
An important leadership model developed over the past 30 years encompasses two different leadership styles:“transformational and transactional”.
A. Transformational Leadership Inspires Followers to Accomplish Things Beyond What Might Be
Expected
Raising followersʼconsciousness of the value of specified goals.
Helping followers transcend their own self-interest for the sake of the team,the unit,and theorganization.
M otivating followers to address higher-level personal needs.
Transformational leadership is frequently associated with increased organizational effectiveness.
Such an approach stresses that leaders must understand and adapt to their followersʼmotives andneeds. These leaders are good role models who empower staff members to achieve higher standards
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organization and establish meaning in organizational life.This encompassing approach can describe awide range of leadership behaviours,from specific attempts to influence followers on a one-to-one basis
to broad at-tempts to influence whole organizations.
In contrast, transactional leadership refers to the most common approach, which focuses on theexchanges that occur between leaders and their followers. Transactional leaders exchange things ofvalue with subordinates to advance their own, as well as their subordinatesʼ, agendas. Traditional
examples include a manager offering employees a promotion in exchange for performance,or instructors giving students a grade for work completed.
Transactional leaders achieve results through positive or negative reinforcements of behaviours
and can be very influential because subordinates realize itʼs in their best interest to do what theirleaders ask.
The model also acknowledges no transactional behaviours, sometimes referred to as “non leadership”or laissez-faire behaviours, typically associated with a hands-off leadership style. Such a leader
tends to abdicate responsibilities,delay decisions,and make little effort to help followers satisfy theirneeds. An example might be the head of a small unit who calls no meetings with employees, has nolong-range plan, and makes little contact with others in the organization.
Transformational leadership style behaviours shows more effective achievement of outcomes,
higher performance levels among followers,and the ability to successfully initiate and execute change.
An effective leader must also, however, be facile with transactional leadership processes in a typicalorganizationʼ
s ongoing activities.

V. INSTIGATING MOTIVATION
Considering the increasing number and diversity of offenders in correctional institutions, thecomplexities of the social,political and legal climate in which correctional agencies operate,it is vitalthat leadership assets are brought out through training and enhancement of natural attributes of thecorrectional officers, in all levels of management.
Population movement, lockdowns and day-to-day prison operations can cause distraction of thenatural attributes,which might hinder the delivery of services based on the criminogenic needs of theoffender population.
To bring culture of personal change will trigger the components of professionalism from frontline
supervisors to the head of management as a well-trained leader can and must,role model to promote
pro-social attitudes and behaviours while maintaining a safe and secure environment.

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Social Cohesion and Task Cohesion through Teambuilding:To promote leadership culture,independent thinking and collective assimilation in a team is significant for productive communication
systems.
The team is important to successful performance. Applying creative thinking in a team brings
power of prediction (what one might think will happen, what questions one can ask), probing (whomight have a different idea about this particular question, what is puzzling you and how could you
clarify), ponder (how would you sum up your ideas, does everyone agree, if not then why not?)In-groups are those that reciprocally link individualsʼattitudes and behaviours with the group-level
conditions in which they are situated.Groups are cohesive when group-level conditions are producing
positive membership attitudes and behaviours and when group membersʼinterpersonal interactions areoperating to maintain these group-level conditions.(Positive intent or negative-cohesion comes when
all agree)
Cohesive groups are self-maintaining with respect to the production of strong membership attractions and attachments.
A unifying notion for the success of the process,a state of equilibrium has to be reached within an
individual, which depends on the imaginable specifics of the goal. The more specifics are clearly
detailed the easier the goal becomes.Incongruence within self can be made congruent byconnecting thepoints of conflict by a constructive path so what the person feels and what the person wants to beachieved is achievable.The continuity maintained between the individual and the specifics decipher the
methodology an individual takes to pursue the goal and make it a success.
Components of social cohesion and leadership culture provide a clear sense of the unitʼ
s importance,
unique capabilities, and dedication to professionalism.
Leadership is a mission and leadership requires mission-critical intelligence, which focus on thelevers that drive creation,value incubation and finally harvesting of leadership skills,mobilization andempowerment in the team.
The optimal advantage comes when LOD is arranged in a way that most effectively executes anaction and signals the weakness.

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Focus on the levers are that drive creation and value incubation of ideas /plans for the future andfinally harvesting of leadership skills, which brings forth:A. M obilization and Empowerment in the Team
This brings forth and enhances natural attributes which would be:
Interpersonal relationships
M otivating others
M anaging conflict
Initiating collaboration
Team building
Strong sense of ethics and values.
To bring LOD to awareness one must have a high developed and acute sense of situationalawareness of the operational environment (OE).
B. Levels of Situational Awareness (SA)Awareness of information
Comprehension of its meaning
Projection of future status
C. Team Dynamics and Communication System
To start the process of a leadership environment in corrections,which triggers“
offender and officer
ownership learning”the communication system which a leader adopts and manipulates is critical.
Communication style is an overlapping system incorporating oral (style of presentation, audienceawareness, critical active listening, & body language), non-verbal (audience awareness, personalpresentation & body language), written (presentation skills, revision, editing, critical reading & data
presentation)
D. Significance of Communication
Communication is made of four components and the individual uses each component upon their own
discretion. These components are:
A needA desire
A response to an event
A response to an anticipated event
This process of bending reality is unconscious and the language patterns we use reflect our own
inner needs,priorities and vulnerabilities.This process can be unconscious or conscious,which would
be manipulation of the other personʼs perception. Everything we do is a response to a stimulus, andtherefore understanding the response gives valuable insight into the internal process of an individual.
Antecedents:Leaderʼs can manipulate antecedents in the environment, to increase positive behaviour when they apply different roles with awareness.When the above tools of strategic leadership are

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applied,an awareness of force multipliers is created and this generates intrinsic motivational attitude.
People rise to the challenge when itʼs their challenge. Confident Leaders disperse discretion andautonomy, give visibility and recognition and build strong relationships.
Roles of a Leader
Locator

ProberAbility to rise above personal weaknesses & having

Ability to look at issues as wholea birdʼs view as well as awareness to levels ofdetails to lead the team during critical and noncritical situations

and in parts

Investigator

ExtenderForming conclusion through critical thinking &Approachable attitude for creat-

analysising openness in the team,promoting thought-exchange & finding
avenues to help convert thoughts
into actions

Detector

Director

Ability to anticipate & decipher problems.

To lead efficiently through all

In creative words: be a sensor and a beacon tootherssituations and crisis by having apremeditated mind.

HelperChecker

Ability to support others and be a mentor

Ability to be non-bias and allow a
flexible feedback loop

LeaderFollower

To have self-leadership qualities

Ability to be a leader and a follower to promote interdependence
and cohesiveness in the team

E. Silent Speech in Action
1. Emblems
These are signals that may be directly translated into a word or words within a particular culture,group, organization etc.
2. Illustrators
These are linked to speech and can be used to emphasize a word or phrase, indicate relationship,
draw a picture in the air,pace an event,and impose a rhythm on a spoken word.High use of adjectives
and metaphoric language is used in illustrators.
3. Regulators
These are turn-taking signals which also have an important role to play in starting or ending an
exchange of communication.Body and facial cues either encourages or discourages the speaker,hence
regulating and framing the conversation.
4. Adaptors
These are movements, gestures and other actions used to manage our feelings or control our
response, which occur in a stressful situations and reflect coping methods which are pre-set sincechildhood.
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response. Micro and macro expressions along with body leaks when mastered assists a leader increating a positive atmosphere with more buy-ins from the team. Non-verbal indicators are accurate
about the emotional state of the others and helps the leader in communicative functions to understandif the message/vision/plan is clear, situational control is at optimum level, emotional states are inbalance and interpersonal relations are strong.
5. Deception Detection
Requires a knowledge of the same tactics as used in the psyops which is in the form of theory but
also hands-on as the participant is required to reflect on their own mechanism and to know their own
mechanism and how best to utilize their asset with the given training.
Then understanding of their own micro and macro expressions will teach them to assess once in theoperational environment.
(i) To understand and manipulate the body & facial responses:(a) It serves as simple cues to persuasion(b) It influences the amount of thinking(c) It influences the direction of thinking(d) It influences thought-confidence

VI. LEADERSHIP STYLE BEHAVIOURS IN THE MULTIFACTOR LEADERSHIPQUESTIONNAIRE (MLQ) SHORT FORM
Leadership
Style

Behaviour

Transformational Idealized
Influence

Transactional

Description
The leader acts as and is perceived as a strong role model for followers.The leader is respected and trusted by followers and provides
a sense of both mission and vision that others want to follow.

Inspirational
Motivation

The leader communicates high expectations for performance.
Through images and emotional appeals, the leader inspires followers
to pursue a shared vision over individual self-interests.

Intellectual
Stimulation

The leader stimulates and encourages both creativity and innovation.
The leader provides an environment fostering experimentation, empowerment, and new approaches to problem solving.

Individualized
Consideration

The leader actively listens to and cares about the individual needs offollowers.The leader acts as a mentor or coach and provides attention
and direction to followers individually.

Contingent
RewardThe leader achieves agreement and performance from followers
through negotiated exchange. The leader uses positive reinforcement
to encourage followers to achieve outcomes.

Management-by- The leader uses corrective criticism,negative feedback,and negative
Exception
reinforcement to encourage followers to achieve outcomes.
Nontransactional

Laissez-Faire
Leadership

The leader minimizes exchange with followers and allows followers to“
do their own thing”with minimal intervention,feedback,or support.

The MLQ short form (M LQ-6S)was developed by Bernard Bass and Bruce Avolio and is available
through the Centre for Leadership Studies at Bing-hamton University as well as several other sources.

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Theories

Elements

Great Man theories

Assumes that the capacity for leadership is inherent ― that
great leaders are born, not made. These theories often portray
great leaders as heroic, mythic, and destined to rise to leadership when needed

Trait Theories

Assumes that people inherit certain qualities and traits thatmake them better suited to leadership. Trait theories often
identify particular personality or behavioural characteristics
shared by leaders

Contingency Theory

Contingency theories of leadership focus on particular variables
related to the environment that might determine which particular style of leadership is best suited for the situation.According
to this theory, no leadership style is best in all situations.
Success depends upon a number of variables, including theleadership style, qualities of the followers, and aspects of thesituation.

Situational Theory

Proposes that leaders choose the best course of action based
upon situational variable.Different styles of leadership may be
more appropriate for certain types of decision-making.

Behavioural Theory

Based upon the belief that great leaders are made, not born.
This leadership theory focuses on the actions of leaders,not onmental qualities or internal states. According to this theory,
people can learn to become leaders through teaching and observation.

Participative Theory

Suggest that the ideal leadership style is one that takes the
input of others into account.These leaders encourage participation and contributions from group members and help groupmembers feel more relevant and committed to the decisionmaking process. In participative theories, however, the leader
retains the right to allow the input of others.

M anagement Theory

Also known as “Transactional theories,”focus on the role ofsupervision, organization, and group performance. These theories base leadership on a system of reward and punishment.
Managerial theories are often used in business;when employees
are successful, they are rewarded; when they fail, they are
reprimanded or punished.

Relationship Theory

Also known as “Transformational theories”, focus upon theconnections formed between leaders and followers. These
leaders motivate and inspire people by helping group members
see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfil his or her potential.
These leaders often have high ethical and moral standards.

Spencer, H. (1884)The Study of Sociology
Fiedler, F. E. (1967). A theory of leadership effectiveness. M cGraw-Hill:Harper and Row Publishers Inc..

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VII. SELF-SCIENCE IS MORE AN ART THAN SCIENCE
Becoming aware of and recognizing patterns of responses to various situations is one of theprerequisites to having some control over reactions and increasing self-directedness. All adults canremember situations in which they did something and then said to themselves, “Why did I do that?”
These situations may arise because we do not know enough about our patterns of behaviour. Often
people are completely oblivious to their own patterns of behaviour.Seldom do they communicate highawareness of their own behaviour. As we learn to answer these questions thoughtfully, we come torecognize the relationship between our feelings,thoughts and actions.(emotion-action behaviour)With
the help of a careful facilitator,this can be trained and also come to see the patterns that they follow
and they understand when it will be beneficial to break from those ruts. What we need to avoid isruminative thinking.
Prison environment is a stressful environment and especially the issue of overcrowding in prison
can have serious consequences on the mental, emotional health of both the staff & inmates, not toforget the effect it has on security issues which is another chain of stressful situations.
A. Psychological Consequences of Prison Overcrowding
There have been many studies done on effects of overcrowding one study done in the U.K in 2006
found that a high prison population has a direct,negative effect on the psychological state of inmates.
Overcrowding has been known to cause far more stressful situations and has prompted prison officials
to react inappropriately on occasion due to being forced to accommodate ill-advised numbers ofprisoners.
B. Strain on Staff
Overcrowding can place enormous burdens on staff, who may be overstretched as they try tomaintain a safe and rehabilitative prison environment. Inadequate resources for the number ofoffenders detained can exacerbate levels of frustration and tension by prisoners,leading to higher risksof violence. This was recently highlighted by the Prison OfficersʼAssociation.
.. if we continue as we are -warehousing prisoners, not being able to build the relationships between prisoners and prison officers that have been successful in the past -we will
see riots in our prisons in which we will not be able to cope.Prison OfficersʼAssociation
National Chairman, Peter McParlin, January 2012.
Safety and security is also a major issue as overcrowding will likely increase the risks of assaults,bullying or worse scenarios between prisoners and between prisoners and staff.Stress of situation canlead to undetected cell behaviour,staff will also feel less safe as staff resources decline leading to lapseof positive performance in the staff. They might retreat in to their safe areas rather than interacting
positively with the prisoners which will also affect dynamic security which is gathering useful intelligence through positive interactions with the prisoners.
Prison-suicides in these conditions is another stressor which staff might encounter.Prison-suicide isa whole issue altogether for which separate suicide prevention programs are constructed and requires
staff training in these programs.
In these critical environment strategic Leadership skills not only keeps the professional in check but
also the team and further aids in security management.
C. Dimensions of Optimism in High Definition of Human Design
This is a shift of the human design and it is about not what we see but how we see.A tactic neededfor distinction dissolving traits to enhance. Seeking patterns of familiarity and making connection is
our innate nature.Emotional appraisal of our situation is deciphered due to the pattern formation andrecognition from past events, followed by comparison, evaluation and action. Within our brain thissequence fires the neurons and wires them together,the more constant firing takes place the stronger
the connection in the brain, a much-needed process for retrieval of information when called upon.To
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open.At all times we are learning through our experiences by consolidating and internalizing information through actively processing it.We are always latching new information to some information fromthe past. Dexterity to meet the challenges and uncertainty encourages positive internalizing environment. Whether individual or group, when meeting challenges and facilitating high definition to theirdesign they must have communication and synchronization and a deliberate doctrine to swarm anddecentralize the negative environment created by the challenge.
1. Key Components for the AboveSelf-control
Relatedness
Capacity to communicate
Ability to cooperate
IntentThe optimal advantage comes when Levels of Details for an anticipated goal is arranged in a waythat most effectively executes an action & signals the weakness. Individuals and must know theirsignature strengths to use them as force multipliers to enhance the skills of utilizing emotional
information in decision-making.
2. Topological Space in “Self”
Topological space and perception is a unifying notion and comprises of convergence,connectedness
and continuity. Emotions are direct appraisal of our surroundings, what we perceive, feel andcognitively react to therefore feelings and thoughts are subsets of our behaviour, in a way they are
topology of our perceptions. And this topology can be further classified into three categories.

Figure 4:Topology of Self
In this basic Venn diagram above, the subsets represent our topological space and perception andhow we project our thoughts,feelings and actions in the presence of a stimulus,which are continuously
bombarded by life.
3. Topology of Self
Convergence ― in the absence of more specific context,the approach is towards a definite value ora goal to reach a fixed state of mental equilibrium.

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For example:Depression is the fixed state the client has reached the therapist has to make the client
unlearn that fixed state and co-dependencies of“nothing ever good happens to me”to “
something good
will happen if I relearn and adapt a new approach to overcome my negative situation”.
Connectedness ― where incongruence within a person can be made congruent by connecting thepoints of conflict by a path so what the person feels and what the person wants to do is achievable.
(negative or positive).
Continuity ― where the client accepts and comes to terms that there are issues which needs to be
dealt with and they cannot be erased but they can be resolved to lead and positively manage life as
everything is a continuous process because feelings, thoughts and actions contain each other.
4. Golden Ratio
In M athematics and Art a ratio expresses the magnitude of quantities relative to each other.
This ratio is aesthetically pleasing from an artistic point of view and in our universal art of living
we can use golden ratio to gain a pleasing effective affect.In nature the golden ratio also known as Phi,
1.618:1 consistently appears in beautiful things. To beautify our emotions if we used this golden ratio
we will experience immediate change in our neuronal paths from negative to positive.Golden ratio of
toxic versus thriving events in oneʼs environment should be 1:3.
1 negative comment or act experienced by a person from another person or event within a day must
be balanced by 3 positive acts or thoughts by the person. The golden ratio can go as high as 1:12 toexperience a thriving environment.Greater than 1:12 will be smothering and lead to de-motivation.To
balance negative with positive a ration of 1:1 is toxic and toxicity is chronic which means the negative
situation will likely not change.
Resiliency is not the maintenance of high levels of positive effect,but rather that the negative affectdoes not persist.We can enhance the resiliency framework through visualization ofreasoning using thegolden ratio and inducing positive emotions,increased sharing with our near ones and by dissecting thecause of the negative emotion.Such individuals are able to profit from the information provided by thenegative affect and their capacity for meaning-making in response to such events. With greater
understanding about the brain mechanisms involved in memory, decision making, and emotional
responses to traumatic events,we can revisit and redesign the psychology of self affecting us positively
and leading us to self-expansion.
M ind has to be open, allowing for both doubt and possibility and one that has the ability to see
things fresh and new.
In other words,a force multiplier is a combination ofnatural attributes,learned skills or advantages
which make a given force more effective than another force of comparable size. It is a factor that
dramatically increases―multiplies ― the effectiveness of an item or group. Examples of a force
multiplier would be morale, technology, geographical features, weather, training and experience, or
reputation.
Control phenomena is an interdisciplinary branch that deals with the behaviour of dynamicalsystems.
The objective is to calculate solutions for the proper corrective action by the controller that resultin system stability, that is, the system will hold the set point and not oscillate around it.

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This process is important as they define the behaviour of the interactions among the control
elements (SOP in the facility) and adaptation of the immediate environment for maintenance of therunning system, performance evaluation and evolution.
To be solution-focused leadership strategy uses asset based optimization. Assets are natural
attributes of the team ＋ knowledge and skill based behaviours.Through the control system a leader
seeks to minimize or maximize by systematically choosing the values of positive or negative variablesfrom within an allowed system.
Trained correctional personnel will not just set leadership by example but set a trend of aspiring
mentors. With such leadership, prisoners can be invited successfully to raise their EQ (Emotional
Quotient) and positive-laden response behaviour to reach a space where it becomes ʻnaturalʼfor the
majority of prisoners to successfully undertake IQ based training and education in rehabilitation.

VIII. APPENDIX
Bar-On,R.(2006).The Bar-On model of emotional-social intelligence(ESI).Psicothema,18,supl.,13-25,
28.
Richard J. Davidson, (2004), Well-being affective style:neural substrates and bio behavioural correlates.
Rupali Jeswal, (2010), Chapter 22 of the book ʻ
Third Global Emotional Intelligence”.
Wu, C.Q. (1997), From perceptual consciousness to cognitive architectures. Proceedings of the 11th
Annual Conference of the Cognitive Science Society (p.1092). Hillsdale, NJ:Erlbaum. 2577.
http://faithandwar.org/index.php?option＝com content&view＝article&id＝101:us-army-professionof-arms-white-paper&catid＝45:developing-leadership-doctrine&Itemid＝57>.
Kolb, D.A. and Fry, R. (1975)“
Toward an Applied Theory of 9. Experiential Learning”, in C. Cooper(ed.)Theories of Group Process, London, John Wiley.

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VISITING EXPERTSʼPAPERSIT Leadership in Higher Education, EDUCAUSE CENTER FOR APPLIED RESEARCH volume 1;
2004.
J. M . Burns, Leadership, Harper & Row, 1978.
K. Lowe,K.G.Kroeck,and N.Sivasubramaniam,“Effectiveness Correlates of Transformational andTransactional Leadership:A M eta-Analytic Review of the M LQ Literature,”The Leadership
Quarterly, Vol. 7, No. 3, 1996, pp.385-425.
The M LQ short form (M LQ-6S) was developed by Bernard Bass and Bruce Avolio and is available
through the Centre for Leadership Studies at Binghamton University as well as several othersources.
Spencer, H. (1884)The Study of Sociology.
Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill:Harper and Row PublishersInc.
http://online.ccj.pdx.edu/ccj-careers-resources/criminal-justice-resources/news/prisonovercrowding-is-a-growing-concern-in-the-u-s-800675443/>.
Crowded out? The impact of prison overcrowding on rehabilitation, M arch 2012; Criminal JusticeAlliance organizations. http://www.criminaljusticealliance.org>.
Smart Thinking. Jeni Wilson & Lesley Wing Jan.

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TREATM ENT OF OFFENDERS:
WITH FOCUS ON TERRORISTS IN PRISONS
Dr. Rupali Jeswal

I. TREATM ENT OF OFFENDERS:WITH FOCUS ON TERRORIST IN PRISONS
A correctional officer is the core of a facility;he/she is juggling and performing multiple tasks at
a given time and also balancing the performance with heightened awareness of himself/herself withsituational awareness in the designated operation environment. Correctional facilities house various
kinds of inmates and all have different needs based on their risk-level, needs and behaviour.
A. The Categories of Offenders

Prisoners who are “
security risks”and a potential public risk but who are not a significant risk tostaff or other inmates, prisoners with serious criminal records, prisoners who are “dangerous”, those
involved in coup attempts or terrorist-related activities, gangs and other affiliations of prisoners
sometimes pose a danger in terms of their power and influence in prisons,their capacity to intimidate
or influence staff and other inmates, and their role in illegal activities such as contraband, prisoners
with serious medical conditions or mental health problems― they are all risks as they indulge inhigh-risk behaviour.Similarly,many people who suffer from mental illness or intellectual disabilityare
not dangerous but some may be unpredictable and violent, especially if their medication is notmonitored or if they have access to illicit drugs, issues of people diagnosed as “psychopaths”or as
having anti-social personality disorders,socio-dynamic groups,those that show “symptoms”of change
towards extremism or violent extremism (VE).
Then there are variables within the context of the global rise in religious extremism and ethnic
CEO, Xiphos ISS (Intelligence and Security Solutions).

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conflict;the growth of radical Islam is also on the rise within this context.New developments in youth
subcultures and the “
low-functioning”conditions of incarceration inside maximum-security prisons,inmany countries, all these variables trigger high on demand for enhanced performance of a correction
officer.
Correctional systems are affected byeconomic,political and structural constraints within their
particular jurisdiction and by broader pressures such as globalization, international security
and even natural disasters.
International political and economic issues continue to create challenges for justice systems
and are impacting on correctional services in a number of ways.
M acro-economic factors are affecting correctional services too.Economic growth appears tohave positive impacts in some places and negative impacts in others.
Declining crime rates do not always translate to a decline in prisoner numbers.
With the rapid expansion of globalization,problems caused by various crimes are not confined
to only one country. In this sense, the need for international cooperation in the correctional
field is growing more than ever.
Furthermore,globalization and rapid economic change are contributing to an increase in the crimerate.
Terrorists are not “ordinary”offenders.Organized crime-related inmates are very sophisticated inusing the correctional environment to their advantage and the business of terrorism forms part of theirlarger criminal enterprise.In this context prisons are no different than universities or social networking groups ― a gathering of likeminded individuals, or association by opportunities.
Incarcerated terrorist, often use their time in prison to mobilise outside support, radicalise otherprisoners, and ― when given the opportunity ― will attempt to recreate operational command
structures.
Forensic evidence suggests, that prison and correctional facilities have been and are increasingly
becoming congregations where terrorists and organized criminals establish channels of communicationand cooperation, and more importantly recruit new members.
Organized crime inmates on the other side might be model inmates.They are careful to deflect any
attention to their schemes and communication strategies.Their M .O.within the prisons is strategic andbased on their own intelligence collection process and supply of contrabands.
Research in prison systems, prisoner-staff relationships and prisoner-rehab programmes has currently brought a lot of factors into light. M uch research around the world shows that effective
programmes address dynamic criminogenic needs, that is individual deficits directly associated withcriminal behaviour. A human service component is necessary to address the criminogenic needs. A
belief-re-patterning component is necessary to address the extremist-inclined needs.And above all,themost significant need is to supply with rehabilitation programmes, which address stress, anxietydisorders and trauma. In my empirical research,I have not found extensive evidence on these components in rehab methods and in my professional view these components must rank high above in the listof programmes installed.
Prison environments are replete with aggressive behaviours,and people learn from watching others
acting aggressively to get what they want. M irroring is the first step towards learning in a “
given”
environment that leads to behaviour modification,be it in positive or negative direction.Evidence fromneuroscience research lends us insight on how important mirror neurons are for reshaping thoughts,
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Applying behaviour modification,mirroring and social learning principles can work in corrections
by using systematic reinforcement of pro-social behaviours. This is a powerful and effective way tochange behaviour. But behaviour is hard to change if not supported by emotional meaning. We haveto remember;we feel first and then think!
Cognitive approaches to rehab can be made more affective if supported by emotional intelligence(E.I)components. E.I directly relates to our perception of the world and what meanings we make outof it.
Till the leadership in prisons is that of a culture of recovery these likeminded people will only get
more fuel for their distorted mind-maps. So how staff manage themselves and perform is of utmost
importance and is directly related to correction management and administration. Incarceration canbecome part of the game-plan for these inmates:it is a time to rest, recoup, and recruit.
M any experts believe that there is a correlation between potential for radicalisation and the degree
to which prisons are safe and orderly. If one can say a prison can operate as a “stable society”, thenit means it would require sufficient space as opposed to overcrowding,thorough staffing analysis anda sufficient number of staff who are high performing and install positive personal development alongwith educational opportunities to minimize the opportunity of sub-cultures, reducing inmate-conflicts
with inmates being “
just prisoners”and not “rebels with a cause”. But findings also suggests that
active,high-risk members of prison gangs,potentially the most disruptive inmates in a prison,may be
best controlled by implementing programmes that strengthen inmatesʼties to prison programmes.
Research shows that the collective opinion of hundreds of inmates about violence has been that
violence diminished as prison management improved. Inmates prefer safety over danger. In a real
sense, good correctional management empowers inmates to strengthen informal social control bygiving them confidence that staff would respond to curtail and prevent violence.
However, inmates only feel a sense of safety when institutions create an overall “correctionalcultural-context”conducive to safety.At the end of the day,just like the staff,an inmate wants to go
back “home”safe and sound.
Also important to note that safe and orderly prisons assist the authorities to collect intelligence andpick up information on indicators on emerging signs of radicalization.But do note that focus entirelyon “
safe & orderly”prison environment could also suit a convicted terrorist and this safety and order
can work for the terrorist waiting to be released.

II. INTELLIGENCE AS A MANAGEMENT TOOL
A. Leadership Intelligence
Premeditated minds,like parachutes,work best when open.Bringing intelligence to work we use 3
kinds of reasoning:
Inductive
Deductive
Abductive
Through reasoning,humans process information and formulate explanation;it is through reasoning
we transform information to applicable intelligence.
1. Induction
Fragmented information is combined to form general rules. Through this we demonstrate thevalidity of relationship between observed phenomenon without really associating with the chain of
events.

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2. Deduction
Through this we apply general rules to specific issues and form a conclusion. We interpret data
through the set rules.Deductions work best in “close systems”but in forecasting human behaviour thismethod of reasoning is not recommended.
3. Abductive
This form of reasoning is always accompanied by “insight”and “intuition”. Here we use “
why?”“How?”when the information does not match the expected outcome.This leads us to meta-analysis andmeta-cognition. This is a combination of holistic view and also in parts.
This form also requires that the individual utilizing this technique is fully prepared beforehand ofboth positive and negative factors and basic assumptions to come to an explanation.(This is often used
for generating new approaches for a given condition, however does not bring a solution to theimmediate situation.)
The role of corrections in dealing with intelligence,if expanded within the criminal justice system,
provides additional options for intelligence policy.It will mean not onlyadditional information but also
new ways and methods of testing the integrity and veracity of this information.Inmates are gathering
information at all times and sharing with each other. Simple observations of body language, verbal
habits,and communication amongst staff― all are used to assess the temperature ofthe prison system.
Staff members also collect information but a methodology must be constructed to transform theinformation into actionable intelligence, which becomes a management tool. A brief part of a tablebelow shows how inmates function within the prison in order to assess the officers and gather
information.

Understand the core of Operations Security (OPSEC)
Define & identify targets and threats
Establish countermeasures
Identify the Critical Information Commandments

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Decipher the value of information
Training is first explained in Theory and then installed as practice.
In prison the weakest link is the staff,and have direct interaction on a daily basis with the inmates.
All levels of staff in my view should be trained in the tools of intelligence collection for managementof offenders.
B. Fundamentals of OPSEC
OPSEC can be used to facilitate a check and balance.
OPSEC can be used to assist to apply counter-measures
OPSEC can be used to identify the CRITICAL INFORMATION -not from the institutionʼs eyes but
from the prisoners mind.
M ost importantly OPSEC can assist in IDENTIFYING the THREATS.
The watchers and the catchers need to coordinate together especially in terms of Intel. This has
become crucial because of prisons being breeding grounds for terrorist and homicide bombers;missions
are being planned and carried out once they are released, so emphasis on deception detection of
conversion to violent extremism and radicalization. Along with this,organized-crime-related inmatesare very sophisticated in using the corrections environment to their advantage.Incarceration is part of
the game for these inmates:it is a time to rest,recoup,and recruit.Organized-crime inmates are model
inmates.
They are careful to deflect any attention to their schemes and communication strategies.
M indlessness arises from “automatic behaviour.”Here, professionals rely on automatic responses
as the basis for their behaviour.
Both fixation and relaxation contribute to intelligence failures. For intelligence practitioners,
focusing on the wrong factors and failing to recognize the significance ofnovel indicators are examplesof fixation. Looking wrong, basically.
The antithesis of mindlessness is mindfulness
A mindful state corresponds with:situational awareness,basic assumption consideration andcreation of new categories
Openness to new information and knowing what can be utilized
Awareness of more than one perspective (the most important factor)
C. M etacognition
M etacognition is concerned with what you are thinking about.Mindfulness is concerned with how
you think as you go about what you are doing.
Noticing involves remaining open to both internal and external stimuli.Through much research weknow that ultimately,situational information is conveyed from external sources through sight,sound,
touch, smell, and taste. People can think consciously about these but they tend to process them using
more autonomic brain structures,often without noticing they are doing so.The unease one feels about
getting into a taxi or onto an elevator in an unfamiliar setting are examples of such input.
In intelligence work this might be represented as a hunch about what an adversary will do.When
we learn the bodily cues of environment,this intuition may be accurately turned into info and applied

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as Intel.M indful detachment from the situation through absorption is an asset for correctional officers.
Predictive Profiling is also an applicable management tool. It is a method of situation and behavioural assessment designed to predict and categorize the potential for inappropriate, harmful,criminal and/or terrorist behaviour, and consequently, allows for deployment of procedures required
to eliminate these threats.
Security Threat Units within a facility are responsible for the identification, monitoring, andmanagement of prison and street gang members incarcerated and must be trained in all the above
mentioned techniques.
These are turnkey solutions for securing and managing correctional facilities.The solution implements a “
multiple security ring”concept. The rings begin with the cell itself and on to the wards,theperimeter and gates, etc. Each security circle implements various security solutions for its specificthreats and requirements.
The correctional environment, as a source of information and production of intelligence useful tolaw enforcement,remains an essentially untapped domain.The total prison environment,including thephysical plant,the schedule regimens of both staff and inmates,and all points of ingress and egress canbe legitimately tapped for intelligence purposes. Police and corrections personnel need immersion in
the intelligence operations and strategies of their respective agencies. This linkage will result in the
production of mutually beneficial intelligence tools and operations.
Police and corrections officers must develop a more coordinated and effective production of
intelligence ― intelligence that can be transformed into useful policy aids and operational tools.This
development includes, of course, a willingness to examine “disconnects”between the intelligenceprocesses of law enforcement and correctional agencies.
Assessment methodologies include behavioural,psychological and observational techniques,among
others, used to attempt to identify potential threats. This system yields results by predicting both
positive or neutral intentions, as well as negative intentions.
Evidence suggests that detention facilities have been and are increasingly becoming congregations
where terrorists and organized criminals establish channels of communication and cooperation, andmore importantly recruit new members. (Please refer to the case studies in the Radicalization document).Here a systematic capturing and analysis of the social processes within detention facilities canenhance intelligence and law enforcement agenciesʼunderstanding of the groupsʼoperation andbehaviour.
The role of corrections in dealing with intelligence,if expanded within the criminal justice system,
provides additional options for intelligence policy.It will mean not onlyadditional information but also
new ways and methods of testing the integrity and veracity of this information.Inmates are gathering
information at all times and sharing with each other. Simple observations of body language, verbal
habits,and communication amongst staff― all are used to assess the temperature of the prison system.
Staff members also collect information but a methodology must be constructed to transform theinformation into actionable intelligence,which becomes a management tool.It can be taken for granted
that terrorists will conceal their intentions and capabilities from prison authorities.

III. POSSIBLE PREDICTIVE INDICATORS
If these indicators are developed in correctional facilities, it may include changes in inmate
appearance or diet, expressions of hostility, acquisition of materials leaning towards extremist views
and/or radicalized jihadist views. Latent indicators may include covert operational planning documents and discoverable networks or communication. Implanting the knowledge of indicators incorrectional facilities is another source of information for intelligence collection.

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However the information must be integrated and results evaluated which also include how the
information was utilized by the staff and acted upon, the need to be vigilant on sensitivity and false
alarms. M aintaining awareness of base rate fallacy theory is to be considered, and brain-sabotage
occurs because what assumptions were appropriate yesterday can easily be null today,misleading us.
We start with what is our basic assumption of our collective reality in a set-up (team, unit,organization,institution)and then evaluate to see if things are really as they seem to be or is it becauseof our assumption that in our jails we seem to have no issues leading to a view which is infused withfalse positives. To genuinely evaluate the assumption, then tackle and then construct new realities
should be a point to consider,first amongst the staff and then to use the same strategy for prison gangs
and the social gatherings of sorts.
In the prison context, most difficulties in dealing with terrorists are caused by the fact that theseoffenders do not see themselves as criminals. They carry on with their cause for the “struggle”;they
believe they have been incarcerated for their beliefs as opposed to the crime theyhave committed.They
might take the time in prison to develop their “movement”and ideology.And not to forget some of themost influential articles in the history of militant and /or terrorist movements were written while theirauthors were in prison.
The prison environment can lend voice to their cause through allegations of discrimination,torture,etc., resulting in media coverage and creating more supporters.
Extremism has an objective of either or both a)undermining the existing democratic social orderb)to reach a specific political objective.Extremists internalize through a hostile imageryand a divisionof “them”and “us”. They might resort to violence as a tool to reaching their goal.

Radicalization is the process where the individual begins to identify with the extremist propaganda
and gradually begins to accept the ideas and methods leading to joining of extremist organizations.
However religious conversion is not the same as radicalization. There is a difference between
legitimate expression of faith and extremist ideologies.
It is an individual-belief phenomenon but with the “help”of external stimulus. The cognitive path
is re-patterned as the individual compares the world-view of extremist ideologies and correlates withhis/her life-view, and upon finding meaning the behaviour goes through a change. Perception isdemonstrably an active rather than a passive process; it constructs rather than records “reality.”
Perception brings understanding as well as awareness. It is a process of inference in which people
construct their own version of reality on the basis of information provided through the stimulus in theenvironment and senses. Perceptual shifts are the prerequisites for changing the belief and hencechanging the biochemistry of our body favourably.

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Beliefs (internal representations/interpretations)thus hold the magic wand of remarkable transformations in our biochemical profile.
The place to start when developing strategies for countering violent extremism is to consider how
to define achievable goals. For example, achieving the deradicalization of individuals or even groups
is extraordinarily difficult. M any of the notable examples of deradicalization (change in violent
extremist beliefs)have been, in fact, examples of disengagement (stopping the violent behaviour).
M ost religious terrorist groups can trace their origin to key historical events.Institutional memory
is long.
M ore than one criminologist (research by Stitt and Kramer)has pointed out that the disciplines oftheology, religion, and philosophy have had important things to say about terrorism.
In the book “Fertile soil of Jihad”, the author mentions “
What may the appearance be of prison
walls, they are porous, it is easy for outside influence to reach those on the inside and the other way
around for the inmates. A common criminal can convert to［swear］his allegiance to AQ and theconvert can embark to recruit and convert selectively other minds. It can begin at the county jailcontinue through state prison system and the post release period. Radicalization by definition means
to change fundamentally and a “change”takes place due to an insertion.This insertion can be in any
form ― social interactions, reading materials, Internet, or gatherings of like-minded individuals.
In “Terrorist Beliefs and Terrorist Lives”,Ted Goertzel points out that terrorists think rationally,
but they think within the limits of belief systems that may be irrational. Unlike the delusions of
psychotics,these belief systems are social constructs shared by large numbers of people.Chris Stout inhis “The psychology of terrorism”conveys that terrorist belief systems are rigid and simplistic andthey are defended with great emotional intensity. Anyone who wishes to remain within a terroristgroup must limit his thinking to the parameters of the groupʼs belief system.
Terrorist belief systems are absolutely defended with great emotional intensity,anything which islearnt with a “feeling”gets seared in the brain, changing the cognition literally at the neuronal level.
Beliefs are basically the guiding principles in life that provide direction and meaning in life.Beliefs
are the preset,organized filters to our perceptions of the world (external and internal).Beliefs are like
“Internal commands”to the brain as to how to represent what is happening when we congruently
believe something to be true. In the absence of beliefs or inability to tap into them, people feeldisempowered.
Other research in belief systems presented in the Indian Journal of Psychiatry states accurate factsof our belief systems and how what we believe makes us who we are.
In a very interesting study titled “Biochemistry of Beliefs”the findings state that beliefs originate
from what we hear -and keep on hearing from others, ever since we were children (and even before
that!). The sources of beliefs include environment, events, knowledge, past experiences, visualization
etc.One of the biggest misconceptions people often harbor is that belief is a static,intellectual concept.
Nothing can be farther from truth!Beliefs are a choice.We have the power to choose our beliefs.Our
beliefs become our reality.
Beliefs then motivate to construct emotion-thought patterns which produce the behavior which
fulfils a specific need.

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IV. OFFENDER M ANAGEM ENT & REHABILITATION IS A MISSION
A. Like all Missions, It Needs a Strategy, Best Suited for a Particular Facility
1. Strategic Guidance Helps the M echanism of the Prison System and looks into Solutions to Reach
the Best Effective way to Attain the Objective of the M ission
This will also take into consideration the planning constants:Planning has three constants:
Known-knowns
Known-unknowns
Unknown-unknowns
Each of these constants is recognizable as functions we work through daily while planning:
Guidance (known-knowns)
Assumptions (known-unknowns)
Variables (unknown-unknowns)
2. Planning Guidance
Helps in trainings keeping Staff-inmate Continuum to take the Solutions from Strategic Guidance
and Convert them into Best Effective Tools for Action.
All this leads to clear analysis of the mission objective, influencing rehabilitation positively,
followed by assessing best practice fitting the facility,implementation ofit,evaluating assumed threats
and developing assumptions as guidelines to assist in reducing recidivism.

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V. OFFENDER M ANAGEMENT & REHABILITATIVE SYSTEMS MODEL

This starts with the sentenced offender and takes a full circle to the end product ― a RehabilitatedOffender.
We all know the regular intervention programmes for example:
Vocational Trainings, Health & Nutrition,Education,Life and Social skills,Employment then we
also know about offence specific programmes like violence prevention programmes,sexual behaviour
clinics, making changes programmes based on “life-skills”, domestic violence and literacy, numeracy
and IT programmes.
In my view it is crucial that along with standard programmes we insert “Goal-Setting plans”.The
human brain is geared to survive in the presence of stimulus,neuronal pathways are always on a quest
to find “new”, meaningful”things. The brain thinks in patterns and the trajectory of our emotions,behaviour and action follow set or new patterns of our brain at all times.But like all quests there must
be a picture of a goal.Successful reintegration back into the society is “our”goal for “them”but there
is a need to “find out”what is “their goal”and which form of motivational “tags”can be induced intheir “thinking pattern”.
Human design needs neurogenesis through reinvention, which happens in novel environments
through focus to provide the context and define meaning. Positive emotional elements and its neuralsubstrates make us who we are, and through learning and sharing we can only get better.
A. Instrument of P.O.W.E.R for Goal SuccessPrepare (knowing what you want), Organize (the road needed for success), Work (experiment,
hands-on practice hands-on learning sessions), Evaluate (to determine how effectively you havelearned), Rethink (reviewing, questioning and challenging ＝ Smart Protocol Thinking).
B. Goal Success Plan
Is the goal specific, challenging, approachable, measurable, inspirational?
What are the steps necessary to achieve this goal?
What might be the barriers and what will I do to overcome them?
How to enhance my commitment and motivation?

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Who else, or what else do I need to be successful?
One of the affective styles is the capacity to regulate negative emotions and specifically to decrease
the duration of that negative affect once it arises.
When we recognize our inherent potential through our visible signature strengths through which we
receive and give recognition, encouragement, ability and curiosity to explore, and develop.
Key components to recognize inherent potential within:
Identity Development
Values Assessment
Discovering purpose
Goal Planning and setting
Time M anagement
Feedback task learning & Performance
Full Circle of Goal Planning

C. Psychographic Segmentation
1. Self-Concept
Totality of the individualʼ
s thoughts and feelings having reference to himself as an object. People
have a strong need to act consistently with who and what they think they are.
2. Personality
Distinctive patterns ofbehaviour,including thoughts& emotions,that characterize each individualʼsadaptation to the situations of his or her life (internally based dispositions).
3. External M anifestations
How people live, how they allocate their time.

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4. Values
Enduring beliefs that specific modes of conduct or end-states of existence are preferable to maintainsocial and self identity.
5. Attitude
Learned predisposition to respond in a consistentlyfavourable or unfavourable manner with respect
to a given situation/event/incident.
6. Involvement
Feeling of group identity, a sense of belonging.
7. M otivation & M otivational Conflict
Incongruence or congruence between the current and desired state.
8. NeedFundamental requirement to be met for the ultimate goal/behaviour.
9. Want
Utilization of components for the desire that satisfy a need.
The issue is not limited to Islamic fundamentalists, when facilities concentrate only on religiousbased programmes then they are limiting the success of the programme.Along with imams,psychologists and a team of mentors should also be included.
Radicalization involves many group dynamics and individual vulnerabilities that are best addressedusing psychological methods in conjunction with other programmes. M any psychological tools(cognitive therapy,guided imagery,etc.)can be used to help militant jihadi prisoners envision restoring
themselves to a non-violent stance, rebuilding to engage with their social environment positively.
A programme is also only as good as the quality of the people that carry it out.A hard core militantjihadist who knows the Koran well will likely demand a very highly trained imam to speak with andis unlikely to respect anyone other than a Salafi scholar, stated by Anne Speckhard in her article“Prison and community-based disengagement and de-radicalization programmes for extremists
involved in militant jihadi terrorism ideologies and activities.”
Psychologists suggest (research in 2005) that for all terrorists, involvement is attributable to the
supportive qualities of extreme movements,for the individual,for the group,and the relationship whichthese have with each other and the surrounding environment.
No single factor or process leads to radicalization;for each individual the transformative influences
are unique. Once begun, however, there appears to be a momentum which leads recruits inexorablyfrom support activities to violence.Jihadi and extremist literature finds its wayin through the mail andthrough the Internet as well, even though it is largely prohibited. Anything can be gotten in a prison
including a PDA or a Smartphone with Internet access. M ore commonly access is facilitated throughthird party cooperation. Someone on the outside may set up a Facebook page on an inmateʼs behalf,
or get them information from a jihadi website.It would not be unthinkable or impossible for someone
to provide an inmate with a copy of Al Qaedaʼ
s magazine,Inspire,even in the most secure correctional
facility.
The flow of correctional intelligence must be a two way street. There should be a consistentmethodology for data collection in correctional departments nationwide,so that trends can be analyzed
more quickly and effectively. Correctional departments should ensure that they are using the same
variables.For example,all departments should collect data on change of religion during incarceration.
The system for vetting clergy and religious volunteers who have access to the prison population should
conform to a set of approved standards that are applied to prison systems in every state. (Patrick
Dunleavy Testimony before the House Committee on Homeland Security “
The Threat of M uslim
American Radicalization In U.S. Prisons”June 15, 2011.)

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Another study of Chechen suicide bombers highlighted the fact they volunteered for their mission
either after being tortured or having a family member being tortured in prison.
On the other side of the spectrum,few facts from al-Qaeda operatives state that the decency,respectand extension of human care by their interrogators in prison turned them away from the movement.

M any experts believe that there is a correlation between potential for radicalisation and the degree
to which prisons are safe and orderly.
A policy report published by the International Centre for the Study of Radicalisation and Political
Violence (ICSR)2010 Radicalization and de-radicalization in 15 countries stated:
The contrast between the well-resourced and well-staffed prison system in the Netherlands,
where the authorities were able to stop instances of radicalisation from spreading at an earlystage,and those in Afghanistan,the Philippines and Pakistan could not be starker.In all three
countries, prisons are not only understaffed and over-crowded, there are no provisions formonitoring terrorist inmates who ― with the possible exception of the Philippines ― are free
to mix with ʻ
ordinaryʼinmates. Bribery and corruption are common, meaning that militantgroups can frequently count on the complicity of prison staff when targeting inmates forradicalisation and recruitment. Furthermore, instead of preventing the use of violence andensuring the safety of all inmates, it is the prison staff who initiates many violent attacks.
Arguably, such conditions not only provide the “
breeding ground”for radicalisation but may
represent one of its causes.

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VI. REHAB SHOULD BE STRATEGIC IN NATUREAs shown in this illustration the motivational process for a goal starts with instinct approach (what
we naturally are good at),and ifit satisfies our needs;ifnot then we need an incentive to move forward,
and once the right incentive is found it triggers an arousal state of wanting to move forward using our
cognitive and emotional make-up, and we succeed in reaching our goal.
This is a complete process, but without utilizing all the approaches together one can reach a goalby a combination of just 2 of the steps mentioned in the illustration.
A. Peer M entoring ProgrammesThis is a highly affective programme based on a close relationship between mentor and mentee.And
through a well-chalked learning ladder they learn and work towards the goal of a personal development plan. Every mentor is a serving prisoner and all have been mentees.
The scheme builds bridges between the prison and outside world. It supports offenders to set
realistic and achievable goals,aspirations and expectations.It provides informed,relevant and valued
practical support. The scheme is owned by the participants and, consequently, encourages buy-in by
those who participate. The scheme supports the development of positive role models, commitment,
motivation and credibility.
Although prison staff at all levels provide important support and encouragement, they cannot
themselves (for a variety of reasons) deliver the same type of scheme. Offenders are able to set
themselves short-, mid-and long-term goals and the creation of an action plan to reach them.
For the success of this programme the project is tailored to each institution and each individual.It
is led by mentors and supported by outside people with specialist knowledge.
B. Rehabilitative Thinking:“Sentire, Sapere”(feel to know)
A living being is made up of various levels of organization.The result is that a single process may
be defined differently depending on the level used as a reference. Learning all kinds ― in healthy or
impaired individuals ― has a biological substrate, so from this point of view learning is the result ofintegrating all information perceived and processed.
A considerable body of research has shown that the provision of appropriate and targeted programmes that focus on effective methods of bringing about changes in an offenderʼs functioning may
have a significant impact in reducing crime.

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A few issues which can lead to failure of rehabilitation measures can be:
Poor targeting of needs.
Lack of incentives to learn.
Absence of rounded assessment of offenderʼ
s skills, needs and aspirations.
Difficulties experienced as a result of the prison regime.
Lack of links between education and training, inside and outside prisons.
Failure to change the belief system.
Confinement without an avenue for neurogenesis (the most crucial point to think on andaddress, confinement with an avenue for neurogenesis will be affective)
In the report “Roots of Radicalisation”Abu Hamza, who is detained in Belmarsh as he fights
extradition to the US on terror charges,Hamza denied that his sermons contributed to radicalisation,
telling the M Ps he believed “it was enough for people to watch the news to be radicalised”.He claimed
that prisoners turned to extremism because of a combination of “
grievance, guilt and capability”.
According to the report,Hamza claimed:“
Grievances were driven byBritish foreign policy,relating
to Palestine and Afghanistan, and a sense that the Prophet［Mohammed］was being mocked.”
In the online version of “The Telegraph”an article by Martin Evans and Duncan Gardham(February 2012)titled:Radical M uslims “target young inmates in prison”)mentions that extremist arepreaching hate in maximum security prisons and breeding a fresh generation of radicals and the ninemonth inquiry report by the home affairs found that inmates were being persuaded to carry out suicide
missions within days of entering prison.
In prisons and corrections we need out of the box thinking and methodology to capture and hold,analyze and neutralise the process which leads an inmate from radicalisation to violent extremism.
Handling and rehabilitation of offenderʼs with violent extremist tendencies and or connections withpast acts of terrorism is not “one-design fits all”plus it is also different when dealing with young
offenders and also installing prevention programmes addressing issues of conversion towards violent
extremism for young offenders.
In one of my articles from August 2012, I have stated a methodology to capture and hold,analyze
and neutralise the process which leads an inmate from Radicalization to violent extremism.Prisons areplaces of vulnerability, highly unsettling environments in which individuals are more likely thanelsewhere to explore new beliefs and associations. An understanding is needed to capture the groups
and individuals, operations and behaviour within the prison walls. To detect,markers for conversion
and construction of prediction maps of capabilities, inside and outside the prison walls, criticalobservation of movement needs to be mapped, cell-to-cell, zone-to-zone. Combating radicalisation inprison begins by first recognising that there is a threat and also identifying radicalisation in society
more broadly.There is a vast difference between religious faith and radical beliefs.Prison staff mustbe trained appropriately and specifically of this issue ― to identify pockets of radicalisation in theirprisons. To generate awareness through specific training for “identification markers”, the difference
between religious conversion and convictions that take place within the framework of a prison, thesocial dynamics of joining gangs, differentiating between political preachers, radical extremists andjust pure religious converts.

VII. RELIGION
Another very interesting study titled “Religion,Brain & Behaviour”might correlate to religion asa binder on a neuronal level, and it might provide some insights for new methods to handle and treat60

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terrorists in prisons.
“The need to believe:a neuroscience account of religion as a motivated process”has brought a newunderstanding to me.The study states that religious belief has been shown to offer substantial benefits
to its adherents, including improved well-being and health. It suggests that these benefits might be
explained, at least in part, from a “
motivated meaning-making”perspective. This model holds thatpeople are motivated to create and sustain meaning (i.e., a sense of coherency between beliefs, goals,
and perceptions of the environment, which provides individuals with the feeling that the world is anorderly place),and that religious beliefs buffer the distress associated with disruptions to meaning,thus
leading to decreases in distress.
This meaning making change is important and we do see that religiously inclined programmes do
assist in “healing”but this also has a “flip-side”, strong religious beliefs also coats the otherwise
conscious awareness of indulging in negativity as the study has shown.
The anterior cingulated cortex is located towards the front of the cingulated cortex-a region thatcircles above the corpus callosum.This region is involved in decision making and emotional regulation
as well as vital to the regulation of physiological processes,such as blood pressure and heart rate.In
particular, the key functions of the anterior cingulated cortex revolve around:
Detection of errors or shortfalls from some standard.
Anticipation and preparation before task performance.
Regulation of emotions.
Religionʼs palliative attributes can be measured at the level of the brain,specifically in the anterior
cingulate cortex (ACC), which produces a “distress signal”upon the detection of errors, conflict, andexpectancy violation.
The studyʼ
s predictions were:
Religion should be associated with activation in the ACC
Religion should decrease activation in the ACC
This attenuation of ACC activity should be related to religionʼs ability to buffer bodily statesof distress, and not to decreases in motivation, attention, or control
Religion should have these effects because it provides meaning and thus buffers people fromuncertainty.
All predictions were supported, thus providing evidence, at the neural level, for the motivatedmeaning-making modelʼ
s account of the salutary properties of religion.
Humanistic Psychology is based on the idea that each person has within a nature and potential thatcan be actualized and through which a sense of purpose and meaning in life can be found.Humanism
shares with Existentialism a common emphasis on the vocabulary of freedom,choice,values,personal
responsibility, autonomy, purpose, and meaning. A nurturing climate can facilitate this growth.
A. Existentialism
The value of having a sense of purpose and meaning in life is a common tenet shared by Humanistic
Psychology and Existentialism. Viktor Frankl, (Austrian neurologist and psychiatrist) while
imprisoned in a Nazi concentration camp, discovered that those who had a life purpose were more
likely to survive than those who didnʼ
t.He came to believe so strongly that a sense of purpose was key
to a quality life, that he created Logotherapy to assist people in finding meaning in their lives.
(McGee-Cooper, 1990). Logotherapy is a therapy through finding meaning (logos＝ meaning).

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Basic assumptions of logotherapy:i) Life has meaning under all circumstances.
ii) People have a will to meaning.
iii) People have freedom under all circumstances to activate the will to meaning and to findmeaning.
Irvin Yalom (1980)reported that, the empirical research on meaning corroborates the following:
Psychological sickness results when individuals suppress or deny their essential core.
A lack of sense of meaning in life is associated with psychopathology in a roughlylinear sense;that is, the less the sense of meaning, the greater the severity of psychopathology.
A positive sense of meaning in life is associated with deeply held beliefs.
A positive sense of life meaning is associated with self-transcendent values.
A positive sense of meaning is associated with membership in groups, dedication to somecause, and adoption of clear life goals. Life meaning must be viewed in a developmental
perspective:the types of life meaning change over an individualʼ
s life;other developmental
tasks must precede development of meaning.
A large body of research (Subjective Well-being) suggests that, on average, religious people arehappier and healthier than nonreligious people. For example, individuals with strong religious faithreport higher levels of life satisfaction, greater personal happiness, and fewer negative psychologicalconsequences of traumatic life events compared to those without faith (In the book:Culture and M ental
Health:Sociocultural Influences, Theory, and Practice).
Studies have also suggested that belief is prevalent because people need to believe;they are strongly
motivated to create meaning within their world.
M eanings, as perceived, bring coherence between beliefs, salient goals, and perceptions of theenvironment.When this coherence exists,we feel that the world is an orderly,controlled place that we
can understand and explain (Frankl, 1946; Heine, Proulx, & Vohs, 2006; Peterson, 1999). Althoughpeople orient and react strongly to negativity (Baumeister, Bratslavsky, Finkenauer, & Vohs, 2001),
they react even more strongly to uncertainty,the unknown (Hirsh & Inzlicht,2008;Tritt,Peterson,&Inzlicht,2011).That is why when peopleʼ
s needs for order,control,and explanation are met,people feel
calm;when,however,these needs are not met,people feel anxious,afraid,and inhibited,and they arehighly motivated to reduce these states of distress.Through these studies it was suggested that religion
provides meaning,and reduces anxiety and distress as a result.This account explains why religion iscorrelated with, and in fact leads to, a reduction in a brain-based “
distress signal”.
M arginalization,discrimination,and stigmatization all lead to uncertainty of existence,ofwhat one
believes in and value one might hold. Prison environment may aggravate these factors making theindividual inclined towards seeking a religion, to find order and meaning in their life of uncertainty.
The account of religion as motivated meaning-making is by no means new. Scholars of religion,
from James (1902/2002) to Durkheim (1912/1954), have noted that religion imbues life with meaning.
Freud (1939/1955)commented that religion structures the outside world thus giving people a sense ofcontrol. Furthermore, this feeling may act as a kind of palliative against lifeʼ
s travails and may havecontributed to M arxʼs view that religion is a kind of opiate of the masses.While the theory is not new,what is new is the evidence that there are clear neural indications in the human brain which suggest
how religious inclination supports motivated meaning-making paths.

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There has been considerable research on the “negativity bias,”which is the tendency to orient andreact to negative more than positive things.Recent research,however,suggests that although “
bad isstronger than good”(Baumeister et al.,2001),uncertainty may be even stronger (Tritt et al.,2011).For
example, in a recent meta-analysis of acute psychological stressors and their impact on cortisol
response (stress-response), Dickerson and Kemeny (2004)found that psychological stressors related to
uncertain, uncontrollable threats increased cortisol levels more dramatically than any other stressor.
This study brought forth the result that when religious believers were primed with religion they
showed muted error-related brain responses.Non-believers,in contrast,showed elevated levels of suchbrain activity.After being primed with religion,non-believers seemed to be more distressed about theirerrors, which is in line with the idea that the religious primes violated their own meaning-system.
Taken together these two experiments indicate that religion is not only associated with lower errorrelated brain states,but that it has the potential to actually lower these brain states.This is consistent
with the idea that religion buffers against distress when people face error and uncertainty and supports
our view of religion as the product of a motivated process to create and sustain meaning.
Inmate leadership plays a significant role in prisons particularly in overcrowded maximum-security
prisons where there are few rehabilitation programmes, a shortage of chaplains to provide religious
guidance and serious gang problems.
These prisons were more vulnerable to prisoner radicalization and terrorist groups that infiltrate,
recruit and operate behind the walls.
The ten randomly selected current cases mentioned below show the characteristics of the offenderand the time he is sentenced for.To try and imagine how they would be inside the prison,how would
they behave, would they add more to the “conveyor belt”of spawning new jihadist and aspiring
terrorists?Not all are followers of Islam or radical Islam but every single one of them in these cases
have been radicalised to join.
B. Case 1
http://www.thelocal.se/46986/20130328/#.UYnRfqlJYUU
Published:28 Mar. 13
A New York court sentenced a man who left his home in Sweden to join the al-Shabaab guerrillas
to nine years in prison Wednesday for aiding a US-designated terror group.
The man,originally from Eritrea,left his home in Sweden to join the Somali militants in their war
against the chaotic countryʼ
s government. He was arrested while in Nigeria in 2009 and, after being
sent to the United States, pleaded guilty in June 2012 to conspiracy to provide material support to aforeign terrorist organization and to receive military training from the US-banned group.
In M anhattan federal court, the 38-year-old was sentenced to 111 months behind bars. “(He)travelled thousands of miles to align himself with al-Shabaab, to aid their campaign of terror and tolearn their ʻways of war,ʼ
”M anhattan US Attorney Preet Bharara said.
C. Case 2
07 May 2013
1. Danish Jihadist Killed while Fighting for Muhajireen Brigade in Syria
The M uhajireen Brigade,a unit made up of foreign jihadists who fight in Syria,has announced thata fighter from Denmark was killed while battling the Syrian government in early M arch. M ore than
500 Europeans are thought to be fighting with the rebels in Syria.
In a video released on jihadist forums yesterday, the Muhajireen Brigade (Emigrants Brigade),

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which is allied with the Al Nusrah Front,al Qaedaʼs affiliate in Syria,announced the death of Danish/rensen. The video was obtained and translated by the SITE Intelligence group.
citizen Kenneth So/rensen,who was also known as Abu ʼSo
Aisha al Dinmarki and Abdul M alik al Dinmarki,was killed
on March 3.He had “
an appointment with martyrdom to attain what he wished for in the countrysideof Latakia,in a fierce battle between the heroes of Islam and the soldiers of the regime,”the video said,
according to SITE.

“Our brother Abu ʼ
Aisha stood bravely and charged head on and didnʼ
t run away,until he passed,”
the video continued.
/rensen had traveled to Yemen, Lebanon. Egypt, andThe Muhajireen Brigade recounted that So
Libya before deciding to join the group.He was reportedly“detained in Yemen and Lebanon,because/rensen had claimed he was tortured while in custody,
he frequented mosques and religious scholars.”Soand the Muhajireen Brigade said that a Danish television channel did a story on his detentions.

/rensen attended the radical Imam University in Sanaʼ
While in Yemen, So
a, which is run by
Abdulmajid al Zindani,who is on the USʼs list of Specially Designated Global Terrorists for his ties to
Osama bin Laden.The US Treasury Department has described Zindani as a “bin Laden loyalist”who
has provided crucial support to al Qaeda.Anwar al Awlaki,the American who served as a key leader
in al Qaeda in the Arabian Peninsula, also lectured at Imam University.

2. Iran-Backed Terror Cell Exposed in Nigeria
By DAVID BARNETT:February 20, 2013 8:48 PM
50-year-old Shiite leader, Abdullahi M ustapha Berende
http://www.longwarjournal.org/threat-matrix/archives/2013/02/iranbacked cell exposed in ni.php#ixzz2SfjLZgz4
Nigeriaʼ
s State Security Service (SSS)announced the arrest of three members of an Iranian-backed
terror cell that was reportedly planning to carry out attacks on US and Israeli interests as well as
former Nigerian officials.
Nigerian secret police on Wednesday paraded a 50-year-old Islamic cleric and two accomplices whothey alleged were spying on prominent individuals and targets in the west African nation for Iran.
Berende underwent his training in Iran and his Iranian sponsors requested him “
to identify andgather intelligence on public places and prominent hotels frequented by Americans and Israelis tofacilitate attacks,”she said.
Ogar said the suspect confessed that he was recruited by“some Iranian elements”during his studies
in Iran in 2011 and that he was trained in the use of AK 47 rifles and pistols.
He was trained in the production and detonation of Improvised Explosive Devices(IEDs)and tasked
to establish a terrorist cell in the South-Western part of Nigeria with particular emphasis on Lagos.
The reports detail two plots in Bangkok and one each in New Delhi,Tbilisi,Baku,Mombasa andCyprus. Each plot was attributed to Iran or its Lebanese Hezbollah militant allies, said the reports,
which were produced following the bombing in Burgas, Bulgaria of a bus carrying Israeli tourists.
Between M ay 2011 and July 2012,over 20 attacks tied to Iran and Hezbollah against Israelis and Jews
abroad were thwarted.These thwarted attacks,not all of which were publicly reported,took place in
Cyprus, Turkey, Kenya, India, Thailand, and Azerbaijan, and elsewhere.
D. Case 3
http://www.nbcnews.com/id/51623866/ns/local news-los angeles ca/#.UYnoUqlJYUW

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On 15 April 2013,William James Burley,33,was arrested for being a felon in possession of a
firearm;he flashed his badge during a traffic stop and claimed he was a federal agent.
Authorities found body armor,firearms,and fraudulent law enforcement identifications in thetrunk of his vehicle and weapons and body armor in his home.
If convicted, Burley will face prison time in California, after which he may be extradited to
Rhode Island where he could spend an additional eight years in prison.
Burley has a history of impersonating a Navy SEAL; he served three months in a SEAL
apprentice school but was asked to leave for bad conduct.
E. Case 4
On 27 April 2013, federal investigators arrested James Everett Dutschke, 41, for allegedly
sending poison letters to President Obama,Senator Roger Wicker,and M ississippi Judge Sadie
Holland.
Authorities initially arrested Paul Kevin Curtis, 45, but released him after they determined
Dutschke held grudges against Curtis and Holland and appeared to send the letters to falsely
implicate Curtis.
Dutschke faces charges of making and possessing ricin,which carrya potential sentence oflife
in prison. He claims he is innocent.
F. Case 5
On 23 April, a federal judge sentenced Usama bin Ladinʼs former personal secretary Wadih
El-Hage, 52, to life in prison for a second time.
G. Case 6
Published April 30, 2013
Associated Press http://www.foxnews.com/world/2013/04/30/6-men-plead-guilty-in-uk-over-terrorplot-targeting-far-right-rally/#ixzz2Sg6xc4IU
6 men plead guilty to planning terrorist attack in England
The men were arrested in July 2012 after authorities discovered weapons,a nail bomb,and apartially assembled pipe bomb in an impounded vehicle belonging to one of the defendants.
H. Case 7
1. Saudi Arabia:Court Convicts Terrorism Defendants
On 29 April,a court convicted eight men on terrorism-related charges,including plotting attacks onan oil refinery. The seven Saudis and one Yemeni were given sentences ranging from four months toeight years and were prohibited from travelling abroad for a year after their release.
I. Case 8
On 25 April,Spanish authorities arrested a 35-year-old Dutch citizen on suspicion of launchingwhat some describe as the biggest cyberattack in Internet history.
The attack consisted of a distributed denial-of-service (DDoS) that targeted a non-profit
anti-spam organization as well as Internet servers in the United States,United Kingdom,and
the Netherlands.
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computing capabilities and antennas to scan frequencies.
J. Case 9
Three members of a Birmingham terror cell have been jailed for planning an attack to rival the 7
July and 9/11 atrocities. http://www.bbc.co.uk/news/uk-22290927
Irfan Naseer, Irfan Khalid and Ashik Ali had planned to set off up to eight bombs in rucksacks,
using timers to detonate the charges.Khalid was sentenced to 18 years.He had boasted that the attack
would be “another 9/11”.The court heard how he told police he would have donned a suicide vest andshot soldiers. The judge singled out Naseer as the driving force behind the plot and described him asa“skilful bomb-maker”.
K. Case 10
1. France:Basque Separatist Leader Sentenced
A Paris court sentenced Basque Fatherland and Liberty(ETA)military leader Mikel Sarobe to life
in prison for the 2007 murder of two Spanish police officers in southern France.

VIII. CONCLUSION
Looking at the cases mentioned above the first and foremost need the prison system has is that ofindicators on flow of information if we need to make intelligence as a management tool to handle
terrorist offenders.The decentralized network of terrorist makes detection difficult and intention andactivities more concealed.The need to develop indicators to point towards potential terrorist,individual & group behaviour is on par with the need to assess how they communicate with each other.
A. Terrorist Entrepreneurs
In the study of social movements, researchers have found that people almost never join a social
movement unless someone personally asks them to join,and usually this is done through some sort ofprior social relationship or social network.
To translate the new “memberʼ
s”“meaning”“identity”and “anger”into commitment and common
loyalties requires extensive communication, exchange of materials and “gatherings”and separationfrom mainstream society.
The principle of“group polarization,”in which group members move towards an extreme position
though discussion, suggests that this concentration may itself cause extremism.
Prisons as a “society,”the implication would follow that isolation of terrorist-leaning inmateswould deepen their commitment to that goal. Deep commitments are more likely to be acted upon.
Extremist recruiting and operational planning in prisons.
Command and control between prison systems and the external world.
Develop unique characteristics of extremist activities in womenʼs prisons which may lead toincreased use of female suicide bombers.
That is, US corrections has, over the last two decades, become focused on reducing danger anddisorder behind bars. Yet terrorism poses no threat to disorder behind bars;in fact, terrorists would
probably be well served by maintaining order, so as to ensure the earliest possible release date andfurthering of their objectives while in custody.
The implication to be drawn, then, is that, a custodial culture must be supplemented by an intelligence culture of systematic data collection and concern with early warnings.1 In the latter, the focus
is on the prevention of future crimes.It is forward looking,and preventive in orientation with an eye
1Please refer to the various other cases mentioned in the separate document titled:“
Radicalization in Prisons”.

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toward a dynamic threat. At the most basic level, prisons must infuse intelligence-oriented antiterrorism as a core mission of corrections.
This is achieved primarily through training and retraining correctional staff.Another aspect of thiswould be an increased need to “liaise”with external law enforcement and intelligence agencies
Current efforts along these lines will be identified, including (ultimately) variation among correctional agencies.Recommendations will be developed that will serve as a framework for future work.
Prison staff who work at facilities in which terrorist convicts are held should receive specifictraining, using the Canadian guidelines, in recognizing the difference between religious faith andradical beliefs. Guards do not have to become experts on theology or jihadism,but they should know
enough about Islam and Islamist terrorism to be able to keep a watchful eye on social developments
taking place within the boarder prisoner community.In addition,front-line staff that regularly interact
with Islamist terrorist convicts should receive additional,specialized training in radicalisation awareness and should be regularly briefed on the personal details and social interactions of each particularterrorist convict.
The point is that terrorist convicts are not ordinary prisoners. Some charismatic individuals may
use their time behind bars to promote their extremist views, prosthelytizing radical ideologies in an
attempt to attract and recruit members of the general prison population.Toronto 18-member,Ali Dirie,is the best known example of a terrorist convict actively promoting terrorism behind bars.

IX. APPENDIX
Kraemer, E. (2004). “A philosopher looks at terrorism.”Pp. 113-131 in Nyatepe-Coo, A. & ZeislerVralsted, D. (eds.)Understanding terrorism. Upper Saddle River, NJ:Prentice Hall.
Stitt, B. Grant. (2003). “
The understanding of evil:A joint quest for criminology and theology. ”Pp.
203-218 in R.Chairs & B.Chilton (eds.)Star Trek visions of law & justice.Dallas:Adios Press.
Fertile Soil of Jihad:Terrorisms link in Prisons. Authored by Patrick T. Dunleavy.
Chris Stout, ed., The Psychology of Terrorism, Volume One, Westport, Connecticut:Praeger, 2002.
The biochemistry of belief, T.S. Sathyanarayana Rao, M. R. Asha,1 K. S. Jagannatha Rao,2 and P.
Vasudevaraju, Indian J Psychiatry. 2009 Oct-Dec;51(4):239-241.
doi:10.4103/0019-5545.58285, PM CID:PMC2802367.
Anne Speckhard; PRISON AND COM M UNITY-BASED DISENGAGEM ENT AND DERADICALIZATION PROGRAM S FOR EXTREM IST INVOLVED IN M ILITANT JIHADITERRORISM IDEOLOGIES AND ACTIVITIES.
J.Victoroff, Ed. “
The Psychology of Terrorism: Proceedings from a NATO Advanced ResearchWorkshop”, Tuscany, 2005.
M ilitant Jihadism:Radicalization, Conversion, Recruitment Volume 2006.
ITAC CIEM , Canadian Centre for Intelligence and Security Studies,The Norman Paterson School ofInternational Affairs, Carleton University.
http://www.telegraph.co.uk/news/uknews/terrorism-in-the-uk/9062960/Radical-M uslims-targetyoung-inmates-in-prison.html>.
http://www.dsalert.co.in/files/August 2012 Dr Rupali Jeswal.pdf>.
Religion, Brain & Behavior:M ichael Inzlicht, Alexa M. Tullett & M arie Good (2011):The need to67

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believe:a neuroscience account of religion as a motivated process,Religion,Brain & Behavior,
1:3, 192-212. Department of Psychology, University of Toronto, Toronto, Canada.
Psychobull;1999, Vol 125. Subjective Well-Being:Three Decades of Progress. Diener, Suh, Lucas, &Smith, 1999; Ellison, 1991 Culture and M ental Health: Sociocultural Influences, Theory, andPractice (Gartner, Larson, & Allen, 1991).
Frankl, V.E. (1946). Manʼs search for meaning. London:Hodder & Stoughton.
Heine, S.J., Proulx, T., & Vohs, K.D. (2006). The meaning maintenance model:On the coherence ofhuman motivations. Personality and Social Psychology Review, 10, 88-110.
Peterson, J.B. (1999). Maps of meaning:The architecture of belief. New York, NY:Routledge.
Baumeister, R. F., Bratslavsky, E., Finkenauer, C., & Vohs, K.D. (2001). Bad is stronger than good.
Review of General Psychology, 5, 323-370.
Hirsh, J.B., & Inzlicht, M . (2008). The devil you know: Neuroticism predicts neural response touncertainty. Psychological Science, 19, 962-967.
Hirsh, J.B., Nash, K., McGregor, I.D., & Inzlicht, M . (2011). Religion protects against threat-induced
error-related distress. Unpublished manuscript, University of Toronto.
Dickerson, S.S., & Kemeny, M .E. (2004). Acute stressors and cortisol responses:A theoretical integration and synthesis of laboratory research. Psychological Bulletin, 130, 355-391.
Bush G, Luu P, Posner M I. Cognitive and emotional influences in anterior cingulate cortex. Trends
Cogn Sci 2000;4:215-22.
Van Veen V,Carter CS.The timing of action-monitoring processes in the anterior cingulate cortex.J
Cogn Neurosci 2002;14:593-602.
Botvinick M M ,Braver TS,Barch DM ,Carter CS,Cohen JD.Conflict monitoring and cognitive control.
Psychol Rev 2001;108:624-52.
J. Humanerror. Cambridge, UK:Cambridge Univ. Press;1990.
Roger V. Gould, Collision of Wills: How Ambiguity about Social Rank Breeds Conflict. (Chicago:
University of Chicago Press, 2003); Arthur L. Stinchcombe, the Logic of Social Research(Chicago, University of Chicago Press, 2005), pp. 214-215.

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PRINCIPLES AND PROGRAMS FOR YOUNG OFFENDERSDavid S.Prescott

I. INTRODUCTION AND HISTORICAL OVERVIEWPerhaps the most important message for this presentation comes not from a great psychologist or
criminologist,but from Ringo Starr,who was the drummer for the Beatles.In 1967,he sang a song titled“I Get By with a Little Help from my Friends”. This is how it is when adults come together to try to
work with young people who have gotten into trouble with the law.It is very important to rememberthat every professional in our field is one anotherʼs best resource for working with this often very
difficult and challenging population. On that note,I send a special greeting to people who are new tothe field.I often like to make the joke that every one of my grey hairs is a teenager whom Iʼve worked
with.
This presentation first provides a historical overview of the challenges and problems in working
with young people who break the law. It next discusses what works in assessment and treatment. It
then focuses on the principles of risk, need, and responsivity. These are principles that every professional should know about. I will include a special emphasis on how professionals should conduct
themselves when interacting with young people who break the law. I will also focus on what thescientific research says about who these young people are,who we are as professionals,whatʼs new inassessment,and whatʼs new in treatment programs.As we enter this field,the most important questionthat we can ask ourselves is,“Do we want these young people to keep breaking the law,or not?”The
reason I ask this question is that our history is filled with many attempts to get young people to behave
themselves,and yet these attempts only made matters worse.Itʼs important for us to consider what we
can do and also who we should be when we are interacting with young people who break the law.And
so, I will start with a discussion on treatment:where weʼve been and where we need to be.
The take-home message is that when we build healthy lives and safe communities, we need tounderstand the motivations of all young people, their internal motivations, and the context in whichthese motivations occur. Itʼs vital to remember that motivation can never be forced onto a young
person. Also, it is vital that our goals in treatment should be goals that every young person canapproach and work towards, rather than goals which young people try to avoid. For example, it canbe easier and more successful to work towards a goal of a better future and a life worth living than
it is to work on a goal thatʼs based on a goal of not getting into any more trouble.Another importantmessage is that all professionals need to build an alliance with the young people with whom they work,and that we need to measure this alliance in an ongoing and structured way so that we understand ouractions from each young personʼs perspective.
Letʼs take a quick look backwards at the historyofour field.I have great respect for everybodywho
has been involved in this work because adults have had difficulty understanding and predicting the
behavior of young people for many thousands of years.My intention is to be tough on issues,but tenderon people. It is important to remember what criminologist Vern Quinsey said in 1998,that people are
not now as smart as they think and the people used to be smarter than we now think they were(Quinsey, Harris, Rice, & Cormier, 1998).
M y primary concern in working with young people who break the law is that during the past 30
years is that the majority of progress that we have made has been technological in nature. We knowthat from the beginning of time when adults have had concerns about their lives and the lives of others
Director, Professional Development Quality Improvement, Becket Family Services.

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theyʼ
ve come together into groups, whether talking as small communities or coming together as
professional organizations. It is vitally important that every professional not only attend school andread the scientific research,it is also important that we talk about the challenges we face in working
with others.And this is how many of our professions began.Well over 2000 years ago,in ancient Rome,
Publilius Syrus observed that the way people talk is a mirror of the soul,and that as a person speaks
so is he or she. By the time of the 1600s, Pascal observed that people are generally better persuadedby the reasons which they have,themselves,discovered than by those which have come into the mindof others.What this means is that people are often more convinced by what they hear themselves saythan they are by what other people say to them;this latter point was made by Daryl Bem in 1972 withhis self-perception theory (Bem, 1972). This is particularly true with teenagers. It is a very greatchallenge for any adult to attempt to directly influence a young person.We can be more effective when
we attempt to awaken a young personʼs internal motivation to build a better life for themselves(Naar-King, 2010;M iller & Rollnick, 2013).
As we review the history of our field, particularly in the large institutions ― psychiatric andcorrectional ― of western cultureʼs history,it is striking how much treatment has been done to others
rather than with them or for them (Miller & Rollnick,2013).Western Europe and North America havea long tradition of attempting to impose treatment onto people who get into trouble with the law orcause concern for societies.This has continued up to the present where many attempts have been madeto change people,even though these attempts have proven unsuccessful (Parhar,Wormith,Derzken &Beauregard, 2008). A recent controversy in the United States, for example, has included attempts tochange peopleʼ
s sexual orientation. Although it is certainly acceptable for anybody to make changes
to their own life, too often treatment has been used by some people to get other people to change,
despite evidence that it is unlikely to be successful. M uch of criminology made a tremendous change
in the year 1974 when a criminologist named Robert M artinson published an article on rehabilitation
programs in prison services.He asked the question,“
Does nothing work?”And his preliminaryanalyses
found that there was no effect of treatment programs on crime within the prison system in North
America. However, five years later he admitted that these preliminary analyses had been wrong.
Unfortunately,by this time,the damage was done and many prisons had simply eliminated all of theirtreatment programs. Paul Gendreau, another great criminologist, came along several years later andprovided research showing that something works in the treatment of people who had broken the law,and yet for many years it was unclear what it was that worked.This “something works”doctrine thenbecame known as the “what works?”doctrine once scientific research showed that in fact correctional
treatment programs can and do work for young people.
By 1979,in psychotherapy research,Edward Bordin found that the therapeutic alliance that so many
people rely on in treatment could be defined as building agreement on the nature of the relationship,
agreement on the goals of treatment, agreement on the tasks of treatment, and later researcher John
Norcross would add that client preferences are important to consider in the construction of treatment
programs (Bordin,1979;Norcross,2010).Since 1979,over 1,100 studies have emphasized the importanceof the alliance in all forms ofpsychotherapy(Orlinsky,Ronnestad,& Willutski,2004).This is importantto take into account. Just five years after Robert M artinson said that nothing worked, we had thebuilding blocks of understanding what actually are the key ingredients in treatment programs withyoung people as well as adults.However,just a few years later,in the field oftreating sexual offenders,Anna Salter made clear her belief that treatment should be confrontational (Salter,1988).In fact,she
said in a famous book that she wrote,“the process of treating child sex offenders is heavily weighted
in the direction of confrontation. Treatment requires continual confrontation.”As examples, she
included “No, I donʼt trust you, and you would be pretty foolish to trust yourself.”and “Give me abreak. What do you mean one drink canʼt do any harm?”(p.93). She later says that treatment should
not be hostile,and yet many of these statements can appear hostile to those who read her book.Even
when Salterʼs book appeared on the market, it was already known that many of the most importantelements of psychotherapy included the therapeutic relationship. However, the belief among those
professionals treating violent and sexual offenders was that treatment needs to be confrontational innature.
By 1990, Alan Jenkins in Australia wrote a book on the therapeutic engagement of men who were
violent and abusive,and he emphasized three important areas in this work (Jenkins,1990).He emphas-

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ized the importance in establishing a mission in responsibility.This involved assisting the people whom
the man had victimized, using treatment to prevent further abuse, and developing self-respect andintegrity. Alan Jenkinsʼpoint is that treating abusive men can be beneficial to the man, to thecommunity, and to the people whom he has abused. The earliest studies of the sexual offender
treatment had great difficulty finding significant effects of treatment programming. For example,
Furby and her colleagues found no significant treatment effect due to methodological variability(Furby, Wenrott, and Blackshaw, 1989). However, by the beginning of the decade of the 2000s, Karl
Hansen and his colleagues found that treatment programs could reduce sexual offending by as muchas 40%,and this study included treatment programs for young people (Hanson,Gordon,Harris,et al.,2002). These results were similar to those found in a European meta-analysis (Losel & Schmucker,
2005). By 1995, Geral Blanchard published the first book on the therapeutic relationship in sexual
offender treatment (Blanchard,1995).However,this book was only 55 pages long.So,for many years,
we knew that treatment programs might work for violent offenders and sexual offenders,but there wasvery little written on how to actually do this work.
In 1998,a method for managing adult sex offenders in the community was published (English,1998).
However, it was described as an aggressive strategy for the community management of adult sex
offenders. In other words, this management strategy actually described itself as aggressive in thetreatment of aggressive behavior. They emphasized that in this approach the client is the community
and that treatment and supervision are meant for the benefit of the client themselves. And so, thismeant that people entering treatment for aggressive behavior had to be aware that their therapist wasworking for the benefit,purely,of the community,and not for them.All of this was despite decades ofresearch finding that the therapeutic alliance is an important part of making criminal offenders lessdangerous.In 1999,a researcher named Rick Snyder emphasized the importance of building hope in all
forms of psychotherapy (Snyder, Michael, & Cheavens, 1999). He described two key components tohope, including agency thinking, which is an awareness that a goal is attainable, and pathways
thinking, which is an awareness of how to do it. He observed that therapists who are burned out orotherwise fail to convey hopefulness are modeling low agency and pathways thinking.
In 2005, an important study appeared on the treatment of sexual abusers (Marques,Wiederanders,Day, Nelson, & van Ommeren, 2005). At first, it found no overall differences between treated anduntreated clients. However, they noted that sex offenders who successfully completed the treatment
program reoffended at lower rates than those who did not demonstrate that they understood theirtreatment goals. In other words, people who meaningfully and genuinely worked on their treatment
goals and understood the importance of treatment were more likely to benefit from treatment thanthose who simply went through a treatment program as if it was an educational program. This is an
important consideration in the treatment of all criminal offenders. Simply putting people through a
psychoeducational class is not nearly as effective as meaningfully engaging them in a treatment
program where they can examine and rebuild their lives. In 2005 to 2007, researchers Bill and Liam
M arshall studied the characteristics ofeffective treatment and found that the most successful treatment
providers are those who are warm, empathic, rewarding, and directive in the way that they provide
treatment (for example,M arshall,2005).These researchers also emphasized the importance of preparatory programming as people first enter treatment programs to become less abusive.
By the time 2008 came around,Karen Parhar and her colleagues conducted a meta-analysis of 129
studies (Parhar et al., 2008). They found that “in general, mandated treatment was found to beineffective, particularly when the treatment program was located in a custodial setting, whereas
voluntary treatment produced significant treatment effect sizes, regardless of the setting”. In otherwords,the more coercive the treatment program,the less effective it can be.Tying all of these threads
together, what is important to remember is that the most important aspect of correctional treatment
programs is not the custodial setting,it is the people who form the relationships that make it possible
for young people to build better and healthier lives.
As an example of how good treatment programs can go bad,in M assachusetts it is now necessary
for people who break the law and go into treatment programs to sign a form acknowledging thatanything they say in treatment can be used against them in a court of law (Larni Levi, personalcommunication). M eanwhile, in Texas, the goal of treatment programs for sex offenders make clear

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that the ultimate client in treatment is the people who have been harmed by sex offenders and not theoffenders, themselves. They explain that sex offender treatment is different from traditional psychotherapy in that treatment is mandated, it is structured, centered on the needs of the victims, and thatthe treatment provider imposes values and limits. In other words, the treatment programs actuallyconduct themselves in a way that previous research has shown doesnʼ
t work.So,the point that I wantto emphasize is that in many areas in North America,we actually know better and yet we continue to
do worse. And so, it is vital that treatment programs focus on what we know actually works.
In 2012, Corrections Canada published a study by Robin Wilson and his colleagues finding thatcollaborative risk management and attending to sound correctional principals as well as holistic
community after care can contribute to reduced reoffending (Wilson,Cortoni,Picheca,Stirpe,& Nunes,2012).This study illustrated the need for community treatment after people had been institutionalized,
and what they found was that a central goal of remaining balanced and self-determined was key to thesuccess of the offender. And so, an important aspect of all treatment programs should be to build abalanced and self-determined lifestyle for all clients. Meanwhile, in my home state of M aine, recent
laws have instead emphasized public humiliation and shame-based approaches,such as putting signs up
in public parks warning sex offenders to stay away. In the American state of Florida,there are somelocations that will put a sign up in front of the house of sex offenders to warn the neighbors to stayaway from him or her.Even in the weeks before this presentation,the United States Senate passed the
beginning of a new law to make it impossible for violent criminal offenders to receive some forms of
public assistance.These kinds of public policies are demonstrated clearly in the scientific research not
to work, and yet there are many locations that enforce them anyway. The moral of the story is thatinstead of punishing people at every turn, we need to think about our work as a form of crime
prevention. We need to think prevention. We need to be prevention. We need to remember that ourefforts in treating young people are prevention, and that we are all in the field of crime prevention.
Perhaps the most important study in this area was conducted by Paula Smith and her colleagues in2002 (Smith, Goggin, & Gendreau, 2002). They conducted an analysis of 117 studies since 1958. It
included 442,471 criminal offenders, including juveniles. They found that no form of punishment
reduced re-offense risk. They concluded that prisons and intermediate sanctions should not be usedwith the expectation of reducing criminal behavior. They found that this included intensive surveillance,electronic monitoring,drug-abuse education,and a program called “Scared Straight”.They evenfound that incarcerating low-risk criminals can actually increase their risk for further criminal
offending. This is an important study because it challenges us to think about the differences between
punishment and rehabilitation. Punishment is punishment, and efforts to rehabilitate can involve
treatment collaborative supervision, and other methods. However, the moment that rehabilitation
begins to look like punishment is that moment that rehabilitative efforts are probably not going towork.
A critical message for professionals in our field to remember is that empathic adults will be more
effective with young people who break the law. However, research shows us that even the best
professionals can become less empathic over time when working with young people. In fact, one
researcher named M ohammadreza Hojat found that medical students becoming doctors actually can
become less empathic over the course of their education.The challenge for all professionals in our field
is to remain empathic and to remain effective with the young people that we work with.In fact,there
has been so much research on empathy that it may be wiser for all of us to work to remain compassionate with the young people with whom we work.

II. RISK. NEED. RESPONSIVITY
Across the past 20 or so years,criminologists Don Andrews and James Bonta have researched theprinciples of effective correctional programming and have found three principles that stand out above
all others. These are the risk principle, need principle, and the responsivity principle (Andrews &Bonta, 2010).
The risk principle holds that effective programs match the level of treatment intensity to the levelof risk posed by the client:higher risk clients should receive higher intensity treatment.Andrews and72

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Bonta found that mismatching can increase risk, and ― perhaps most importantly ― that the extent
of oneʼs criminal history is among the most predictive factors that one can consider for each client.
Andrews and Bonta further discussed the big four of risk factors. These are:antisocial attitudes,
antisocial associates, a history of antisocial behavior, and an antisocial personal pattern, which can
include psychopathy, impulsivity, restless and aggressive energy, egocentrism, thrill seeking, poor
problem solving,and poor self-regulation skills.It is not difficult to look at this list and begin devisingtreatment strategies for many of the young people who come into our treatment programs. Itʼsimportant to look at this list and consider how many of our actions may benefit and interfere with theprogress of many of our young people.For example,if we want to improve the lives of teenagers who
get into trouble with the law,it is vital that we provide them with access to situations where they candevelop healthier attitudes and friendships with others.Also predictive of future offense are problems
at home,such as low level ofaffection,caring,and cohesiveness;poor parental supervision,neglect,andabuse;problems at school or work,including low levels of education and achievement,and an unstable
employment history;or with the use of leisure time,such as time to exercise and substance abuse.The
ability to predict criminal behavior increases with the number and variety of these major risk factors
and the number of different sources of information that are used.
Factors that are not associated with risk can be surprising.For example,denial that somebody has
engaged in problem behavior is not known to be associated with their overall level of dangerousness.
Neither is their capacity to have empathy for the people that they have harmed. Many personality
features, such as an overall level of confidence or avoidance of relationships, may or may not haveanything to do with the likelihood they will commit future crimes. Likewise,psychological maladjustment does not necessarily contribute to future criminal behavior.
It is essential that assessments be done at the start of each individualʼ
s treatment.Ultimately,all of
our treatment programs should be driven by a solid assessment.There are many good risk assessment
tools, although the extent to which they have been tested in Asian populations remains unknown.
However, one instrument for sex offense recidivism was recently tested in Indonesia. This was theEstimate of Risk for Adolescent Sex Offense Recidivism (ERASOR;Worling & Curwen, 2001).
In North America,programs such as drug abuse and resistance education have been very popular,
and yet have also been found not to actually reduce the likelihood that young people will take up drug
abuse. How is this?It seems that the risk principle provides the answer.When one provides the sameintervention ― drug abuse resistance education ― to all people,it reduces the risk of only a very few,
and it increases the risk ofa small minority,therebyproducing no appreciable results.A common belief
amongst people who provide drug abuse resistance abuse education is that if it reaches only one person
it will have been worthwhile. However, what many professionals donʼt consider is how many people
actually become more likely to take up drug abuse as a result of this intervention.
Likewise, in North America, there has been an emphasis on using technological solutions, such as
electronic monitoring and global positioning systems, in the supervision of people in trouble with thelaw. However, these technological solutions have not yet been shown to reduce risk even a little bit.
There have been many attempts to take all kids who have gotten into trouble with the law andprovide them with a similar intervention aimed at making them afraid of continuing in crime. The“Scared Straight”program is one such example.Research has found conclusively that it doesnʼ
t work,and yet, it has been very popular (Smith, Goggin, & Gendreau, 2002). The Scared Straight programʼs
intention has been to take groups of young people in trouble with the law and take them inside prisonswhere the inmates then scare them with stories of what itʼs like to be in prison. Scared Straight has
been very effective at scaring young people in the short term, but very ineffective at actually getting
them to change their behavior in the long term.
When considering the risk principle, it is vital to remember that whatever our sense of morals,
whatever our values are, they make no difference. We need to remember that risk is an underlying
likelihood to continue in problem behavior.We cannot preach bad behavior away.We can only invite
young people to reconsider their lives. Our punishments are effective at punishing,but only rehabilita-73

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tion makes people less likely to continue in crime. The risk principle reminds us that we can makepeople more dangerous just as easily ― and perhaps more easily ― than we can make them lessdangerous.
The second of the three principles is the need principle. The need principle holds that effective
treatment programs target identified needs in the research. This means that many people come into
treatment programs wanting to work in some area but not others.Effective treatment programs lookat what research identified as meaningful treatment goals. The need principle finds that people whohave sexuallyor violentlyabused require specific kinds oftreatment programming and that other kindsof treatment programs may result in some ancillary gain,but that risk for re-offense will likely not be
reduced. For example, criminal interests, criminal attitudes and beliefs, criminal cognitive schemas,
criminal associates, criminal significant others, self-regulation problems, and deficits in selfmanagement (including problem-solving skills and coping skills)are all important treatment goals for
programs seeking to rehabilitate young people.An example of a treatment program that will not workwith young people will be leisure gardening.Getting young people to take care ofplants or animals will
only be good for developing skills in these areas.However,these areas can be meaningful for helping
young people develop skills for getting along with one another, which can be related to the needprinciple of criminal attitudes and associates. However, this is not a direct pathway. Perhaps mostimportant in the need principle is also developing young peopleʼ
s ability to observe themselves, theirthoughts, and their actions. This is the focus of a section later in this presentation.
The responsivity principle holds that effective programs are those which are responsive to client
characteristics. The key element of the responsivity principle is that professionals can build thecapacity for young people to respond to the programs in which they find themselves.Aspects such as
cognitive abilities, maturity, motivation, the mode of intervention, scheduling concerns, and understanding each personʼ
s past history of trauma are all key to building responsivity. Relationshipproblems, learning difficulties, hyperactivity, communication difficulty, and cognitive rigidity are allimportant factors to consider, but in assessments and in treatment programs.
Returning to the earlier example of leisure gardening and working with animals:it can be the casethat treatment programs can use these ancillary treatment methods to build up the capacity of young
people to respond to treatment. However, they cannot, on their own, be expected to result in adecreased willing to commit further crimes. Some simple methods for building responsivity in treatment can included the 4-to-1 rule. The 4-to-1 rule holds that all professionals should provide four
positive messages for every one negative message that they give to young people.In other words,four
positive affirmations or validations of the young person for every negative message they send back to
the adolescent.
Another method for building responsivity can involve journaling. Researcher James Pennebakerfound that simply having people write a journal of all of the challenges they faced was successful inhaving people develop the ability to reconsider their lives and what they wanted to do with their lives
Pennebaker, 1990).Likewise,adjunctive treatments,such as yoga and meditation,although they donʼt
directly address criminal behavior, can build the young personʼ
s capacity to respond to the treatment
programs that are available to them.
As an example of the principles of risk, need, and responsivity, letʼs imagine a brief case example
of a young man who I will call Arthur.Arthur came from a broken home where his mother remarried
and rebuilt their family. Arthur got into trouble for stealing a car and setting fire to an unoccupied
house. He was arrested and came into treatment blaming his peer group for setting him up for thiscrime. In treatment, Arthur worked to make his family relationships better and establish a new peergroup.Arthur had no prior criminal history,and he was able to use treatment to explore his attitudes
and beliefs as well as the effect of his relationships and peer groups on his behavior. Arthur worked
hard in school and graduated,eventually going off to university.Arthur was an example of a low risk
adolescent who was amenable to treatment and able to rebuild his life.An effective treatment programfor Arthur would involve lower intensity and provide an opportunity for him to rebuild his life.
Because Arthur was of average intelligence and had a high level of motivation to change,he could beconsidered a low risk, low need, high level of responsivity client.

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Next, letʼs examine the case of Josh. Josh also came from a broken home. He started drinking
alcohol at the age of 10 and listened to his father assault his mother five out of every seven nights formany months. Josh was first arrested at the age of 12 after he broke into a house and stole many
belongings from it.He was again arrested at the age of 13 for a violent offense against his teacher.Josh
did not want to take responsibility for his behavior and threatened to assault his therapist and theagent who supervised him in the community.Josh was sent to a residential treatment center in anotherpart of the state. He received treatment four days a week and participated in a number of sports
activities.Josh continued to receive supervision in the community when he returned,and the treatment
providers worked to involve his family in treatment to the greatest extent possible. Josh was able tosucceed and went on to lead an offense-free life. Josh was an example of a high-risk, high-need,
low-responsivity client. He required a more intensive level of treatment and had a greater number oftreatment goals than Arthur. His treatment continued in the community after the end of residential
treatment and was eventually successful.However,Josh had a harder time responding to the treatment
interventions that were available to him.If Arthur had been sent to a program where he was provided
with an intensive level of treatment, it may have happened that he would become more dangerous asa result of exposure to others with similar criminal histories. However, by keeping Arthur in thecommunity, it was possible to provide him with a more actively pro-social peer group.
Next, letʼs look at some examples of effective treatment programs. In the past 25 years, scientificresearchers have examined a number of treatment programs.The first of these is called multi-systemic
therapy for antisocial behavior.It is an intensive family and community-based treatment.It focuses onenvironmental systems that impact chronic and violent juvenile offenders. Multi-systemic therapy
takes place in the home, in the family, in schools and it can involve teachers and friends.It acknowledges that every system in a young personʼ
s life plays a role in their life. M ulti-systemic therapy has
been shown to be effective in many studies.However,it is not without critics who wonder whether partof its success may have more to do with the intensive level of supervision that the professional receives.
Studies conducted by the authors of multi-systemic therapy have not found the same level of results.
It seems that an important factor to consider is the intensity of supervision for each professional andthe extent to which they actively follow the model that they are working in.
Another example of a successful treatment approach has been functional family therapy. This is a
short-term program involving 12 sessions over three to four months.It involves five phases,including
engagement in a change process, motivation to change, relational and interpersonal assessment andplanning for behavior change,the behavior change itself,and the generalization of treatment gains tooneʼ
s daily life.
A classic form of treatment in North America that has a good scientific basis is cognitive behavioral
therapy, first introduced by Aaron Beck. It addresses problematic emotions, maladaptive behaviors,
thoughts,attitudes,beliefs,and other cognitive processes.It uses goal-oriented and explicit systematic
procedures. Please note that cognitive behavioral therapy does not spend a great deal of time goingback over the clientʼs history and how they came to develop their problems.Rather,it focuses on thehere and now and emphasizes what people can do in their future. A common criticism of cognitive
behavioral therapy is that it therefor doesnʼ
t always go deep into a clientʼs understanding of the world
around them or into their relationships with others and often doesnʼ
t explore emotions or behavior ata deep enough level. However, much of this depends on how one administers cognitive behavioral
therapy.Another recent development in working with young people who get into trouble with the law
has been trauma-focused cognitive behavioral therapy,which is a variation that explores the effects oftrauma in the lives of young people.
A very new development in working with people of all backgrounds has been feedback informed
treatment,also known as client-directed outcome informed treatment,developed by Scott Miller,Barry
Duncan and others.Feedback informed treatment,which I am discussing today,is associated with Scott
M iller. It measures changes in broad areas of clinical change. It measures changes in the therapeutic
alliance consisting of the relationship, the goals of treatment, treatment methods, and client preferences. It incorporates feedback on these changes into treatment itself. It has developed a strong
research base.

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A critical development in recent years has been motivational interviewing.M otivational interviewing involves helping people to say why and how they might change,and is based on the use of a guiding
style. Many analyses have found that it can be very effective and, unlike many other treatment
methods, it tends to be most effective when it is not manual-guided, but rather guided by underlying
principles of partnership, acceptance, compassion for the client, and evocation of the clientʼs internalreasons to change.One meta-analysis also found that motivational interviewing gained the best effects
with people who in the United States were from ethnic minorities (Hettema, M iller, & Steele, 2005).
This included people of Asian descent as well as Native American, African American, and Latino
descent. Where traditional forms of communication in treatment might involve a treatment provider
giving advice and providing information, motivational interviewing involves offering a reflective
statement, exploring the clientʼs statement and perspectives, offering information, and exploring how
the client responds to that information.It is an empathic conversation in which the therapist adopts a
guiding stance,rather than an overtly directive stance or one in which the therapist follows the clientʼswishes.
When we consider the motivation of young people,itʼs important to remember that motivation canchange dramatically in a short period of time. Author Daniel Pink has described three levels of
motivation and named them as if they were software packages.M otivation 1.0,as he calls it,involves
survival. Human beings want to survive. M otivation 2.0 involves rewards and consequences. This isbecause although all human beings want to survive, we donʼt always behave as though we are
motivated entirely by this desire. After all, we all engage in behaviors, such as eating too much or
drinking too much, taking up smoking, driving dangerously, etc. Daniel Pink observed that many
people are motivated by rewards and consequences,but that rewards and consequences do not explain
all human motivation.He finds that if we only rely on these conceptualizations of motivation,we canactually make matters worse,and he argues on behalfofunderstanding somebodyʼs internal motivation
to change. He says, for example, that students who are praised for their intelligence are more likely
to engage in cheating and less likely to persist in academic pursuits than students who are praised fortheir efforts, that effort is a better internal motivation to tap than traits, such as intelligence, whichcannot be changed. This is similar to the work of Ryan and Deci, who have observed in selfdetermination theory that human beings tend to be motivated in the direction of greater autonomy,
greater competence,and a greater sense of connection to others.Ultimately in our treatment programs,
we should all work together to build willing partners in change.Effective treatment programs tap into
each clientʼs internal motivation to change and address treatment goals that are found in research tobe associated with future crime. Treatment should not be something that we do to young people;itshould be something that we do with young people.Ultimately the safest offender is somebody who has
a place to live, is connected to support people to whom he or she is accountable,has work or goes toschool, and has everything to lose by committing another crime.

III. TRAUMA AND THE BRAIN
Research over the past 25 years has left no doubt that maltreatment of children can have asignificant effect on their brain development.All too often young people who have been abused spend
more psychological energy simply trying to survive the abuse and to scan their environment for signsof threat and danger that they donʼt have an adequate chance to develop a more healthycuriosityabout
their life and the world around them. This simple fact is critical to understanding how young peoplewind up engaging in crime and how they can develop the hope that will prevent them from engaging
in crime in the future. These developmental insults lead to behavior problems quite frequently.
Emotional abuse, the loss of important emotional relationships, having caregivers who are impaired,being exposed to domestic violence and sexual abuse, neglect, and physical abuse can all have adramatic effect both on psychosocial development and on brain development. The key factor toconsider is the cumulative harm that takes place. It does not need to be the case that a young person
is violently abused in an egregious way on one occasion, but rather, daily neglect can add up tosignificant difficulties in neurological functioning. As some examples, there can be increased limbic
system irritability, heightening of a fight-flight-freeze response, decreased left hemisphere development. It can decrease the integration across the left and right hemispheres, and it can limit theactivation of the cerebellar vermis where a considerable amount of self-regulatory activity occurs.Allof these, of course, are big words and big ideas.

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The central importance for our purposes is the knowledge that we can heal the brain throughdiverse activities such as exercise and other physical activities,practicing mindfulness ― whether thisbe in the form of meditation or group instruction on mindfulness,and through yoga.In fact,in a recent
unpublished study,researcher Bessel van der Kolk and his colleagues have found that practicing yoga
can make dramatic changes to the area of the brain associated with self-observation (also see van derKolk, 1994, 2012).
For our purposes of working with young people who break the law,it can be useful and instructive
to review the criteria for post-traumatic stress disorder and ask ourselves in what ways we see thesefacts in the everyday functioning of young people.Letʼs remember that the traumatic event is persistently re-experienced in any one of the following ways: recurrent and intrusive distressing recollectionsof the event, including images, thoughts, or perceptions. In young children, this can include repetitiveplay in which themes or aspects of the trauma are expressed.It can also include recurrent distressing
dreams of the event,and in children there may be frightening dreams without anyrecognizable content.
This can become important when we remember that professionals in many treatment programs can be
frustrated by the fact that young people simply donʼt want to go to bed at night or that they mistake
professionals for truly abusive people that they have known.
PTSD also involves acting or feeling as if the traumatic event were recurring. It is very common
for kids who have been in trouble with the law to view their world as a dangerous,harsh,or punitive
place despite all of our attempts to demonstrate otherwise.PTSD also involves intense psychologicaldistress at exposure to internal or external cues that symbolize or resemble an aspect of the traumatic
event. Again,our clients often live with different perspective from our own,and it is unreasonable for
us to expect that they will change their perspective on the world quickly when they have had suchdevastating evidence to the contrary. PTSD often involves efforts to avoid thoughts, feelings, orconversations associated with the trauma.It is,therefore,no surprise that our clients frequentlyengage
in drug and alcohol abuse. They engage in efforts to avoid activities, places, or people that arouserecollection of the trauma, and very often they have an inability to recall important aspects of theirtrauma. When discussing crimes with young people, professionals frequently experience dismay that
their clients donʼt recall specific aspects of their own behavior. While it is often the case that young
people donʼt want to tell us everything we want them to,they still can genuinely forget many aspectsof traumatic behaviors that they have,themselves,engaged in. PTSD also involves marked diminishedinterest or participation in significant activities. Again,it is vital to recall that the shallow emotional
experience of our clientele can be a direct result of the traumatic experiences that they have had.

IV. HOW DO PEOPLE ACTUALLY CHANGE?
Ultimately, all treatment providers are challenged to consider:what are the active ingredients intreatment?Cognitive behavioral therapy emphasizes the importance of challenging distorted thinking
patterns, but is that what really gets people to change? Is it the fact that they complete assignments,that theyfollow the manual? Or,do people change as a result oftheir experiences and their discoveries?
Or,perhaps more specifically,do they change via a relationship experience where hope and possibility
are renewed or even born?
Across North America, treatment programs are increasingly looking at the importance of attachment. A problem that we have is that we often treat problems with attachment as mental disorders
rather than adaptations to abusive environments, and have very little research about what healthy
attachment styles actually look like. I believe that this is further complicated by the fact that many
people who provide treatment often have problems with relationships and attachments themselves.
This is not to any degree that is greater than in the general population,but it is important to recall that
we are attempting to build relationship capacity in young people when,very often,we ourselves have
limits in our abilities to form these most important relationships.It is vital to remember that all of ourclients come from challenging environments.
Another crucial element of treatment programs that is neurologically based is the idea of empathic
attunement, the ability to engage in activities with others, to feel competent within interpersonal
relationships and to relate to others at an empathic level.Ultimately,empathic and attuned treatment

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interventions will always be unexpected in the lives of young people. They will always be welcome.
They will almost always be impactful.What we need,in order to do this treatment,is an appropriate
mindset, an appropriate heart-set, the right spirit, the right attitude,and the right intention. Who weare when we walk into a room will be immediately apparent to our clients.When we enter a room ina spirit of acceptance and compassion,we are more likely to get further with our clients than we will
if we go in in a spirit of trying to fix things or to punish bad behavior.Ultimately,our efforts will bemost effective when we can remain compassionate. Miller and Rollnick, in their recent book on
motivational interviewing, have reintroduced the idea of compassion into effective interventions. In
their view,compassion involves advocating for the best interests of clients and being motivated at alllevels to address the treatment needs of our clients. Whereas empathy can be a cognitive concept,
compassion involves cognition,emotion,and behavior.Unfortunately,in North America,the politicalclimate has been anything but compassionate, often focusing on coercion, shame, blame, threats, orpunishment. Ultimately, however, we can leave no one behind.Neurological research reminds us thatcompassion, respect, a sense of social justice for all ― including our clients, prizing the differences
between all humans, remembering and respecting human potential, and collaboration are vital tosuccessful treatment.

V. REFERENCES
Andrews,D.A.,& Bonta,J.(2010).The psychology of criminal conduct (5th ed.).New Providence,NJ:
M atthew Bender.
Bem,D.J.(1972).Self-perception theory.In L.Berkowitz (Ed.),Advances in experimental social psychology, Volume 6, 2-62. New York:Academic Press.
Blanchard, G. (1995). The difficult connection. Brandon, VT:Safer Society.
Bordin, E. S. (1979). The generalizability of the psychoanalytic concept of the working alliance.
Psychotherapy: Theory, Research & Practice, 16, 252-260.
English,K.(1998).The Containment Approach:An aggressive strategy for the community managementof adult sex offenders. Psychology, Public Policy, and the Law, 4, 218-235.
Furby, L., Weinrott, M ., & Blackshaw, L. (1989). Sex offender recidivism: A review. Psychological
Bulletin, 105, 3-30.
Hanson, R. K., Gordon, A., Harris, A. J. R., Marques, J. K., M urphy, W., Quinsey, V.L.,& Seto,M .C.
(2002). First report of the collaborative outcome data project on the effectiveness of treatment
for sex offenders. Sexual Abuse: A Journal of Research and Treatment, 14, 169-194.
Hojat, M ., Vergare, M .J., Maxwell, K., Brainerd, G., Herrine, S.K., Isenberg, GA., Veloski, J., and.
Gonnella,J.S.(2009).The devil is in the third year:A longitudinal studyofthe erosion ofempathy
in medical school. Academic Medicine, 84, 1182-1191.
Jenkins, A. (1990). Invitations to Responsibility. Adelaide, Australia:Dulwich Centre Publications.
Hettema, J., Steele, J. & M iller, W.R. (2005). Motivational interviewing. Annual Review of ClinicalPsychology, 1, 91-111.
Losel, F., & Schmucker, M. (2005). The effectiveness of treatment for sexual offenders:A comprehensive meta-analysis. Journal of Experimental Criminology, 1, 117-146.
M arques,J.K.,Wiederanders,M .,Day,D.M.,Nelson,C.,& van Ommeren,A.(2005).Effects of a relapse
prevention program on sexual recidivism:Final results from Californiaʼ
s Sex Offender Treatment and Evaluation Project (SOTEP).Sexual Abuse: A Journal of Research & Treatment, 17 (1),79-107.

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M arshall, W. L. (2005). Therapist style in sexual offender treatment:Influence on indices of change.
Sexual Abuse: A Journal of Research & Treatment, 17 (2), 109-116.
M arshall, W. L., & M arshall, L. E. (2007). The utility of the random controlled trial for evaluating
sexual offender treatment:The gold standard or an inappropriate strategy? Sexual Abuse: A
Journal of Research and Treatment, 19 , 175-191.
M iller,W.R.& Rollnick,S.(2013). Motivational interviewing: Helping people change,3d ed.New York:
Guilford.
Naar-King,S.(2010).Motivational interviewing with adolescents and young adults.New York:Guilford.
Norcross,J.C.(2010).The therapeutic relationship.In B.L.Duncan,S.D.Miller,B.E.Wampold,& M .A.
Hubble (Eds.), The heart and soul of change: Delivering what works in therapy, 2nd ed. (pp.
113-141). Washington, DC:American Psychological Association.
Orlinsky, D. E., Ronnestad, M. H., Willutski, U. (2004). Fifty years of psychotherapy process-outcome
research:Continuity and change. In M. J. Lambert (Ed.)Handbook of psychotherapy and behaviour change (5th Ed.). New York:John Wiley & Sons.
Parhar, K. K., Wormith, J. S., Derkzen, D. M., & Beauregard, A. M . (2008). Offender coercion intreatment:A meta-analysis of effectiveness. Criminal Justice and Behavior, 35, 1109-1135.
Pennebaker, J. (1990). Opening up: The healing power of expressing emotions. New York: Guilford
Press.
Pink, D. (2011). Drive: The surprising truth about what motivates us. New York:Riverhead Books.
Quinsey, V.L., Harris, G.T., Rice, M .E., & Cormier, C.A. (1998). Violent Offenders: Managing andAppraising Risk. Washington D.C.:American Psychological Association.
Salter, A. (1988). Treating child sex offenders and victims. Thousand Oaks, CA:Sage Publishing.
Smith,P.,Goggin,C.,& Gendreau,P.(2002).The effects of prison sentences and intermediate sanctions
on recidivism: General effects and individual differences.(User Report 2002-01).Ottawa:Solicitor
General Canada.
Snyder, C. R., M ichael, S.T., & Cheavens, J.S. (1999). Hope as a psychotherapeutic foundation ofcommon factors,placebos,and expectancies.In M.A.Hubble,B.L.Duncan,& S.D.M iller (Eds.),
The heart and soul of change: What works in therapy (pp.179-200).Washington,DC:American
Psychological Association.
van der Kolk, B. (1994). The body keeps the score: Memory and the evolving psychobiology of
posttraumatic stress, Harvard Review of Psychiatry,1, 253-265.
van der Kolk,B.(2012,October).Frontiers in trauma treatment.Lecture at Kripalu,Stockbridge,M A.
Wilson, R.J., Cortoni, F., Picheca, J.E., Stirpe, T.S., & Nunes, K. (2012). Community-based sexual
offender maintenance treatment programming:An evaluation.［Research Report R-188］Ottawa,
ON:Correctional Service of Canada.
Worling,J.R.,& Curwen,T.(2001).The“
ERASOR:”Estimate ofRisk ofAdolescent Sexual Recidivism(Version 2.0). Toronto:Safe-T Program, Thistletown Regional Centre.

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THE GOOD LIVES MODEL (GLM) IN THEORY AND PRACTICEDavid S. Prescott

I. INTRODUCTION
The Good Lives M odel (GLM) is a strengths-based rehabilitation theory that augments the risk,
need, and responsivity principles of effective correctional intervention through its focus on assistingclients to develop and implement meaningful life plans that are incompatible with future offending.
During the decade of its existence,the GLM has seen advances in its underlying theory and application,
as well as its popularity, although empirical support for its application in practice remains in its
infancy. This article briefly reviews the evolution of the application of the GLM, describes new andmore accessible terminology for key GLM constructs, and offers ideas for situating traditional treatment programme components within the GLM framework. This brief article is intended to provide asummary of recent developments from existing texts on the application of the GLM .

II. THE GOOD LIVES M ODELThe Good Lives M odel(GLM;Ward & Gannon,2006;Ward & Stewart,2003)has become increasingly popular in sexual offending treatment programmes (McGrath,Cumming,Burchard,Zeoli,& Ellerby,2010)and is in use in diverse jurisdictions around the world. The GLM is a strengths-based approach
to offender rehabilitation that augments the risk, need, and responsivity principles of effective correctional intervention (RNR;Andrews & Bonta,2010)through its focus on assisting clients to develop
and implement meaningful life plans that are incompatible with offending. Preliminary researchsuggests that the GLM can enhance client engagement in treatment and reduce dropouts from programmes (e.g., Simons, M cCullar, & Tyler, 2006), a factor well-known to be associated with higher
recidivism rates (Hanson, et al., 2002;Olver, Stockdale, & Wormith, 2011). This article reviews theevolution of the application of the GLM since its introduction,describes recently developed accessible
terminology for key constructs, and offers suggestions for applying the GLM in traditional treatment
programmes.
In brief, a central assumption of the GLM is that offending results from problems in the way an
individual seeks to attain primary human goods, which reflect certain states of mind, outcomes, andexperiences that are important for all humans to have in their lives. Examples include happiness,relationships/friendships, and experiencing mastery in work and leisure activities. Identifying the
primary goods that are most important to clients,and those that are implicated in the offence process,constitutes a fundamental component of assessment because treatment explicitly aims to assist clients
to attain these primary goods in personally meaningful, rewarding, and nonharmful ways in addition
to addressing re-offence risk (Ward, Yates, & Long, 2006;Yates, Prescott, & Ward, 2010; Yates &Ward, 2008). Within the GLM, in addition to representing risk factors for recidivism, criminogenic
needs are conceptualized as obstacles that block or otherwise frustrate pro-social attainment ofprimary human goods. They are therefore directly targeted in treatment as a crucial step towards
assisting clients to attain primary goods in their lives. In this way, clients become invested in thetreatment process because treatment explicitly aims to assist them live a fulfilling life in addition to
reducing and managing risk. As suggested by Ward,Mann,& Gannon (2007)“…offenders want better
lives not simply the promise of less harmful ones”(pp.106). It is beyond the scope of the current article
to describe the GLM theory and its development in detail. Key developments in recent years include
Director, Professional Development Quality Improvement, Becket Family Services.. Authorʼs Note: This paper is
extracted from an article of the same name in press by Gwenda M . Willis, David S. Prescott, and Pamela M. Yates, tobe published in the journal, Sexual Abuse in Australia and New Zealand.

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its alignment with desistance theory and research (Laws & Ward, 2011) and integration with the
Self-Regulation Model ― Revised (SRM-R;Yates, et al., 2010;Yates & Ward, 2008). Several journal
articles,books,book chapters,and guides for implementation are available that provide comprehensive
descriptions of the GLM theory, including these recent developments (Laws & Ward, 2011;Ward &M aruna, 2007;Ward, Yates, & Willis, 2012;Willis & Yates, in press;Yates, et al., 2010)
Ward and colleagues first proposed the GLM over a decade ago (Ward,2002;Ward & Stewart,2003);
however, its translation into practice has been much more recent (Willis, Yates, Gannon, & Ward, inpress;Yates & Prescott,2011b;Yates,et al.,2010). Not surprisingly,as with anynew model,technique,or approach, its application has not been without problems. In the first years of its existence, there
were few resources for clinicians,such as structured methods for assessing and examining the role ofprimary goods in the life and offence process of each client. As a result, it was common to find that
programmes attempting to implement aspects of the GLM were in fact implementing strategies thatwere not always in keeping with the tenets of the GLM;for example,simply adding a GLM module orcomponent onto the end of a traditional risk-oriented treatment programme (Willis, Ward, et al., inpress). Introducing the GLM at the end of a treatment programme is considered too late because thepotential for enhancing client engagement in each stage of treatment has been lost, and because thisapproach does not allow for examination of the relationships between GLM constructs such as primary
goods and offending and risk factors. M ore recently, an assessment protocol (Yates, et al., 2009),
cliniciansʼguide (Yates, et al., 2010), client workbook (Yates & Prescott, 2011b), and overview for
integrating the GLM into structured treatment programmes (Willis,Yates,et al.,in press)have become
available,in order to better aid clinicians to implement a fully informed GLM approach to treatment.

III. PRIM ARY HUM AN GOODS/COMMON LIFE GOALSThe GLM primary human goods were identified through an extensive review and synthesis of
psychological,social,biological,and anthropological research (Ward & Stewart,2003). Initial descriptions of the GLM proposed 10 primary human goods,while Purvis (2010)has suggested the separationof one of the initially proposed primary goods into two separate primary goods, suggesting thepossibility of 11 primary human goods. In addition, the terminology associated with these goods has
been explicitly revised (Yates & Prescott,2011a)in order to be more accessible to clinicians and clients
than previous terminology, and to reflect common life goals in order to emphasise the importance ofthe goods to all individuals. Table 1 (derived from Ward & Gannon, 2006;Yates & Prescott, 2011a;
Yates & Prescott, 2011b;Yates, et al., 2010)lists primary goods, common life goals, and their definitions. Examples of associated secondary or instrumental goods,which represent the concrete activities
or means through which primary goods are attained, are also provided. Secondary goods can bepro-social or antisocial, and examples of each are provided.

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Table 1Primary Goods, Common Life Goals, Definitions, & Possible Secondary/Instrumental Goods1
Primary Good

Common Life Goal

Definition

Life (healthy living
and functioning)

Life: Living andSurviving

Looking after physicalhealth, and/or staying aliveand safe.

Knowledge

Knowledge:
Learning andKnowing

Excellence in Workand Play2

Being Good at
Work and Play

Excellence in Agency Personal Choice(autonomy and self- and Independence
directedness)
Inner Peace (freedom Peace of M indfrom emotional turmoil and stress)
Relatedness (intimate, Relationships andromantic, and family Friendships
relationships)

Possible
Secondary/Instrumental Goods

Pursuing a healthy diet, engaging
in regular exercise,managing specific health problems, earning or
stealing money to pay rent or tomeet basic survival or safety
needs.
Seeking knowledge about Attending school or training
oneself, other people, the courses, self-study (e.g., reading),
environment, or specific mentoring or coaching others,
subjects.
attending a treatment or rehabilitation programme.
Striving for excellence and Being employed or volunteering inmastery in work,hobbies or meaningful work, advancing inleisure activities.
oneʼ
s career; participating in a
sport, playing a musical instrument, arts and crafts.
Seeking independence and Developing and following throughautonomy, making oneʼs with life plans, being assertive,
own way in life.
having control over other people,
abusing or manipulating others.
The experience of emo- Exercise, meditation, use of alcotional equilibrium; freedom hol or other drugs, sex, and any
from emotional turmoil and other activities that help manage
stress.
emotions and reduce stress.
Sharing close and mutual Spending time with family and/or
bonds with other people, in- friends, having an intimate relacluding relationships with tionship with another person.
intimate partners, family,
and friends.
Being part of, or belonging Belonging to a service club,volunto, a group of people who teer group,or sports team;being ashare common interests, member of a gang.
concerns of values.

Community

Community:
Being Part of aGroup

Spirituality (finding
meaning and purposein life)

Spirituality:
Having M eaning
in LifeHaving meaning and pur- Participating in religious activities
pose in life;being a part of a (e.g.,going to church,prayer),parlarger whole.
ticipating in groups that share acommon purpose (e.g., environmental groups).

Happiness

Happiness

The desire to experiencehappiness and pleasure.

Creativity

Creativity

The desire to create some- Painting, photography, and otherthing, do things differently, types of artistic expression; paror try new things.
ticipating in new or novel activities.

Socialising with friends, watchingmovies, sex, thrill-seeking activities, drinking alcohol, taking
drugs.

1Adapted from Yates and Prescott (2011a, 2011b), and Yates et al. (2010).
2The primary good that has been suggested as being separated into two primary goods (i.e., Excellence in Work andExcellence in Play;Purvis, 2010).

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Importantly, the common life goals represent changes to the labels of the original primary human
goods, but not to their original definitions, based on the authorsʼexperience and feedback fromclinicians and clients that the use of goal-based language is more accessible to clients and practitioners
and that revision to terminology was required for implementation in practice. What is crucial iscliniciansʼability to convey the meaning to clients in a manner that engages them in treatment, forclients to be able to relate important constructs to their own lives and experiences,and to differentiate
between secondary or instrumental goods and the underlying primary goods or common life goals theyseek to attain via these specific activities. When asking clients about their life goals and valued
activities,clients typically respond at the level of secondary goods,from which the underlying primary
goods or common life goals must be inferred upon exploration (a semi-structured interview protocol isalso available;see Yates,et al.,2009). That is,a secondary good could indicate importance placed on
any number of primary goods,and assessment is required to determine which life goal is being sought.
For example, creating Aboriginal art might reflect numerous underlying primary goods/common life
goals, including creativity, being good at work, being good at play, peace of mind, spirituality,
belonging to a group,and community. Only through exploration of what the Aboriginal art means tothe client can the underlying primary goods or common life goals be identified. Using a different
example,a client might have an extensive historyoftheft,an instrumental/secondarygood which could
indicate attempts to achieve the common life goals of life (e.g.,stealing money to pay rent),happiness(e.g., enjoying the risk-taking element of stealing), personal choice and independence (e.g., being
financially independent),community(e.g.,belonging to a gang),or any combination of these. Without
exploring what the client gains from theft, the clinician could erroneously conclude that the client is
simply antisocial, resulting in an incomplete treatment approach to this behaviour.
The common life goal terminology was designed to provide a concrete and more accessible language to convey primary human goods. It is acknowledged that jurisdictional and cultural differences
might warrant subtle changes to the labels provided. In a recent small-scale study in Australia whichused the common life goal terminology, this terminology was found to be generally well understood;
however,clients indicated that “being good at play”was better understood as “being good at hobbies
and leisure activities;”and “
life:living and surviving”was better understood as “physical well-being
and safety”(Willis & Yates, 2012). Whatever labels are used, it is crucial that each clientʼs valuedcommon life goals and the goals implicated in offending are identified at the point of assessment,that
treatment is designed around these goals and their relationships to offending, and that clients understand these and are able to applythem to their lives and during treatment. Using the GLM ,each clientʼstreatment or intervention plan is centred around these common life goals (see Willis, Yates, et al., inpress),which forms the basis of a future-oriented good life plan (GLP). GLPs contain a detailed set ofplans for achieving valued common life goals in personallymeaningful ways that are incompatible with
future offending.

IV. INTEGRATING COMMON LIFE GOALS WITH
TRADITIONAL TREATM ENT COMPONENTS
Critical to using the GLM and in keeping with the needs principle of effective correctional interventions (Andrews & Bonta,2010)is the assessment of criminogenic needs.The key difference in using the
GLM is how criminogenic needs are understood, included, and addressed within the overarchingframework of a treatment programme and the emphasis on each clientʼs GLP (for details see Willis,
Yates, et al., in press;Yates & Prescott, 2011b;Yates, et al., 2010;Yates & Ward,2008). The aims ofeach treatment component or module are framed using approach goals (goals that the person can work
towards and that are desirable),as opposed to solely avoidant goals (undesirable goals that the persontries to avoid), and are linked to the fulfillment of common life goals. For example, a module
addressing relationships would focus on how to seek out and establish satisfying relationships rather
than a focus on overcoming intimacy deficits and avoiding problematic relationships. M ost modules
common to RNR-based programmes, and all modules targeting the reduction or management ofcriminogenic needs, can be linked to one or more common life goals.
To review,treatment aims to assist clients to attain common life goals in pro-social,non-offending
ways, while simultaneously targeting risk reduction. Addressing criminogenic needs is a crucial stepin working towards these dual aims. For example,consider a client who places high importance on the

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common life goals of relationships, peace of mind, and personal choice and independence, yet has
marked emotion regulation problems and intimacy deficits (both dynamic risk factors;see Hanson,
Harris,Scott,& Helmus,2007;Hanson & Morton-Bourgon,2005). Using the GLM ,treatment goals will
centre on developing skills to attain the clientʼs valued common life goals, which will necessarily
include developing effective emotion regulation and intimacy skills to both manage risk and to enable
the client to attain these goals via non-harmful means. By contrast, in a traditional risk-based
program,addressing emotion regulation problems and intimacy deficits would occur in the absence ofany link to a clientʼs priorities and goals in life and would typically be focused on avoiding situations
in which these problems arise and/or on developing and rehearsing strategies to simply cope with thesestates when they occur as a risk reduction strategy.
As illustrated in Table 2, using the GLM , construction of an integrated good life/self-regulation/risk management plan (including a future oriented GLP) replaces the traditional relapse prevention
plan towards which clients work throughout treatment. Rather than a focus solelyon risk factors,highrisk situations, warning signs, and coping strategies, this plan centres on clientsʼvalued common life
goals and their relationships to offending, risk factors, and self-regulation failure. In addition tofactors that are targeted in and of themselves, risk factors are also conceptualised as obstacles,
barriers, or threats toward implementing the GLP, and strategies for addressing risk factors areincluded such that any potential threats to the GLP can be effectively managed. For example,the risk
factor of emotional congruence with children may be seen as interfering with the common life goal of
relationships and friendships with others, in addition to creating a risk to re-offend. Risk factors areincorporated into the GLP, but in a way that is meaningful to the client. Returning to the same
example, using treatment as a means of solely or predominantly for avoiding all interactions withchildren will likely be less successful than developing skills in interpersonal competence in relationships with adults. “Risk factors”that signal that the GLP is not being implemented and that individuals
are not actively pursuing valued goals, are also included (Yates et al., 2010). Table 3 provides afuture-oriented GLP template, illustrating the integration of common life goals,risk factors,and risk
management strategies.

V. CONCLUSIONThe GLM is a theoretical and rehabilitation framework that augments accepted empiricallyderived
principles of effective correctional programming and that supplements existing research-based practice. As illustrated in the current article, the GLM and its operationalization and application have
evolved considerably over the past decade. This brief article has described alternative terminology for
key GLM concepts and outlined how treatment components based on established risk factors can besituated within a GLM framework. The developments presented in this article are designed tosupplement existing GLM resources (see Willis, Yates, et al., in press; Yates, et al., 2009; Yates &Prescott,2011b;Yates,et al.,2010)and to promote the GLMʼs application as intended ― as a treatment
approach and a framework informing treatment programmes in their entirety. Integrated appropriately, the GLM offers the potential to enhance outcomes of cognitive-behavioural,RNR-based treatment
programmes through keeping offenders meaningfully engaged in treatment and in activities to attainlife goals in ways that are incompatible with offending. However, misguided application could
unintentionally increase the very risk practitioners work to prevent and manage.

VI. REFERENCES
Andrews, D. A., & Bonta, J. (2010). The psychology of criminal conduct (5th ed.). Cincinnati, OH:
Anderson Publishing.
Hanson, R. K., Gordon, A., Harris, A. J. R., Marques, J. K., M urphey, W., Quinsey,V.L.,et al.(2002).
First report of the collaborative outcome data project on the effectiveness of psychologicaltreatment for sex offenders. Sexual Abuse: A Journal of Research and Treatment, 14, 169-194.
doi:10.1177/107906320201400207
Hanson, R. K., Harris, A. J. R., Scott, T., & Helmus, L. (2007). Assessing the risk of sexual offenders
on community supervision:The Dynamic Supervision Project. Ottawa:Public Safety Canada.

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VISITING EXPERTSʼPAPERS
Hanson, R. K., & Morton-Bourgon, K. E. (2005). The characteristics of persistent sexual offenders:A
meta-analysis of recidivism studies.Journal of Consulting and Clinical Psychology, 73,1154-1163.
doi:10.1037/0022-006X.73.6.1154
Laws, D. R., & Ward, T. (2011). Desistance and sex offending: Alternatives to throwing away the keys.
New York, NY:Guilford Press.
Losel, F., & Schmucker, M. (2005). The effectiveness of treatment for sexual offenders:A comprehensive meta-analysis.Journal of Experimental Criminology,1,117-146.doi:10.1007/s11292-004-6466-7
M arshall,W.L.(2005).Therapist Style in Sexual Offender Treatment:Influence on Indices of Change.
Sexual Abuse: Journal of Research and Treatment, 17 , 109-116.doi:10.1177/107906320501700202
M cGrath, R. J., Cumming, G., Burchard, B., Zeoli, S., & Ellerby, L. (2010). Current practices andemerging trends in sexual abuser management: The Safer Society 2009 North American survey.
Brandon, Vermont:Safer Society Press.
Olver, M. E., Stockdale, K. C., & Wormith, J. S. (2011). A meta-analysis of predictors of offender
treatment attrition and its relationship to recidivism. Journal of Consulting and ClinicalPsychology, 79 , 6-21. doi:10.1037/a0022200
Prescott,D.S.(2013).M otivational interviewing:An update for professionals working with people whohave sexually abused. The Forum, Newsletter of the Association for the Treatment of Sexual
Abusers (ATSA), 25, 1-9.
Purvis, M. (2010). Seeking a Good Life: Human Goods and Sexual Offending. Germany: LambertAcademic Press.
Simons, D. A., McCullar, B., & Tyler, C. (2006). Evaluation of the Good Lives Model approach totreatment planning.Paper presented at the 25th Annual Association for the Treatment of Sexual
Abusers Research and Treatment Conference, Chicago, Illinois.
Ward,T.(2002).Good lives and the rehabilitation of offenders:promises and problems.Aggression andViolent Behavior, 7 , 513-528. doi:10.1016/S1359-1789(01)00076-3
Ward, T., & Gannon, T. A. (2006). Rehabilitation, etiology, and self-regulation: The comprehensive
good lives model of treatment for sexual offenders.Aggression and Violent Behavior, 11,77-94.
doi:10.1016/j.avb.2005.06.001
Ward,T.,M ann,R.E.,& Gannon,T.A.(2007).The good lives model of offender rehabilitation:Clinicalimplications. Aggression and Violent Behavior, 12, 87-107. doi:10.1016/j.avb.2006.03.004
Ward, T., & Maruna, S. (2007). Rehabilitation: Beyond the risk assessment paradigm. London, UK:
Routledge.
Ward, T., & Stewart, C. A. (2003). The treatment of sex offenders:Risk management and good lives.
Professional Psychology: Research and Practice, 34, 353-360. doi:10.1037/0735-7028.34.4.353
Ward, T., Yates, P. M ., & Long, C. A. (2006). The Self-Regulation Model of the Offence and Relapse
Process, Volume II: Treatment. Victoria, BC: Pacific Psychological Assessment Corporation.
Available at www.pacific-psych.com.
Ward,T.,Yates,P.M.,& Willis,G.M.(2012).The Good Lives Model and the Risk Need Responsivity
M odel: A critical response to Andrews, Bonta, and Wormith (2011). Criminal Justice andBehavior, 39 , 94-110. doi:10.1177/0093854811426085
Ware, J., & Mann, R. E. (2012). How should “acceptance of responsibility”be addressed in sexual

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offending treatment programs?Aggression and Violent Behavior, 17 , 279-288.
Willis, G. M ., Ward, T., & Levenson, J. S. (in press). The Good Lives M odel (GLM ):An evaluation of
GLM operationalization in North American treatment programs. Sexual Abuse: A Journal of
Research & Treatment.
Willis, G. M ., & Yates, P. (2012).Assessing attainment of GLM primary goods.Paper presented at the
31st Annual Conference of the Association for the Treatment of Sexual Abusers, Denver, CO.
Willis, G. M ., & Yates, P. M . (in press). Strengths-based theories and sexual offending. In T.Ward &T. Beech (Eds.), Theories of Sexual Offending. West Sussex, UK:Wiley-Blackwell.
Willis, G. M ., Yates, P. M., Gannon, T. A., & Ward, T. (in press). How to integrate the Good Lives
M odel into treatment programs for sexual offending: An introduction and overview. Sexual
Abuse: A Journal of Research & Treatment. doi:10.1177/1079063212452618
Yates, P. M . (2002). What works:Effective intervention with sex offenders.In H.E.Allen (Ed.), Whatworks: Risk reduction: Interventions for special needs offenders (pp. 115-163). Lanham, MD:
American Correctional Association.
Yates,P.M .,Kingston,D.A.,& Ward,T.(2009).The Self-Regulation Model of the offence and re-offence
process: A guide to assessment and treatment planning using the integrated Good Lives /Self-Regulation Model of sexual offending. Victoria, BC: Pacific Psychological Assessment
Corporation.
Yates,P.M .,& Prescott,D.S.(2011a).Applying the Good Lives Model to clinical practice: Redefining
primary human goods. Newsletter of the National Organisation for the Treatment of Abusers(NOTA)(http://www.nota.co.uk/), 68, December 2011.
Yates,P.M.,& Prescott,D.S.(2011b).Building a better life: A good lives and self-regulation workbook.
Brandon, VT:Safer Society Press.
Yates, P. M ., Prescott, D. S., & Ward, T. (2010). Applying the Good Lives and Self Regulation Models
to sex offender treatment: a practical guide for clinicians. Brandon, VT:Safer Society Press.
Yates,P.M .,& Ward,T.(2008).Good lives,self-regulation,and risk management:An integrated modelof sexual offender assessment and treatment. Sexual Abuse in Australia and New Zealand: An
Interdisciplinary Journal, 1, 3-20.

86PARTICIPANTSʼPAPERS
STRESS MANAGEMENT OF CORRECTIONAL PERSONNEL ―THE HONG KONG EXPERIENCE
Alex Kee-hang Ng

I. INTRODUCTION
Stress is commonplace in everyday life. On top of family, environment and other changes in life,
work is one of the major sources of stress. Chronic stress can affect the immunity system and lead toserious illness. (Stranks Jeremy, 2005).
Correctional work is a challenging job which requires high consumption of energy and mental
resources. Excessive strain impairs work performance and the body and also increases the risk ofvarious health problems. Persistent exhaustion induces irritability and low mood, which affects
correctional officersʼsocial and familyrelationships. In severe cases,symptoms ofmood disorders may
also arise. It is important for the staff members to unwind from work stress and give themselves aboost from time to time. By doing so, they can cope with job challenges in their fittest state.

II. SOURCES OF WORK STRESS FOR CORRECTIONAL STAFF
As a member of a disciplined force, discipline, conduct and integrity are of vital importance.
However,repression of emotions will cause mental stress and many emotional,mental and behaviouralproblems. There are some common stress-inducing problems faced by correctional officers in Hong
Kong:
A. Remote Workplace and Shift Work Pattern
Some staff working in remote areas may spend more time travelling. They have to adjust their life
pattern to compensate for the travelling time. Besides,working shifts will upset the biological clock,and adaptation is required. Change of shift also requires frequent physical and mental adjustment.
Rotating shifts may also reduce the ability of staff to perform their work conscientiously because of
fatigue and irritability.
On the other hand, since days off usually fall on weekdays, which is different from those of theirfamily members and friends,special arrangements are required for making a gathering possible. In thelong run,frequent absence from family and social gatherings will result in a distant relationship withother family members and friends.
B. Threats Created from Inmates and the Public Expectation
The threat of inmate violence against staff is definitely a source of stress for correctional officers.
Actual violence,including assaults,hostage taking,riots,inmates attacking each other and suicides ofinmates can be some other sources of stress for staff not only during the happening of the incidents but
also afterwards. Staff are required to stay extremely alert during the working hours and take prompt
and accurate reaction to emergencies.
Also, some staff also find continuous unreasonable demands and attempts of manipulation byinmates to be stressful. The increase of transparency of correctional services to the public and theever-upgrading of public expectations towards the quality of correctional services also gives extra
stress to staff. Some staff members are afraid of being complained about by the inmates or the public
and, therefore, facing disciplinary action or even legal prosecution.

Principal Officer (Rehabilitation Unit 1), Hei Ling Chau Addiction Treatment Centre, Hong Kong.

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C. Poor Working Relationships with Supervisors and Colleagues
Some staff feel stress while working with their supervisors and colleagues within the correctional
regime. They find it difficult to get support from supervisors and colleagues during challenging
situations like confrontations with inmates. Some of them mayhave the perception that colleagues andsupervisors do not appreciate their work performance and therefore are worried about their chances
for being promoted.
D. Financial Management StressSome staff may fall into the trap of overspending;they always come up with a lot of excuses tojustify their over-spending behaviour. As a result, their incomes often fail to meet the expenses.
Buying on credit habitually, they may end up in a world of debt and fail in their responsibility as abreadwinner. Family members also suffer when they have to settle the debt of staff. Being indebted
for a long period of time can result in divorce or loss of job. It definitely impairs emotional andphysical health.
Gambling is another source of poor financial management. Countless cases reveal that gambling
would eventually cost oneʼs valuable assets such as friendships, family, money, career or, ultimately,
life. When staff are obsessed with gambling,they will feel unease when not gambling. Their work andfamily will come second to gambling and most importantly, they will do anything for gambling or
paying debts, including illegal acts.

III. MEASURES FOR STRESS MANAGEMENT
A. Promotion of Healthy and Balanced Lifestyles
Peopleʼs lives can be broadly divided into two parts:firstly,their responsibilities /pressure,such as
the responsibilities towards their family, work, studies or friends and, secondly, their enjoyment /contentment,such as the joy of being with their familyand friends,their achievements,the physical andmental well-being maintained as well as spiritual fulfillment. Failing to strike a balance between thesetwo, that is the responsibilities outweigh the enjoyment or vice versa, will easily trigger a series ofphysical and mental problems. In view of the above,the Hong Kong Correctional Services Department
encourages its staff to enjoy a healthy and balanced lifestyle with the following means:
1. Sports and Recreation Activities
The Correctional Services Department Sports Association arranges sports and recreation activities
for staff members of the Department. The Associationʼ
s work is an essential part of our drive topromote a healthy and balanced lifestyle among staff and cultivate their esprit de corps. During 2012,
among the many events organized were the Annual Sports Meet, Swimming Gala, 10K Distance Run,
Family Outing on Hei Ling and other inter-institutional competitions.
2. Charity and Fund-raising Events
The Department always encourages its staff to participate actively in charity and fund-raising
events including the Community Chest of Hong Kongʼ
s Corporate and Employee Contribution Programme and Walk for Millions. In recognition of our participation, we have been presented by theCommunity Chest of Hong Kong since 2008 the Highest Donation of Civil Service Category, Highest
Participation Rate of Civil Service Category,Outstanding Award and Silver Award in 2010/2011. The
Department also won the Outstanding Walking Team Award in the 2010/2011 Walks for Millions.
3. Volunteer Services
The Oi Kwan Volunteer Group Limited seeks to extend our spirit of care to the community throughbenevolent activities. During 2011,over 14,000 service hours of voluntary work were provided by our
1,900 volunteers in various social services including HSBC Pok Oi Cycle for Millions and Oxfam
Trailwalker. In 2011, our volunteer group was awarded the Fourth Hong Kong Volunteer Award by
the Agency for Volunteer Service in recognition of our volunteersʼcontribution for the benefit ofothersin the community.
B. Enhancement of Staff Relations and Welfare
The Staff Relations and Welfare Unit coordinates all matters relating to staff welfare and offers

88154TH INTERNATIONAL TRAINING COURSEPARTICIPANTSʼPAPERS
immediate assistance to staff and their families in times of need. Loans and grants for certain serving
and retired personnel and family members are issued through the Correctional Services Department
Welfare Fund. The Unit also administers the Correctional Services Department Central Fund toprovide insurance coverage to staff on a voluntary basis.
The Correctional Services Childrenʼs Education Trust provides financial assistance to children ofAssistant Officers and equivalent grades in the Department to help them pursue higher education.
Disabled children undertaking full-time education or training also received financial assistance fromthe Trust. In 2011, a total of HK$702,227 was granted to 141 recipients.
With the continual, sustainable and total commitment in caring for the well-being of the staff andtheir families as well as the community, the Department has been awarded the “
5 Years Plus Caring
Organisation Logo”under the Caring Company Scheme organized by the Hong Kong Council of Social
Service.
C. Comprehensive Staff Psychological Services
Psychological well-being is crucial in helping staff members to lead a happy life and get contentment in work. Research shows that accumulated pressure can lead to emotional problems andaddictive behaviours which will affect a staff memberʼs family life, work or social life. The Staff
Psychological Services was set up to provide services for those colleagues in need,and colleagues arewelcome to call them for an appointment.
Currently,the Staff Psychological Services have two offices at Stanley and Lai Chi Kok staffed by
two Clinical Psychologists (Staff Services) with the support of an Officer, Assistant Officer II and a
Project Assistant. The objectives of their services are to strengthen the ability of colleagues to face
adversity and work pressure so as to maintain the provision of highly efficient custodial services andto enhance the psychological well-being of colleagues so as to create a harmonious and inclusive
working environment and help them develop balanced and healthy lifestyles.
Apart from providing staff and their families with psychotherapy,the Staff Psychological Services
also introduces psycho-education materials as well as relaxation facilities. Videos and leaflets on
related topics were produced to help staff in making work adjustment as well as understanding andmaintaining psychological well-being. A website on psychological services for healthy and balanced
lifestyles was launched in May 2011 where staff members have access to updated psycho-educational
messages, columns on specific issues and interactive games. Talks and seminars on healthy andbalanced lifestyles are given to new recruits,serving staff and their families at various venues. Ad hocintervention and debriefing work for staff and their families who are actively facing critical events arealso provided.
D. Building an Ethical Culture
Since its establishment in 2007, the Departmental Ethics Committee has made an all-out effort tomaintain a high level of staff integrity and to promote an ethical culture within the Department. In
June 2011,the Department launched a brand new Integrity Ambassadors Programme by appointing 73
Integrity Ambassadors to assist in the promotion of integrity management and good citizenship at theinstitutional level. Meanwhile, seminars on corruption prevention were continuously organized for
Officers and Assistant Officers as a sustained effort to enhance integrity and ethical culture. In
September 2011,a comprehensive model on integrity management,namely the Total Ethics Assurance
M anagement (TEAM )― SPIRIT Model was promulgated which helps to promote integrity management within the Department through a more comprehensive and structured manner.

IV. CONCLUSION
M ost staff members need a certain level of stress to perform well in their work. Unfortunately,thismotivation can turn to negative stress due to work overload,threats and workplace conflicts. In orderto maintain healthy lives, staff members need to be more aware of stress, their personal stressresponses and measures for handling stress.

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Stress among correctional personnel is widespread according to research studies. Different kindsof stress sources can impair the health of staff,cause them to burn out and even ruin their family lives.
Developing effective means to prevent and handle stress of staff has become a top concern forcorrectional administrators around the world. However, it is not easy to develop and maintain asuccessful stress management programme. It requires the wholehearted participation from top
management to frontline staff. Supervisors and colleagues are also required to be trained for spotting
and referring staff who may be experiencing stress. As a whole,the organizational culture also needs
to be changed to enhance stress management within correctional institutions.
Reference
Stranks, Jeremy (2005) Stress at Work ― Management and Prevention 41-42. Elsevier ButterworthHeinemann.

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STRESS AMONG STAFF AS EXPERIENCED IN THE
KENYA PRISONS SERVICE
Angus Masoro Kimega

I. DEFINITION OF STRESS
Stress is one of the most common words used in society today and a phenomenon that each one of
us will experience at some point in our lives. Stress affects people of all ages, professions and life
situations.However,stress can be defined as a physical,mental,or emotional strain or tension caused
by our exposure to different incidences or occurrences in our lives.When we respond positivelyto theseincidences or occurrences we do not feel stress.While some workplace stress is normal,excessive stresscan interfere with your productivity and impact your physical and emotional health. You cannot
control everything in your work environment.

II. CURRENT SITUATION AND CHALLENGES
The Kenya prisons system is majorly constrained by congestion and other constraints in most of its
undertakings.
A. Congestion in PrisonsWith 110 prison institutions in the country,most of them have taken in a population of over twice
their recommended capacities. This has come about due to the slow pace of putting up additional
facilities commensurate with the countryʼ
s population growth.By this we do not imply that criminality
and the need for custodial institutions are by ratio to be proportional to inmate accommodation inprisons,but more could have been done in this field as is currently available.All other criminal justiceagencies have expanded to cater to the ever increasing population.This can only mean a higher prison
population.The general perception of the masses is that the only way an offender can be made to pay
for their crime is to be locked up into confined custody.Congestion in itself stresses staff in having tomanage large numbers of people in the limited facilities that exist.
B. Constraint of Efficient Equipment
In every gathering of people, the provision of basic needs can be highly demanding and varied.
Transport, feeding, safety from accidents, allocation of accommodation, attending to medical andsocial needs are just some of matters that have to be handled as they arise. In the advancement oftechnology and crime, it is only fair that the prison officers have reasonable power to challenge
whatever may come out before them. Physical protection equipment may both be insufficient incapacity,quantity or knowledge on how to use it in a prison crisis.A minor fire incident for example
may cause panic due to insufficient firefighting equipment, or inappropriate gear for the type of fireor even the inability and careless use of an otherwise effective piece of equipment by staff.All this iscoupled with the fact that the environment is limited in fire escape routes and the apparent danger toall persons is very real.
C. Poor Physiology of Inmates
Prison populations are more commonly filled with the lesser endowed of any society.These persons
are most disadvantaged in general health, civic and legal information to articulate their immediatesituation, education to appreciate technical challenges and self help information coming their way.
Having to repeatedly and routinely explain yourself over and over again to every other client is aburden to the staff, not to mention the arrogance and ineptitude of most inmates.

Staffing Officer, Administration, the Prisons Headquarters.

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RESOURCE MATERIAL SERIES No. 91
D. Insufficient Training of Staff
Though all staff after recruitment are taken through vigorous training as required for a prisons
officer,this training cannot prepare them for the practical and dynamic nature oftheir work ahead.We
are lacking in frequent refresher courses that can allow staff to relearn their work presenting theirunderstanding of the challenges they meet. Class theory classes have never proven fully applicable in
the field.The training curriculum too has to address emerging trends rather than remain rigid of longpast expectations. The regulations controlling staff should be made suitable to accommodate theinitiatives of the staff in certain situations.
E. Low Income and Working Environments
The remunerations awarded to most junior staff have never been perceived as sufficient comparing
the circumstances they go through. They will argue on allowances. Who is at more risk of suffering
harm in the case of prisoners becoming violent towards staff?Who is on the front line,as in war,whendisaster strikes in a prison facility?Who has to physically get their hands dirty when whatever messhas to be cleaned up?And then how does the ratio of allowances relate to the threats faced. How dotheir housing and working environments for example compare with the military or corporate world.
F. Unclear Career Progression
Often when a person is enlisted as a prisons officer they do not have an alternative means of
livelihood or safe exit.The officer will then likely surrender to his or her fate and will not invigorate
him-or herself both on and off duty. The chances for promotion for most officers are very few.This
is due to the sheer large numbers of staff against much fewer vacancies for promotion available.The
enlistment of more highly educated persons with every successive recruitment reduces long-serving
staffʼ
s chances of achieving the competitive grades for promotion.
G. Drug and Substance Abuse
Consumption of alcohol and cigarette smoking has been common practice for young adults.This has
been a perceived milestone in gaining independence and a sign of maturity.It is born from many of out
indigenous cultures where wine was shared among adults or elders. The current use of alcohol andtobacco bears heavily on abuse.The quantities taken are much higher and the effects anticipated arethose for intoxication rather than relaxation.There also have been growing cases of addiction which
if not well handled leaves the victim at a hopeless state and insufficient in either his or her work andfamily.Psychotropic drug use is illegal in Kenya and heavily punished by our laws.Victims of drug use
are very weary of this fact and keep very secretive and in constant denial thus making it hard todiagnose this problem in a hope of helping them through rehabilitation.
H. Staff Health Challenges
Quite a number of staff suffer medical challenges.M ajor cases include HIV/AIDS and tuberculosis.
The stigma attached to this epidemic though highly reduced is still of concern. Unfortunately somestaff will deny being affected hoping by some miracle it would go away.In their darkest of time theyfind they are still sick. Also, many of our men and women are not of the habit of seeking medication
for what they may call minor discomforts.These may be dental or eye problems that can be solved bymere dentures or spectacles. It is viewed as a weakness to fall to illness. Some managers do still
discriminate against staff or some assignments due to their state ofhealth.This sometimes is done even
if the assignment or illness does not inhibit an individual from doing that work.
I. Social and Domestic Affairs
These are mainly issues that are about relations, relationships and community expectations. Our
self-esteem and confidence is built partly on the persons we associate ourselves with.M ost importantly
will be how social and intimate relations are founded. Healthy relations would be with persons of
non-criminal or non-dubious character. We seek to associate with morally upright persons of highmoral standing.If the workplace relationship is romantic,there is the concern that it may be compromising the interests of both partners in infidelity.
By our backgrounds,many of us are closely linked to family and long lists of distant relatives whocall for our attention and influence how we are expected to be seen in public.We have never been thecaptains of our own ships. By extension the communities have an effect on us as have families.

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154TH INTERNATIONAL TRAINING COURSEPARTICIPANTSʼPAPERS
Sexual harassment in the workplace is an important cause of workplace stress. In the workplace,
women are more likely to experience sexual harassment compared to men.
J. Fear of Sanctions.
In the hope of keeping a good record of service worth recognition and possible promotion, juniorstaff are in constant fear that theymaybe found having committed a grave offence that will make themlose a hopeful chance of advancement.This is even more apparent when their supervising officer is aharsh disciplinarian.Such a worker will always be in fear thus stressed of an unidentified situation.In
extreme situations the staff will want to work to please the supervisor,even if they believe they may
be doing the wrong thing.

III. IDENTIFYING THE UNDERLYING PROBLEMS
M any of these problems arise where the policies are missing or the workers do not have theinformation sufficiently served on them. Every worker has a right to safeguard the goals of theirorganization. In doing so their duties are to be well defined and met in the best possible way.
Supervisors and managers on the other hand have a responsibility to keep all their workers comfortable for enhanced production.

IV. EXPLORING THE POSSIBLE SOLUTIONSa)Congestion has escalated in many countriesʼprisons. This is because by holding the belief thatalternative sentencing, such as community service, fines and hosts of other interventions,is not being
used as a substitute for incarceration. With this in mind prison expansion programmes are hardly
carried out. As much as these acceptable and more humane methods of punishment are viable,deliberate efforts should be made to increase the inmate holding capacity in all prisons.Also importantis to meet the United Nations Standard M inimum Rules on provisions for staff and inmates.
b)The proper equipping of prisons cannot be overemphasized. Though corrections staffs arehandling persons commonly rejected by the public, as some would want to say,their dignity and thatof staff cannot be compromised.Then begs the question as to what will happen to vast investments infacilities when we do not have a large criminal society to occupy them?
c) All our rehabilitation programmes and prison discipline should be geared to achieving a basic
education and standard of life that all inmates are to comply with.It should not be left for inmates orstaff to vary lifestyles for different classes of inmates. I would quickly follow to say that knowledgeable inmates should be encouraged to pursue challenging skills. This should not imply that the lessendowed educationally or socially are demeaned.
d)Staff training is to be a programmed and continuous process. The training facilities should use
examples from other institutions even out of their respective countries as study cases,and should share
this information and programming responses appropriate with their individual circumstances.
e) We believe everyone should draw a fair wage commensurate with their duties. Besides theindividual had the choice to take prison officerʼ
s duties with the remunerations it was advertised tocarry.Notwithstanding the above,I consider it is time prison officers were considered as a special skill
professional.They may not make large profits,or defend the nation against external aggression.Their
duty is equally unique and important to be kept right so that all other activities of nation building
remain on course.
f) We will always need officers at all seniority levels. The challenge here would be to have all
officers contented with their effort and duties. More non-promotion appraisal and recognition should
be practiced.There will not be sufficient hierarchy to move up all good performers,but a recognition
scheme can be realized as vacancies for promotion are being awaited.This will keep the spirits of theworkers high. It is very demoralizing to see younger staff climb the rungs of authority while somewell-seasoned guards remains unnoticed just for lacking prerequisite academic papers.

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RESOURCE MATERIAL SERIES No. 91g)Alcohol and drug use is a growing epidemic among the younger generation of Kenyans. What
was a social drink has become a vital component of socialization.Unknowingly many victims learn of
their dependencies at late stages and are skeptical about rehabilitation programmes.Addictions should
be understood to be illnesses that need as much help as would a malaria patient.It will be hard though
to convince law enforcement that an offence has not been committed by this patient.
h)Failed health should not be a disqualifying factor for any opportunity for staff.Needless to saythat the level of health provision should be raised to include mandatory counselling and regular healthreviews.
i) Nothing much can be done to control how people socialize outside of work. Guidance should,
however, be kept so such interactions do not spread a sense of tension in the workplace so as tocompromise the productivity of the organization. The organization can develop policies that address
business interests and romantic relations.It is best not to deny that these relations will emerge,but tokeep them contained so they do not hurt the organizationʼ
s paramount goal.
j) Work guidelines should be clearly spelled out and explained to the workers.Both the supervisor
and the supervisee should be clear on their roles and powers.When unchecked this leads to harassment
mainly by a senior colleague for the his or her advantage.

V. CONCLUSION
Correctional officersʼjobs around the world have been rated among the ten most stressful jobs inthis world.Evidently that is in part because they are working with persons who happen to be there by
a judicial process and not by their volition. With that they are not bound to be the most cooperative
team to work with. I wish to encourage correctional officers to appreciate themselves for keeping to
the tenets of this noble job. We wish you great luck and strength in your every undertaking.

94

STRESS MANAGEMENT OF CORRECTIONAL PERSONNEL
Hye-ri JEONG

I. INTRODUCTION
Correctional officersʼstress not only influences the quality of oneʼs life but also corrections andrehabilitation of inmates.Therefore correctional officersʼstress can be a serious obstacle to achieving
the objectives of the organization.In this paper,the meaning and factors of stress and the methods ofrelieving stress will be discussed. Through this work, it is hoped that we will discover some ideas ofpolicy for stress management.

II. STRESS MANAGEMENT OF CORRECTIONAL PERSONNEL
A. Status of Job Stress of Correctional Officers
1. Previous Studies of Correctional OfficersʼStress in Korea
Job stress is a physically and mentally adverse reaction that occurs when a workerʼ
s abilities orresources,or the workerʼ
s desire,do not match the job requirements.According to previous studies in
Korea,job burnout of correctional officers was higher than police officers.Seventh grade correctional
officers had the highest burnout level, and officers who have worked for 10 to 19 years had a higher
burnout rate than the officers with 1 to 9 years of experience.
2. A Result of Job Stress and the Need to M anage
Experiencing a variety of stresses at work is known to affect the individualʼs loss of productivity,
physical symptoms such as sleep disorders,anxiety etc.To control job-related stress is more difficult
than to control stress in day-to-day life;each person will have a negative work ethic in the process ofexperiencing job stress.
Thus, too much stress leads to job dissatisfaction;this will be the biggest stumbling block to therehabilitation of prisoners. Therefore,all individuals should have the ability to respond effectively tothe stress. Organizational efforts are also required to identify and eliminate job stress factors and tobuild a support system to enhance a personʼ
s ability to cope with stress.
B. Factors of Job Stress
1. Characteristics of the Work:To Perform Their Duties in Crisis
There is a probability that accidents can occur at any time in correctional facilities,so correctional
staff must always deal with tension in the workplace. Attacks, hostage-taking, riots, assaults frominmates and suicidal or self-inflicted harm attempts are major stress factors.Threats of violence havemore serious impacts on stress than the other factors.
Job performance in a crisis not only causes a threat to life but increases the fear of revenge byinmates after release. Sometimes the helplessness of not being able to respond to the misconduct ofinmates can be a stress factor. In addition, a shift system can be a factor which causes stress.
2. Overburden
In spite of increasing workload recently, due to the introduction of new correctional programmes
and the policy of improving the treatment of prisoners, correctional staff are in the midst of a toughsituation to perform the activities of rehabilitation because break time and meal time are short and,atthe same time,there are many inmates to be managed by each staff member.Due to concerns about theSuperintendent, Director of Welfare Division, Cheonan Correctional Institution, Republic of Korea.

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RESOURCE MATERIAL SERIES No. 91
heavy work of other employees, vacation or early leave may not be used without permission.
Exploiting claims on release of information as a means of harassing the staff and the rights to sue,accuse, and appeal to human rights are the factors of overburden.1
Table 1:The number of inmates per staff member who works in cells (In 2004)
E PrisonK Prison

C PrisonJ Prison

D Prison

S Detention house

121

47.9

74.2

77

123

98.6

Picture 1:Annual average number of inmates per staff member (1992〜2011)(Number of inmates)(Year)

Table 2:Number of cases where inmates disobey the treatment (2007〜2011)
contents(unit :case)

Petition

Administrative
judgment

administrative
litigation

Sue and accuse

2007

1,999

268

63

1,277

2008

2,330

301

83

1,153

2009

2,205

354

104

1,173

2010

1,573

245

79

800

2011

1,313

239

77

646

year

3. Poor Working Environment
Working environments of prisons and workshops that most staff are working in are poor. And
overcrowding can be one of the factors that causes poor work environment.

1While inmates used the method of violating discipline or causing correctional accidents including assault to express theircomplaints or attempt to have what they want in the past,the tendency of false accusations and litigating human rights
is increasing.

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154TH INTERNATIONAL TRAINING COURSEPARTICIPANTSʼPAPERS
Chart 1:The State of Correctional Facilities by the Elapsed Years

4. Role Stress Due to Role Conflict
Role conflict between establishing orders and correction and rehabilitation for re-socialization may
trigger stress. This is called “security or treatment”in Korea.
5. Low Social Recognition for Corrections Officials
The negative images that the public have of correctional officers can also be stressful.
6. Other Factors Such as Organizational, Personnel M anagement, etc.
The following factors can also contribute to an individualʼ
s stress:
The lack of communication between the upper and lower classes from a closed corporate culture
and vertical instruction system, conflicts with boss and coworkers in job performance, complaints
about personnel management, promotion backlog or limited promotion opportunities.
C. Stress M anagement
1. Current System and Direction of the Discussion.
In Korea, several correctional institutions are currently working under agreements with local
medical centers.According to the agreements,physicians are in charge of correctional officersʼmental
health by consulting each staff member about their job stress.They both agreed to work on improving
mental health by the treatment of Post-Traumatic Stress Disorder, which usually appears after somecorrectional accidents including fleeing, suicide attempts and assault. According to this agreement,each staff member can get proper treatment. This is one of the system supports to help staff manage
their stress individually.
In this paper, we will find stress management divided up as follows.
①Organization-wide management halting and alleviating job stress factors②Supportive measures for cultivating and strengthening the ability of individuals to deal with theirstress directly
2. To Control Job Stress Factors-Preventive Management as Fundamental M anagement ofJob Stress(i) To Control the Factors from Features of Work(a)Forming a Flexible Organizational Culture
The factors from the features of work itself are difficult to be directly controlled. However,constant tensions from managing the inmates will be released by the organizational culture in which
mistakes can sometimes be acceptable. In particular, when inmates are caught for breaches of discipline,providing proper measures to the staff,instead of censuring,will be helpful to forming a tolerant

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RESOURCE MATERIAL SERIES No. 91
and flexible atmosphere.
(b)Building Facilities for M anaging Violent Criminals and Trouble-making Inmates
In Huntsville Prison in Texas in the U.S., locking devices of the cells are fully-automated,strictly
blocked to avoid physical contact between the staff and inmate by separating hallways with wire
netting. Counselling and interviews with defenders can also be done across the wire netting. Thispowerfullydecreases the chance ofviolence toward the staff;therefore,accidents such as assault or riot
are prevented fundamentally and order is well established in the prison.
Therefore, when dealing with violent offenders, their complete isolation from staff must be
reserved, and it also needs to be deeply considered when designing the facility.
(c) Enhancing Means of Sanctions for Breaches of Discipline ― Overhauling and Improving the
Punishment System
To decrease the stress factor resulting from physical and mental threats from inmates,there need
to be active and stern responses dealing with breaches of discipline.However,the existing punishment
system has no effect as punishment.
M ost inmates want to be housed in an individual room for privacy. There are many cases whereinmates violate the rules on purpose to get their own room,even though housing in an individual room
is one of the means of punishment for breaches of discipline. If inmates break the rules, they will beplaced in solitary confinement for a month at most including the period of investigation, which gives
an actual punishment period of only 10 to 20 days.
Therefore, the punishment enforcement law needs to reflect the characteristics of criminal law tohave a strong punishment effect. That is, it should not be said that all actions of breaking the rules
within correctional facilities are only considered as violations of administrative order.In order to doso, it would be much better to revise the punishment enforcement law so that the punishment ofcriminal activities and violation of internal regulations must be specified separately.
Chart 2:Composition of punishment enforcement(d)Offering Correctional Officerʼ
s Human Rights Protection
Now there is a treatment team for inmates in each institution to protect the inmatesʼhuman rights
and solve their complaints. Recently it has been frequently noted that correctional officersʼhumanrights would often be neglected because the headquarters places more emphasis on inmatesʼhumanrights.

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154TH INTERNATIONAL TRAINING COURSEPARTICIPANTSʼPAPERS
The abuses of rights have increased due to the pressure on respecting inmatesʼhuman rights.Now
is the time that we should pay attention to correctional officersʼhuman rights, and we must set up a
way to consult and help them with their complaints.2(e)Improvement of Educational Training
Educational training for correctional officers should not be a formality but should be helpful forpractical work and improve hands-on training. For the training, role-playing will be introduced andprovided with individual manuals on each situation and the target of treatment.This manual has to beavailable anytime, if needed.
(ii) Reducing Overburden(a)Improvement of Working System and Increasing the Staff for Reduction of Workload
We should reduce the factor of overburden through adjustment of night duty and improvement of
the working system by offering incentives including some allowance to staff who manage troublemaking inmates.This will let them regard their dutyas equivalent to the benefit but not overburdening.
It is impossible to directly control the overburdening factors caused by features of work itself.
Therefore,we need to increase the number of staff and the budget as a part of special efforts to reduceoverburden and improve the work environment.
(b)Reduction of Workload by Introduction of M odern Security Equipment
Expanding modern security equipment helps the reduction of workload as well as concentration of
implementing policy focusing more on correction and rehabilitation but less on maintaining security.
(iii) Improvement of Poor Environment
Korea Correctional Service headquarters is now constantly modernizing correctional facilities andtrying to build facilities smaller than the previous ones. In the future, when designing a correctional
facility,the view of stress will have to be considered by creating stress impact assessments3 obtaining
the idea from the environmental impact assessment.
(iv) Relieving Role Stress from Role Conflicts
A key solution of the conflict is changing staffʼ
s perception of inmates; they are not subject tomanage but beneficiaries of rehabilitation.Precisely,we need to switch from secure detention to moreemphasis on rehabilitation and improvement. For this paradigm shift, the correctional environment
itself has to be furnished with institutional devices first.4 Separate accommodations and reduction of
overcrowding are the foundation of those institutional devices.
(v) Rational Way to Cope with Being Accused
We should create institutional devices in response to inmatesʼfalse accusations, appeal and claim
rights such as right-to-know.For example,we should sternly deal with false accusations or abuses ofrights to maintain convenient life in prison by appointing special staff to detect abuses of accusation.
Also, law experts should be hired to provide the staff with opportunities to receive legal advice.
(vi) Raising Recognition of Correctional Officers
We need to make good use of various media such as newspapers and broadcasts. We will let the
local residents know about correctional administration and provide more chances to participate inactivities that are related to rehabilitation.

2In immediate response to inmatesʼ
verbal abuse and physical violence, the CRPT (Correctional Rapid Patrol Team)isnow being operated in Korea,which focuses on restoring order to respond to inmatesʼ
breaches ofdiscipline.It is expectedthat the team in charge of correctional officersʼcomplaints will play a bigger role.
3For example, to secure enough space for taking a rest might be one of the indicators.
4In Korea, the Ministry of Justice opened a correctional psychological treatment center to plan the sexual violence
control measures and effective prevention of recurrences in 2011.Korea Correctional Service also opened a mental healthcenter at Gunsan Correctional Institution last year. The center was established to rehabilitate inmates suffering from amental illness.

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RESOURCE MATERIAL SERIES No. 91(vii) Improvement of the Methods of Operating Organizations
Taking part in the decision-making process through various channels contributes to reducing job
stress. Offering opportunities of communication between staff and setting up the system to increasecooperation among departments will reduce conflicts at work. Organizing a cohesive team when
performing a job could be a measure to diminish conflicts.
3. M easures to Consolidate Personnel Ability to M anage Stress(i) Mid-level StaffsʼAbility to Manage Their Stress
The important thing is to release negative emotion about inmates and work in order to turn the
stressful situation back to the starting point. Mid-level staff will be able to cope with stress more
effectively by having the following skills.
The capability of objectively recognizing the situation
Effective communication skills
Ability to control anger
Adjustment of the cognitive structure
Full knowledge of job performance in advanceObtaining self-calming strategies
To find a haven for relieving oneʼs stress such as taking a rest or pursuing hobbies
Getting out of perfectionism and into the habit of laying out realistic goals
Receptive attitude towards change
Request for cooperation in difficult situations and capability of expressing oneʼs inner feelings
To maintain a sense of balance to stress5
Ability to mediate conflicts among individuals and organizations(ii) Supporting Measures of Personnel Ability to Manage Stress(a)Establishing a Task Force for Measuring, Managing, and Preventing Stress
The nature of the work is not completely resolved by simply increasing the number of civil servantsor reducing workload. Therefore, organizing a team consisting of a psychologist and professionalcounsellor could be a more efficient alternative combined with changing external policy considering
the specific character of stable public organizations.
In the United States, peer support and teams for relieving stress have been operated in order toremove post-traumatic stress disorder.Setting aside the kinds of post management discussed previously, additionally forming a preventive job-stress management team will be able to analyze factors ofstress, plan to solve the problem and evaluate level of performance and personal relationships after
accomplishment.6(b)Encouraging Staff to Become Counsellors
In order to present a prescription that goes well with characteristics of the work,it would be betterfor a stress management team if it partially consists of qualified correctional officers instead of full
5It is the ability to adjust the degree of response not to feel more stress than the importance of the situation.
6The Massachusetts Department of Corrections in the U.S. established a Stress Unit which consists of five correctional

officers who were trained as peer supporters.They have duties to consult with other co-workers who suffer from stressor connect with external professional organizations. Furthermore, they carry out follow-up treatment.

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154TH INTERNATIONAL TRAINING COURSEPARTICIPANTSʼPAPERS
external specialists in a team.Therefore,we should constantly bring up special counsellors within ourorganization.
(c)M atching the most suitable duty with each staff memberʼs ability to endure stressWe can also consider ways to give a suitable job that matches each staff memberʼs ability to endurestress by measuring features of their own abilities to endure stress from various angles.
(d)Outlining Stress Treatment Programmes①Presenting Suitable Guidelines for Stress Situations
To provide opportunities for staff to participate in a treatment programme, we need to develop
stress treatment programmes for ourselves or by outsourcing.There is also a way to build a web-based
programme to manage and support depending on the degree or type of stress.Those programmes will
provide guidelines on how to deal with each problem such as exposure to dangerous situations,sleeping
problems, human relationship issues, etc., sorting by classification of stress.
②Introduction of EAP
EAP stands for Employee Assistance Program, and it is to provide a counselling service for
employeesʼmental health in enterprises, public institutions, schools, the military, etc. Currently inSouth Korea,EAP still appears to be in the early stages because it is often being processed as limited
and a one-time practice in the training course.In the near future,we need to examine the introductionof EAPs also in the public field such as managing correctional officersʼstress.
The EAP provides the following services:Counselling and training for mid-level managers to improve leadership,work environment andworkersʼmorale.
Providing services that are available to their families as well as staff themselves.
Advising and supporting the organization.
③CISM (Critical Incident Stress M anagement)
Critical Incident Stress is also known as post-traumatic stress,if that stress is not resolved,it will
be diagnosed as Acute Stress Disorder. Once these symptoms continue for more than one month,
Post-Traumatic Stress Disorder will proceed. Correctional officers working in a crisis situation havea higher risk ofbeing exposed to traumatic stress.This appears when one experiences severe emotional
stress that can almost be considered as trauma.
CISM (Critical Incident Stress Management)is a comprehensive and systematic approach to control
and reduce the hazards of post-traumatic stress caused by a crisis situation.In Korea,Critical Incident
Stress Management recently started to target firefighters. Also, introducing the programme forcorrections officials who have a duty to provide services in crisis situations could help manage
traumatic stress in advance and prevent progression of acute stress disorder and post-traumatic stressdisorder.
(e)Taking Advantage of Education and Training
Education and training are necessary to include stress management training in a job training course
as well as build the curriculum with discovered contents that can be applied to the actual field ofcorrections. It is worth taking advantage of education and training as an opportunity to reduce job
stress which includes psychological therapy, group counselling and outdoor activities in the course.
Also, through assertiveness training7 and anger management training, we will be able to improvethe effective communication skills and the ability to control stress.
7Assertiveness training is showing someoneʼs needs, thoughts and feelings in a clear and direct expression without

criticizing or making them feel uncomfortable.

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Educational training should include contents that raise receptive attitudes for changes so they do
not feel confused and stressed about the new policy.
(f) Financial Support to Management of M ental Health by the Government
As mentioned above, in Korea, nowadays several institutions are separately planning to sign
agreements with mental health physicians in charge of local medical centers.It would be great to havespecial health check-ups for correctional officers more than once a year in conjunction with theagreement. And it is suggested that governments support the expenses of medical examination andtreatment for staff who are diagnosed with higher levels of post-traumatic stress disorder.

III. CONCLUSION
Because job stress is generated by various factors, it is not too much to say that removing
fundamental factors of job stress is equal to resolving all issues in correctional organizations. It is
impossible to solve the problems visibly and quickly so we should focus on the training,psychologicaltreatment programmes and financial support to enhance the capability of individualsʼstress management.Diverse stress factors within organizations,at the same time,should be evaluated and improved
with long-term and overall plans that include “Stress Impact Assessment”.

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STRESS MANAGEMENT OF CORRECTIONAL PERSONNEL ―ENHANCING THE CAPACITY OF MID-LEVEL STAFF
Lina Burdeos

I. INTRODUCTION
Stress is an integral part of a personʼ
s work life. It can be a positive challenge if it leads toconstructive activities. It can be negative if it results to detrimental consequences like illness, poor
performance and impaired interpersonal relationships.Stress in the workplace is not about to go away.
It seems to be unavoidable, so individuals have to improve and deepen their capacity to handle it(Loehr, 1997).
Stress in the workplace is one of the causes of“poor productivity and burnout on the job”according
to the Civil Service Commission. For this reason it issued M emorandum Circular No. 38, s. 1992, the“Physical and M ental Fitness Program for Government Personnel”,and Memorandum Circular No. 6, s.
1995 requiring all agencies to adopt “The Great Filipino Workout”as an integral part of the National
Fitness and Sports Development Program for government personnel. Both circulars underscore theimportance of a healthy and alert workforce. “The Great Filipino Workout”is the physical fitness
project that promotes a healthy lifestyle and a regimen of regular physical fitness activities as a
strategy to reduce the level of risk factor of heart disease.Government agencies are authorized to allot
one hour each week for the conduct of a health awareness programme and twenty minutes daily for the
conduct of a wellness or fitness programme. It further requires that a reasonable period of time be
included for physical fitness exercises by all participants in seminars and training courses, and thoseagencies must have a continuing physical fitness and sports activities for officials and employees.
One of the least studied components in the Parole and Probation Administration is the job-related
stress of a Chief Probation and Parole Officer (CPPO).In correctional work, he/she is entrusted withthe reform and rehabilitation of adult offenders who are released on probation or parole.He/she uses
several interventions or activities to bring about or facilitate the positive change in the clientʼsbehaviours, attitudes, moral and spiritual values, aside from helping the client acquire skills forlivelihood or find employment. He/she plays the role of a counsellor or life coach to the client under
his/her supervision. Aside from being a supervisor of the client,the CPPO also conducts an investigation for every referral for probation or parole. In doing his/her varied roles in the workplace, theofficer may have experienced stress which could affect his/her productivity at work and his/her
physical, emotional and mental well-being.
This paper is an attempt to identify the sources of stress and levels of stress experienced by Chief
Probation and Parole Officers (CPPOs)in the workplace. It describes their activities in coping withstress. It also presents their suggestions and recommendations regarding the management of stress tothe agency.
The data in this paper are the responses of 68 out of 163 CPPOs who answered the questionnaires
sent through e-mail. These officers belong to the category of professional and technical work in asupervisory capacity. Their position requires intensive and thorough knowledge of a specialized field
usually acquired through completion of a bachelorʼs degree or higher degree course. Their position
further requires supervisory skills to carry out the basic duties and responsibilities involving functional
guidance and control, leadership, as well as line supervision. Among the specific duties of a Chief
Probation and Parole Officer are the following:

Director II, Parole and Probation Administration, Department of Justice, Philippines.

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RESOURCE MATERIAL SERIES No. 91
Investigates all petitioners for parole and probation referred for investigation by the propercourt or the Administrator;
Instructs all parolees and probationers under his/her supervision on the terms and conditionsof parole and probation;
Keeps himself/herself informed of the conduct and condition of parolees and probationers
under his/her charge and uses all suitable methods to bring about an improvement;
M aintains a detailed record of his/her work and submits such written reports as may berequired by the Administrator or that court having jurisdiction over the parolee and probationer under his/her supervision;
Utilizes community resources and enlists qualified residents of the province, district or citywhere he/she is assigned, who are willing to act as volunteer parole and probation aides;
Supervises the training of volunteer parole and probation aides and oversees the latterʼssupervision of parolees and probationers;and
Exercises the supervision and control over all field assistants,volunteer parole and probation
aides and other personnel of the parole and probation office.

II. PRESENTATION AND ANALYSIS OF RESULTS
The respondents were allowed to give multiple responses to the questions in the survey. They wereasked to identify the sources of stress in the workplace, describe the level of stress, and identify anddescribe the frequency of their de-stressing activities within and outside the office. They were also
asked to give suggestions and recommendations for stress management in the agency.
A. Profile of Respondents
The ages of the 68 respondents in this survey range from 38 to 64 years old.Their mean age is 48.67
years.Their length of service with the agency,the Probation and Parole Administration,ranges from10 to 36.5 years.The mean length of service is 23.24 years.Twenty-four of the respondents (35.29%)aremales while 44 are females (64.71%). As of 2013,the data for the entire agency show that there are 163
Chief Probation and Parole Officers of whom 50 are males and 113 are females.
B. Sources/Causes and Levels of Stress in the Workplace
The respondents were allowed to give multiple responses to the questions in the survey. Their
responses when asked as to the specific causes of stress in their work are shown in Table 1. Their
descriptions of this source of stress ― Very stressful,M oderately stressful,and Stressful ― are in thesame table.

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Table 1.Sources and levels of stress in the workplace
Level of stress
Sources/Causes of stressVerystressful

Moderately
stressfulStressful

Inability to meet deadline for submission of reports

5

13

6

24

Voluminous workload/multi-tasking

15

4

1

20

Hard-headed/uncooperative clients

4

9

4

17

Lack of manpower

15

1

Subordinates who are indifferent/inefficient

6

3

4

13

Poor office environment/lack of equipment

4

6

2

12

Too much paperwork

6

1

7

Rivalry/animosity among co-workers

4

2

6

Lack of financial support for a programme

4

2

6

No support from management/inadequate consultation

1

3

Re-assignment

4

Seminars/training at night1

Low travel allowance2

2

Vague appreciation by some judges of PD 968

1

1

Uncooperative VPAs
Interventions from politicians/known personalities

Total

16

1

5
4

1

1

1

3

1
1

1

Table 1 shows that among the fifteen sources/causes of stress identified by respondents, theinability to meet deadlines for submission of reports is the modal source or cause.It is possible that theinability to meet deadlines is caused by a voluminous workload or too much paperwork.This voluminous workload may be the result of a lack of manpower.
There are respondents who complained of the poor attendance of their clients during scheduledactivities.These clients do not want to complyor follow what theyare told to do.There are clients who
are labeled “problematic”by some respondents. There are clients who appear to be “
bossy”andarrogant.They even engage in name-dropping to foster hesitance on the respondentsʼresolve in making
them comply. Some clients want to excuse themselves from attending the Therapeutic Community(TC)programme of the office.
Thirteen (13)respondents found “Very stressful”Subordinates who are indifferent/inefficient. Since
these CPPOs have supervisory functions,they have to deal with their subordinates.There are subordinates who are uncooperative and who do not perform according to standards.There are also subordinates who seem to be disobedient and indifferent.Some subordinates mayhave misunderstandings with
one another. Some appear to be disorganized because they cannot find files when these are needed.
The CPPOs also see to it that a harmonious relationship exists in the workplace so that the personnel
can work well, and patching up quarrels or misunderstandings can be stressful.
Lack of air-conditioned rooms and computers that are defective are sources of stress of 12 respondents. There are 6 respondents who found it stressful that theyare required to implement a programmeeven if the agency lacks financial support. Re-assignment, considered by 4 respondents as Verystressful,is a source of stress since the respondent will be away from his/her family;the period of suchreassignment is at most,3 years. Aside from the emotional cost of being away from oneʼs family,goinghome on weekends may mean long travel, which can be physically tiring.

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In order to maximize the attendance of the officers in residential training conducted by the agency,
the training hours may extend up to 9:00 oʼclock in the evening.However,three respondents found thistime extension to be stressful.
Intervention from politicians appears to be a rare occurrence and what the officer can do about it
is to be candid about his/her stand that his/her work is non-political. There is political neutrality inthe civil service.
There may be biases, prejudices, and misconceptions of some people, including judges, towards
probation work, and the best that the officer can do is to have a dialogue with them.
C. De-stressing Activities in the Office
How do respondents deal with work-related stress while they are in the office?Only 52 responses
are shown in Table 2. Sixteen (16)respondents did not give any answers and there were 17 comments
and/or answers which could not be used since these did not answer the question correctly.
Table 2.Frequency of de-stressing activities within the office

Daily

Twice
WeeklyaMonthly
week

Doing physical fitness exercises

2

1

Praying/meditating

5

Holding staff meetings/dialogues

1

Deep breathing

1

Practicing time management

4

Positive thinking

2

Twice
Twice
As theor fouraneed Total
times
month
arisesa year

4

7

1

6

3

5

4

5
4

Sending reminders

1

Team building

2

Sharing plans with VPAs

1

2

4

2

3

1

3

2

2

Reprimanding the staff

2

2

Soliciting funds

2

2

Accepting reality
Bonding11
1

1Engaging in Wellness activities

1

1

Giving parties for clients

1

1Consulting with co-workers

1

1

Delegating

1

1

Doing confrontation

1

1

Looking at the trees

11Organizing parties with co-workers

1

1

Physical fitness exercises are the highest de-stressing activity of the respondents, and these may
include deep breathing and wellness activities. These activities fit the programme of the government
which calls for a regular fitness programmes for government personnel.

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Others find daily positive thinking to be helpful, also praying and meditating, and sharing jokes.
Time management and team building are other proactive means. These activities involve modifying
thought patterns to make the stressful situation bearable. The power of positive thinking is a potent
force which considers problems in the workplace as challenges and opportunities for growth.
The CPPO as head of office may reprimand,confront clients,or send them reminders when needed.
He/she reprimands and confronts his/her subordinates when they do not work efficiently as expected.
A policy of open communication in the office is established in the agency.Staff meetings,dialogues
and consultations of the CPPO and his/her co-workers enhance teamwork because concerns in theoffice are shared and co-workers can contribute in problem-solving or decision-making. The CPPO canalso delegate tasks to a subordinate officer whom he/she believes is capable of doing the delegatedtasks. In this way, the CPPO can attend to other important office matters requiring his/her study,
decision and action.
Bonding socially with staff,parties for clients and co-workers are other positive activities to spiceup the work life of the employees in an office that can relieve them of stress, albeit temporarily.
Soliciting funds is in answer to the problem of lack of funds to implement the agencyʼ
s de-stressing
programme, although it happens only as the need arises.
Sharing plans with the volunteers (Volunteer Probation Aides) is also a de-stressing activity
because the volunteers can contribute ideas on how to improve the programmes or activities for theclients. Volunteers also supervise clients and in some offices,they ease the heavy supervision caseloadof an officer.
Accepting reality may be the best solution thought of when the Chief Probation and Parole Officer
thinks there is no solution to a problem or stressor facing him/her.
D. De-stressing Activities Outside of the Office
CPPOs also find ways to relieve their work-related stress through varied activities outside of theiroffices.This means that on their own they pursue these activities to mitigate their work-related stressin order to give them a sense of balance amidst pressures in their work.
Table 3 shows the kinds of de-stressing activities and frequency that CPPOs undertake outside of
the office.
The top four de-stressing activities are doing athletics/sports, bonding with loved ones, praying,gardening/farming.Lumped at fifth place are listening to music,watching television,going to the mall,joining church activities and meeting friends. These various activities may be pursued by the CPPOs
in groups or singly. These show the loving and prayerful side of the CPPOs and also their familygrounded leisure activities. The activities also show that they care for their bodies as they are into
athletics/sports and gardening/farming,having a massage,going to the beauty parlor,having exercise
and walking. On the whole, the de-stressing activities are wholesome.

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Table 3.Frequency of de-stressing activities outside of the officeFrequency
De-stressing activities
outside of the office

Daily

Doing athletics/sports

2

Bonding with loved ones
Praying

Twice
WeeklyaMonthly
week
4

2

Twice
Twice
or fouratimes a
month
year

After
office
hours

As
often
as I
want

1

8

As theneed Total
arises
1

10

1

9

7

Gardening/farming

7
5

1

1

7

Listening to music

4

4

Watching television

4

4“
Malling”

4

Joining church activities

3

Meeting friends

1

Reading

2

Watching a movie

4

2

1

4

1

4

1
2

3
1

3

Having exercise

2

2

Doing household work2

2

Shopping

1

Taking out of town trips

1

Having a massage

1

2
1

1

Daydreaming/fantasizing

2
1

2

2

2

Surfing the Internet

1

1

Texting a friend

1

1

Going to church

1

1Doing Facebook

1

1

Taking care of pets

1

1

Going to a beauty parlor
Attending organization activities

1
1

1
1

Cooking and eating

1

1

Walking near the lake

1

1

E. Suggestions and Recommendations
After the respondents have identified work-related stressors and the degrees of stress they experienced,they offered suggestions and recommendations as shown in Table 4. Some of these suggestions
and recommendations may appear valid, some may not.

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Table 4.Suggestions and Recommendations for Stress M anagement
Suggestion/Recommendation

Number/Frequency

Conduct seminars/trainings on how to manage stress10

Conduct Lakbay-aral

6

Organize physical fitness activities

5

Organize weekly/monthly sports activities

4

Visit other places here and abroad for free

4

Give additional allowances/incentives

4

Hire additional manpower

4

Conduct teambuilding activities

4

Attend religious activities

2

Improve working areas

1

Install air conditioners

1

Improve promotion policies and procedures

1

M onitor health conditions of personnel

1

Provide sufficient funding for programmes

1

Stop re-assignment

1

Streamline functions of agency

1

Do tree planting

1

Perform yoga exercises

1

Keep communication channels open

1

Encourage laughter

1

Listen to ideas from rank and file employees

1

If possible, no seminars with activities at night1

Uniform schedule for physical fitness in all offices and regions

1

Employees have to be taught how to focus

1

The agency has crafted its own Employee Wellness Program. Its objectives are the promotion ofhealthy lifestyles through regular physical activity, healthy diet and nutrition, regular physical anddental check-ups, weight control and anti-smoking campaigns. It also promotes stress management,
drugs-in-the-workplace programmes, and seminars/workshops/lectures on relevant health topics.
Information materials on the wellness programme have been distributed within the agency. However,
the agency gives the regional directors a free hand in implementing its wellness programme based on
the needs and resources of the employees in the region. Thus,it is possible that there are regions that
constantly and regularly hold physical fitness activities in the workplaces,while other regions do not.
It is possible that the respondents who suggested that physical fitness and sports programmes should
be organized may come from regions where the CPPOs or regional directors do not see the need forsuch activities or consider these the least of their priorities.This could explain why there are suggestions to “conduct of seminars/trainings on how to manage stress,”“organize physical fitness activities”
and “
organize weekly/monthly sports activities.”“Lakbay-aral”(study-tour) is an activity that requires funds. It gives government workers the109

RESOURCE MATERIAL SERIES No. 91
opportunity to travel and observe the best practices of other government services in other places of thecountry. For example,CPPOs in a given region may want to observe the best practices ofother CPPOs
in another region;hence they will travel to that particular region. Since this is an official activity,itfollows that the personnel will be given travel allowances. If institutionalized, then, funds for thispurpose should be included in the agencyʼ
s budget.
The suggestions ― improvement of working areas and installing air conditioners ― are muchdependent on the budget of the agency,and where the budget for operating expenses are limited,thenthese concerns may not be addressed immediately.
Interpersonal relationships are a factor in the promotion of esprit de corps or office team spirit.
Seminars/trainings on interpersonal relationships need to be a continuing activity and topics should
include teambuilding, effective communication, listening to employees, how to focus and humor.

III. CONCLUSIONSThis paper identified the sources of stress and levels of stress experienced by the Chief Probation
and Parole Officers in the workplace. It also identified how they coped with stress within their officeand outside of their office. From their responses, the following conclusions can be drawn:
1.

Inability to meet deadlines for submission of reports,voluminous workload/multi-tasking/toomuch paper work and lack of manpower seem to be interconnected with each other to form
as sources of stress. It is possible that the difficulty in meeting deadlines is caused byvoluminous workload which in turn is caused by lack of manpower.Overburden appears to befelt by the CPPO.

2.

Work performance is dependent upon several factors. Improving the physical work area,likethe provision of air-conditioners can cool a stressful situation. Human relations in an officecan be improved by doing stress-reducing activities together. Capability trainings can help an
employee improve his/her craft, and in this way, stress that comes with feelings of incompetence and inadequacy can be reduced.

3.

The implementation of the Therapeutic Community(TC)programme of the agency appears to
be taxing to CPPOs because this programme has no funding and the CPPOs have to rely on
their own resources just to implement the programme.Issues in the clientsʼattendance in the
programme are also stressful because there are clients who would not attend the programme
every month due to their poor attitude,and there are those who are interested,but they cannot
attend regularly due to lack of fares.

4.

CPPOs need to have regular supervisory and management trainings to be able to better
motivate and discipline employees and address work-relationship problems.

IV. RECOM MENDATIONS
The agency has initiated steps or actions in response to the governmentʼ
s call for developing ahealthy workforce in terms of managing stress felt by its personnel in their daily discharge of theirfunctions. Yet, there seems to be a lack of coherent and regular stress management programmes for
its personnel, specifically for its Chief Probation and Parole Officers who are the direct providers ofprobation and parole services. The following recommendations are offered:

110

1.

An in-depth study is needed to identify the sources or causes of stress faced by Chief Probation
and Parole Officers;

2.

Based on the results of this in-depth study, the agency must address the organizational
stressors and how to cope with them;

3.

The agency must come up with a coordinated and coherent stress management programme.

154TH INTERNATIONAL TRAINING COURSEPARTICIPANTSʼPAPERS
To institutionalize this programme, funds should be allocated;
4.

The top officials of the agency must ensure that there will be funds for the TherapeuticCommunity (TC)programme;otherwise, it could cause undue stress to the implementers;

5.

Hiring and deployment of field probation and parole officers should be rationalized; forinstance, field offices with high supervision caseloads are to be given the priority in theassignment of these additional personnel;

6.

Seminars in management and supervision of subordinate personnel should be done regularly;
and7.

Seminars in handling “problem clients”must be part of the agencyʼ
s training to enhance thecapability of CPPOs.

The right persons on the job are the organizationʼ
s best asset to realize its mission and vision in thesociety.An organization therefore should be concerned with the physical well-being and emotional andmental health of its employees. To show this concern,a coordinated and coherent stress management
programme is a must.

IV. APPENDIX
References:
Loehr,J.E.(1997).Stress for success: The proven programme for transforming stress into positive energy
at work. New York:Times Book.
Philippines. Civil Service Commission. (1997). The great Filipino workout. Manila:CSC.
Philippines.Civil Service Commission.(1992).Memorandum Circular No. 3:Physical and mental fitness
programme for government personnel. M anila:CSC.

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STRESS M ANAGEM ENT OF CORRECTIONALPERSONNEL ― ENHANCING THE CAPACITY OF
M ID-LEVEL STAFF:THAILANDʼS STRATEGIC APPROACH
Supachoke Khuanruechai

I. INTRODUCTION
This essay attempts to analyze the current situation of the stress management of mid-level correctional personnel in Thailand.This issue is rather new in Thai society and particularly in the public
sector administration.However,it is likely to make some academic observations on the Thai Department of Corrections (DoC) to some extent. The two main approaches of the stress management
strategies under the administration of the DoC are correlated. One is the preventative strategies, andanother is post-stress strategies of stress management. As a consequence, this article can be divided
into three parts;firstly, the current situation of work-related stress in the Thai correctional context;
secondly, the preventative strategies of stress management in Thailand; and lastly, the post-stressstrategies of stress management.

II. CURRENT SITUATION OF WORK-RELATED STRESS IN THE THAICORRECTIONAL CONTEXTFirstly,the current situation of work-related stress in the Thai correctional context is fundamental
to an understanding of the situation of the DoC, which has been serving the country for almost a
century,and it is the single national agency that professionally keeps inmates in custodyand efficiently
rehabilitates inmates by several activities, e.g. providing treatment for offenders according to court
verdict under the Penitentiary Act and relevant laws and providing social and other welfare for
prisoners (Corrections in Thailand 2012: page 2). The Departmentʼ
s missions and responsibilities
therefore have focused mainly on prisoners and activities relating to prisoners,or in other words,thecorrectional personnel have been the unnoticed agenda of the Departmentʼs development scheme forquite a long time.
Nowadays, the total number of correctional personnel is 10,691 (Statistical Source: Division of
Personnel,Department of Corrections;as of 10th April 2013)working within the headquarters,and 114
prisons, 24 correctional institutions, 5 detention centers, and a house of relegation compared to therising number of inmates to 223,188 (Source:Division of Planning,Department of Corrections;of 10th
April 2013).
Due to the overcrowded state of prisons,the atmosphere of the prison setting has been considerably
overwhelmed by inmate overcapacity.Moreover,there seems to be a growing number of correctional
overload work and frequent inquiries from international organizations such as human rights bodies,politicians, stakeholders, the public etc. over topics like prisoner treatment, human rights practice inprisons,correctional personnel corruption,penal policy implementation and so forth.The correctional
administration tries to overcome these problems, but it is still an ongoing process of the problem
solving.
Considering the stress of correctional officers, it is assumed that the key skills for prison officers
are highly demanding as well as totally different from one setting to another, for example having
ability to react quickly and effectively under pressure i.e.in any incidents of prison disorder;sensitivity
to inmatesʼproblems and issues; ability to get on with people from different social backgrounds(Liebling,A.et al.;2011).On the basis of these challenging prison skills,prison officers often face stress
Chief of Strategic Planning Division, Thonburi Remand Prison, Department of Corrections, Thailand.

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at work. These cause stress amongst correctional officers.
Each different position has relatively different duties and, more importantly, different roles. It is
common for correctional officers to be rotated to fit in any positions relating to penological practiceor prisoner treatment;as a result the flexibility of personnel competence yields a number of successful
outcomes of the correctional administration including urgent and regular work.Besides the differenceof duty expectation from the organization,role conflict is also a challenging factor that makes officers
feel stressful.Wilson (2000)states that role conflict occurs when correctional officers have to reconcile
between the different roles of “
custody”and “care”. Correctional officers have to play the custodialrole which regards as a hard role in order to keep discipline and order in prison settings, whereas atother times correctional officers have to play the role of care for inmates to offer consultation on
personal problems and dilemmas.Therefore the entirely different roles can give officers stress in termsof the unclear job description guidelines and conflicting orders in reality.
For the mid-level correctional officer, there is a constructional period of a strong professional
specialization.By failing to keep a balance between the rewarding and punishing sides for correctional
personnel, it is probable that these personnel may leave the correctional system or continue working
under stress and dissatisfaction.Furthermore,some phenomenon such as the brain drain situation canaccordingly happen also. In the future, it is predictable that the educated and highly skilled correctional officers may choose to work for other organizations where they are better promoted or
receive reasonably higher remunerations. To give more information on punishment to correctional
officers,the transfer to another prison or correctional institution is one of the most stressful situations
for all correctional personnel.

III. PREVENTATIVE STRATEGIES OF STRESSM ANANGEM ENT IN THAILAND
Secondly, the preventative strategies of stress management in Thailand have been developed
through correctional personnel welfare from the DoC such as the Standard on “Qualified Correctional
Staff”through the usage of Thai Prison Standards Key Performance Indicatorsi (KPI)and the“Prison
ii.Some of the welfare activities respondingStandard on Quality of Correctional Personnel Work Life”
to the needs of correctional personnel help assisting officersʼworking and living conditions to be in agood quality.In prisons and correctional institutes there are many projects supporting such subsistence
conditions such as:(i). Establishing the “One product One correctional officersʼwife club”(ii). Providing school bus service for correctional officersʼfamilies(iii). Supporting the monthly consumption goods for correctional officers(iv). Establishing the medical expense and child education funds(v). Distributing a free uniform a year(vi). Providing free lunch for operating officers(vii). Providing assistance to injured correctional officers or to the families of correctional officers
killed in the line of duty(viii). Providing free home repair for better-conditioned construction(ix). Providing cost-priced consumption goods(x). Welfare funds with low interest loans
These remarkable projects are regulated throughout prisons and correctional institutes across the113

RESOURCE MATERIAL SERIES No. 91
country as to maintaining and applying of one standard to all correctional officers. By having implemented these inventive projects,some four basic requirements of correctional officers are supportedby the DoC for the underlying ideology that the fundamental needs for living and family support areconsidered crucial elements of correctional personnelsʼburdens and concerns. In addition, the Selfsufficiency economic project initiative by His M ajesty the King Bhumibhol Adulyadej,or King Ramathe 9 th of the Kingdom of Thailand, also implemented by the DoC in order to give philosophy on
sufficient living for correctional officers especially on financial management and life planning.
As sports is evidently seen as a stress-preventative strategy in the correctional system, the Correctional Sports Competition amongst all prisons and correctional institutes across the countryis hencearranged annually for enhancing physical capabilityand improving relationships between correctionalofficer athletes to participate in recreational activities once a year and receive special opportunity totake part in the ASEAN Sports competitions between the 10 ASEAN countries in the region to extend
the worldwide experience and knowledge from other nations in the ASEAN community.
Besides,when focusing on correctional personnel who work in the prison setting,the interpersonal
relations play a major role causing stress. The nature of the prison work mostly involves interaction
with inmates,other correctional personnel and higher and lower hierarchical position officers,thus the
management of professional relationships in the correctional setting is the invisible line;keeping theright distance is the best practice of all.The relationship of prison staff and inmates is the critical area
to be calculated wisely by correctional personnel at all times. It is claimed by Genders and Players(1995; page 98) that “
the staff-prisoner relationships...tended to be characterized by three specificqualities: individualism, permissiveness and trust”. It is not wrong to say that in a practical way,
experience holds the right answers.Stress is the byproduct of the “go wrong”relationship (Liebling etal;2011).
Not only that,there is potential of having anxiety,depression and hopelessness (Biggam and Power
1997:pages 225-6).Another type of relationship within the institution is the officer-officer relationship,
because under the management problem situation in the correctional work environment,working tends
to be more problematic such as the organizational coordination lacks several supporting elements;
some work on the edge is being thrown away from officers because they do not want to take any
responsibility;and beyond that, some of the setting is divided into regional groups e.g. some officers
from different regions of the country prefer to gather in the particular group and sometimes isolate
other groups.This causes complication in personnel management in some aspects especially the weak
teamwork management and many more consequential problems. The direct superior-inferior officer
relationship is also perplexing within the correctional setting,as most extra work is from unreasonable
demands from superior officers on an urgent basis. This creates work-related stress among correctional officers to some degree.

IV. POST-STRESS STRATEGIES OF STRESS MANAGEMENT
Lastly, the post-stress strategies of stress management avail in the correctional system in bothinformal and formal traditions. Some of the formal traditions of the post-stress strategies of stressmanagement in the Thai correctional setting are conducted regularly in the form of the correctional
personnel welfare fund and the correctional personnel cremation servicing fund.The informal tradition
can be observed via the real situation of an officer who mistakenly shot and killed an inmate when hewas chasing the escaping inmate;this led to the long-term imprisonment of the officer.However,mostattempts to help reduce imprisonment terms were done by the DoC through pledging the special Royal
Pardon and assisting the officerʼ
s wife to have a paid job within the correctional setting so as to be abread winner while her husband was imprisoned.At the end,the officer received a special parole andnow is released from prison.Therefore the lessening of the stress is what the DoC concerns most when
any traumatic situation occurs to correctional officers.Further,the“peer to peer”consultation as wellas communication with understanding from superior and inferior officers is somewhat the informal
tradition of the post-stress strategies of stress management in the Thai correctional setting.
The causes of work-related stress are heavily discussed within the correctional institution because
the structural elements build up the total climate of the organization whether it derives from heaviness

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of prison workload,transparency interrogation,or a shortage of alternatives to imprisonment leading
to prison overcrowding. This has been a backdrop of the Thai correctional management today.
To emphasize,the changing page of the Department of Corrections in terms of stress management
and other correctional personnel programmes is hoped to be done in the individualistic approach forthe national strategic plan on human resources.Furthermore,the entire layout of structured manpowerplan may be put into practice. As the mid-level correctional officer is a constructional period of astrong professional specialization, sincerity of the correctional system to them can well be given byputting more effort into the core strategic plan and implementation plan on correctional personnel on
the individualistic aspect in order to prevent the brain drain of qualified and experienced correctional
personnel in the future. Because all costs regarding forming up and maintaining one qualified correctional officer within the correctional system requires a good deal of investment, the mid-level
correctional officer represents the medium-term developmental plan.

V. CONCLUSION
To sum up, the lack of stress management in Thai corrections has shown that there is some room
to develop in this field. The psychological needs of correctional personnel are proven to be unspoken
in the Thai correctional context;in years to come all programmes including stress management,anger
management, depression management and many others should be equipped with the development
scheme for correctional personnel. The room for development in stress management in the Thai
correctional setting across the country is that there shall be more forms of professional consultations
such as legal consultation when officers face legal issues;or some psychological assistance in anycasesthat encounter such good conduct correctional officers who intentionally serve the organization andcountry.The last word leaves to the correctional administrators as shown as the following:as long as
this national organization has the mission to professionally keep inmates in custody and efficiently
rehabilitate inmates, this organization shall have a parallel mission to assist those who are dedicatedto their 24 hour work for organizational missionsʼachievement.
References
Biggam,F.H.and Power,K.G.(1997)“
Social support and psychological distress in a group of incarcerated young offenders”, International Journal of Offender Therapy, 41 (3):213-30.
Department of Corrections, M inistry of Justice (2005). “Prison Standards”Nonthaburi:Department ofCorrections Press.
Department of Corrections, Ministry of Justice (2006). “Prison Standards Key Performance Indicators”
Nonthaburi:Department of Corrections Press.
Department of Corrections,Ministry of Justice(2011).“CORRECTIONS IN THAILAND 2012 EIGHTEDITION ”Bangkok:Bangkok Art.
Department of Corrections, M inistry of Justice (2013). Prison Standard on Quality of Correctional
Personnel Work Life, retrieved online on 10th April 2013:
http://os.correct.go.th/correct/a7393 1 56.pdf.
Liebling, A. et al (2011)The Prison Officer Second edition. New York:Willan Publishing.
Genders,E.and Player,E.(1995)Grendon: A Study of a Therapeutic Prison.Oxford:Clarendon Press.
Genders,E.and Player,E.(1995)Grendon: A Study of a Therapeutic Prison.Oxford:Clarendon Press.
Wilson, P. (2000)Experience of Staff Working in Close Supervision Centres. Unpublished MSt thesis,
Cambridge University.

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iAppendix A
Standard on “Qualified Correctional Staff”in the Thai Prison Standards

Staff or human resource is regarded as the most significant element of the mechanism. However,this statement can be practical when human resource receives the development to achieve appropriate
knowledge, experience and vision to job description, accompanied by being surrounded by the wellbalancing personnel numbers to correctional duties under the just and transparent staff welfare andstaff emolument plan.
Personnel Administration(i). Personnel Policy shall be established. The personnel administration procedure ranging frompersonnel recruitment, job assignment, promotion, position rotation, and special achievement promotion shall be carried in a just,transparent and accountability manner.This shall be considered yearlyby history of personnel proficiency, knowledge, and appropriateness to the position, duties, vision,
policy, laws and any relevant regulations.
(ii). Personnel administration chart and detailed positionʼ
s responsibility shall be structured.
(iii). All personnel shall have the work accomplishment history file.
(iv). The operational assessment shall be conducted regularly or at least every 6 months by theassessment committee in particular.
Personnel Development
The personnel development aims for professionalism in corrections by several means such as
training, educational visitation, consistent meeting attendance in relevance to the position and therequirement of the organizations and personnel principally.
(i). Portable operational manual shall be published in each duty for all personnel.
(ii). Appropriate place for academic research for personnel shall be provided e.g. documents oftextbooks, laws, regulations, orders, operational manuals of internal and external organizations for
personnel professionalism enhancement.
(iii). New personnel training shall be arranged not under 30 days assessable for all.
(iv). Correctional personnel proficiency examination and support involving academic, physical,
mental, emergency and safety technical skills shall be performed regularly.
(v).Appropriate training,seminar,further education opportunities shall be supported for personnel
to broadening understanding of life experience and notion at least once a year.
(vi). Result of training assessment or educational visitation report shall be processed.
Personnel M aintaining
The staff welfare shall cover all aspects e.g. staff emolument, operational environment, work
condition, residential condition, recreation, education, medical service and personnel family welfare
shall be adequate and appropriate to increase personnel operation level to reach the operation
efficiency.
(i). Correctional personnel who work closely to inmates shall receive special emolument.
(ii).Personnel opinion,suggestion,and grievance shall be processed in a confidential and particularmanner to prison governor or director general.
(iii). Consultation by professional counselor to personnel shall be provided in all work-relating

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aspects such as legal, welfare, financial issues etc.
(iv). Disciplinary and penalty procedure shall be conducted in a just manner. Opportunity to
advocate the accusation, no delay and transparency ground shall be performed.

Standard on “
Qualified Correctional Staff”in Thai Prison Standards
Key Performance Indicators
Personnel Administration Key Performance Indicators(i).Personnel Planning Policy shall be established.The personnel administration procedure ranging
from personnel recruitment, job assignment, promotion, position rotation, and special achievement
promotion shall be carried in a just, transparent and accountability manner.This shall be considered
yearly by history of personnel proficiency, knowledge, and appropriateness to the position, duties,
vision, policy, laws and any relevant regulations.
Key Performance Indicator-Success of Personnel Planning Policy establishment(ii). Personnel administration chart and detailed positionʼ
s responsibility shall be structured.
Key Performance Indicator-Success of Personnel administration chart and detailed positionʼ
s responsibility structuring(iii). All personnel shall have the work history file.
Key Performance Indicator-Success of Personnel obtaining individual work history file.
(iv). The operational assessment shall be conducted regularly or at least every 6 months by theassessment committee in particular.
Key Performance Indicator-Success of Personnel obtaining the individual operational assessment.
Personnel Development Key Performance Indicators
The personnel development aims for professionalism in corrections by several means such as
training, educational visitation, consistent meeting attendance in relevance to the position and therequirement of the organizations and personnel principally.
(i). Portable operational manual shall be published in each duty for all personnel.
Key Performance Indicator-Success of publishing the Portable operational manual within organization.
(ii). Appropriate place for academic research for personnel shall be provided e.g. documents oftextbooks, laws, regulations, orders, operational manuals of internal and external organizations for
personnel professionalism enhancement.
Key Performance Indicator-Success of establishing learning corner within organization.
(iii). New personnel training shall be arranged not under 30 days assessable for all.
Key Performance Indicator-Success of arranging the operational training for new personnel.
(iv). Correctional personnel proficiency examination and support involving academic, physical,
mental, emergency and safety technical skills shall be performed regularly.
Key Performance Indicator-Success ofpromotion and arrangement ofcorrectional personnel proficiencyexamination and support
involving academic, physical, mental, emergency and safety technical skills(v).Appropriate training,seminar,further education opportunities shall be supported for personnel

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to broadening understanding of life experience and notion at least once a year.
Key Performance Indicator-Success of the trained personnel within organization on necessary operational skills.
(vi). Result of training assessment or educational visitation report shall be processed.
Key Performance Indicator-Success of the trained personnel by making educational visitation report.
Qualified Personnel M aintaining Key Performance Indicators
The staff welfare shall cover all aspects e.g. staff emolument, operational environment, work
condition, residential condition, recreation, education, medical service and personnel family welfare
shall be adequate and appropriate to increase personnel operation level to reach the operation
efficiency.
(i). Correctional personnel who work closely to inmates shall receive special emolument.
Key Performance Indicator-Success of arrangement of the special emolument for closely inmate-contacting personnel.
(ii).Personnel opinion,suggestion,and grievance shall be processed in a confidential and particularmanner to prison governor or director general.
Key Performance Indicator-Success of arrangement of the personnel opinion, suggestion, and grievance system.
(iii). Consultation by professional counselor to personnel shall be provided in all work-relating
aspects such as legal, welfare, financial issues etc.
Key Performance Indicator-Success of arrangement of the professional counseling system.
(iv). Disciplinary and penalty procedure shall be conducted in a just manner. Opportunity to
advocate the accusation, no delay and transparency ground shall be performed.
Key Performance Indicator-Success of setting the appropriate disciplinary and penalty procedure.
ii Appendix B

Prison Standard on Quality of Correctional Personnel Work Life
1. Healthcare for operational readiness
1.1 Arranging the personnel exercising at least 2 times a week
1.2 Arranging the physical proficiency test at least 2 times a year
1.3 Arranging the annual physical checkup
2. Subsistence support
2.1 Setting the “One product One correctional officersʼwife club”
2.2 Providing school bus service for correctional officerʼ
s family2.3 Supporting the consumption goods monthly for correctional officers
2.4 Setting the medical expense and children education funds
2.5 Distributing a free uniform a year
2.6 Providing free lunch for operating officers
2.7 Assisting injured and deceased correctional officers on duty
2.8 Providing free house fixing
2.9 Providing the cost-priced consumption goods
2.10 Setting welfare fund with low interest loan
3. Operational Facilitation
3.1 Arranging separate toilet and bedding for correctional officers on duty

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3.2 Providing necessities for operation e.g. baton, torch, two-way radio etc.
3.3 Providing drinking water and coffee corner or refreshment for correctional officers
4. Burden lessening
The Department of Corrections looks to lessen the officers burden by arranging the shiftconsecutive not over 3 shifts,except the necessary situation e.g.hospital shift,or official travel to otherregions etc.
5. Morale support
5.1 Systemizing counseling services in various expertise areas such as legal,welfare,psychological, and financial aspects etc.
5.2 Arranging educational visitation for correctional officers
6. Discipline and ethics
6.1 Correctional officers dress properly and orderly
6.2 Salutation and official report are to conduct properly.

119STRESS MANAGEMENT OF CORRECTIONAL PERSONNEL
IN THAILAND
Archaree Srisunakhua

I. INTRODUCTION
According to the organizational structure of the Ministry of Justice,there are three core organizations responsible for behavioural rehabilitation: the Department of Corrections, the Department ofJuvenile Observation and the Department of Probation. These counterparts in law enforcement canexperience a great deal of job-related stress in various levels of stress.
When compared with their counterparts, Prison Officers experience higher levels of stress due totheir work environment;they work in a controlled environment which can be dangerous,unpredictable
and includes crisis situations like fighting among prisoners,attempted homicide,medical emergencies,
personal threats and prison lock down.
M oreover,correctional officers face a number of sources of stress particular to their field includingorganizational factors such as working in shifts, and conflicting, and ambiguous roles at work. Also
they suffer from the nature of prison work such as exposure to violence which can affect the officialʼsability to engage in custodial treatment or facilitate treatment programmes for offenders.In addition,
the evidence indicated that the levels of stress may have increased in recent years due to correctional
system problems such as prison overcrowding,understaffing,the impact of globalization,technologicaldevelopment and social modernization.

II. CURRENT SITUATION AND PROBLEM S IN REGARD TO
STRESS AMONG CORRECTIONAL OFFICERS
A. Literature Review
Over the last decade, there have not been many studies on work-related stress among Thai
correctional officers nor have there been the studies addressing levels of stress,causes of stress,effectsof stress including sick leave, early-retirement, mental and physical problems, perception of security,
impact of working in shifts, etc. M oreover, the results of any studies have failed to address which
factors cause stress or the stress levels of the Thai corrections officers.
One study has shown that most prison officers in the Bangkok area had low levels of job stress:
however, responsibilities, genders and positions caused significant differences in stress levels. Genderalso led to significantly different coping styles; moreover, female prison officers used more of thefunctional emotion-focused coping style than their male counterparts (Onanong, 2001).1 However,demographic factors including age, marital status, income, income to expense ratio, period of work,
work section, family responsibility and organizational factors had no correlations with stress level(Rattchavadee, 2004).2 In addition, for the work-related stress of supervisors and coworkers work
environments are significantly correlated to level of stress (Vunpen, 2001).3

Director of Sawankhalok District Prison, Department of Corrections, Ministry of Justice, Thailand.
Wangmanoa, Job Stress and Coping Behaviors of Prison Officers in Bangkok (Thesis, Rankamheang University, Bangkok, 2001).
2Rattchavadee Nimitkasemsupak, The Use of Healthtron for Reducing Occupational Stress in the Correction Officers(Thesis, M ahidol University, Bangkok, 2004).
3Vunpen Vongvaikittisin, Factors related to the stress of custodial staffs in prisons and correctional institutions: a casestudy of the prisons located in the Bangkok Metropolitan. (Thesis, Nida, Bangkok, 1998).
1Onanong

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In terms of perception of risk level,there is a significant correlation between demographic factorsof gender, marital status, education, income, work experience, and professional training, and theperception of risk level in terms of risk of mental disturbance, risk of infectious disease and risk of
personal threat (M anu, 2000).4
B. Addressing Stress Among Correctional Officers
Currently,there is no research on significant factors indicative of stress such as sick leave,suicide,turnover, absenteeism, psychosomatic disorder, etc. However, in order to address stress among correctional officers, it is necessary to consider the circumstances. In recent years, there are several
circumstances that may have created increased stress for Thai correctional officers. The significant
sources of stress help to predict what the level of stress among correctional officers will be.
1. Prison Overcrowding Problem
Overcrowding is considered as the most significant problem in Thai corrections which creates avariety of negative physical and psychological responses. The number of prisoners has continued torise over in the last decade despite the royal pardons:over the last three years,the prison population
went up by 24.61%:1 October 2010 (210,315),1 October 2011 (212,441),1 October 2012 (242,989).As of 1
April 2013,the prison population was 262,077(Table 1).As a result ofprison overcrowding,correctional
officers face increasing levels of stress:for example,work-overload such as head counts,searching andpaper work.
Prison overcrowding has created problems within prison facilities such as at the canteen,visitation
rooms, showers and toilets, schools and vocational training facilities, and sports and recreation
facilities. For example, nowadays, because of low capacity at the canteen, many prisons need toprovide meals within a limited time frame;the same is true with use ofthe shower facilities.These time
limitations can increase tension and stress among inmates and correctional personnel as well as
increasing of the number of unpredictable situations.
2. The Understaffing Problem
As a government agency, the Department of Corrections needs to comply with the governmentʼspolicy of decreasing the number of public servants despite facing overcrowding. Even though thedepartment has sufficient manpower,it has been in a crisis situation in terms of the ratio of the inmate
population to the size of prison staff.
It can be said that Thailand is one of the countries that has a very high ratio of prisoners to prison
staff. M oreover, the proportion of prisoners to prison staff is increasing. Table 1 shows the prison
population over the last decade.

4M anu Thuamthong,Opinions of Personnel under the Department of Corrections in Phranakhonsriayutthaya Province to

the Risks from Working, (Thesis, Turakitbandit University, Bangkok, 2000).

121RESOURCE MATERIAL SERIES No. 91
TABLE 1The Ratio of Number of Staff to Prisoner Population
Year

Number of Staff

Prisoner Population

Ratio

2003

10,891

211,475

1:19.41

2004

11,030209,811

1:19.022005

10,978168,040

1:15.172006

11,073

161,886

1:14.61

2007

11,029153,405

1:13.90

2008

10,746

174,381

1:16.222009

10,877

186,625

1:17.152010

10,714

210,315

1:19.62

2011

10,689212,941

1:19.92

2012

10,549242,989

1:23.032013

10,677

262,077

1:24.54

In fiscal years 2004, 2006, 2007, 2010, 2011, and 2012, there were corrective royal pardons
as of 1 April 2013

The understaffing problem can create a variety of stresses among correctional officers such as
workload and overtime. For instance, a lack of psychologists, medical personnel and social workers,
forces correctional personnel to work as such in a professional role.In addition,staff are responsible
for on-call duty due to serious illnesses of inmates which need medical care in hospitals.These can becauses of stress among correctional officers due to the unpredictable night-shift schedule as well as
their family schedules.
3. Conflicting and Ambiguous Roles
Correctional officers have to engage in custodial responsibilities (maintaining security, such as
preventing escapes,inmate fights and providing prisoner discipline)as well as engage in rehabilitation
responsibilities (providing vocational training,education and rehabilitation programmes).It was foundthat those conflicting duties cause stress between coworkers and also the officers themselves. For
instance,practically,it has frequently been an argument between officers working in prisoner-custodysections and education sections in relation to the operation of their activities.From first-hand experience, this can be a serious problem between correctional officers and coworkers.
4. Stress Caused by Factors External to the Organization
In Thai culture, poor public image is not a serious problem because public service, including
working as correctional officers, is seen by the community as an honoured profession. However, thecommunity attitude towards prison work is negative;especially, the media can strongly influence thepublic attitude; the prisons have been presented as places of harsh punishment, poor hygiene andcorrupt management. Additionally, prison officers face public doubts in regard to non-custodial
treatment such as parole, probation and royal pardons as well as the effectiveness of rehabilitation
programmes.Thus,working in prison is recognized as a thankless job.Even if you have done a greatjob, you will not likely have the appreciation of the community.
M oreover, in regard to the governmentʼs policy on drug suppression, drug offenders are likely toreceive the most severe punishment which leads both offenders and correctional officers to experiencehigh levels of stress. In addition, nowadays, the evidence has shown that prisoners have creative
methods of concealing cell phones and related contraband;they even engage in drug smuggling.These
circumstances combined with overcrowding and understaffing can create excessive stress among

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correctional officers.
5. Facts that Illustrate Stress among Correctional Officers
Practically, sick leave is significantly correlated to levels of stress.It has been found that officers
working extensive night shifts and overtime have often taken sick leave.In this case,it caused stressto coworkers in terms of uncertain work schedules.
Nevertheless, it has been found that not many correctional officers refuse overtime or night shifts
despite the fact that they have had such long working days including 8 hours of work and then 16 hours
for the night shift with only a one-and-a-half-hour break because they receive benefits from overtime
and night-shift duty in terms of extra income and a healthy work environment (fewer supervisors),lessinmate interaction, etc.
Burnout is a common problem among correctional officers who feel ignored and lack motivation,
especially for the officers who have been working in the same prison for a long time ― and lack ofpromotion as well.They have frequently said that the department is concerned with the prisoner much
more than prison officers.

III. PROBLEM SOLVING IN REGARD TO
STRESS AMONG CORRECTIONAL OFFICERS
A. Supportive M anpower
There are no specific training programmes on stress management. However, the Department
realizes that correctional personnel are the key mechanism to successfully drive the organization
towards its ends. The Department has made many efforts to improve the quality of its humanresources.
The disproportion of staff and inmates (1:23,Table 1)has been recognized as a major obstacle ofprison management and also has had a significant impact on staff. In the past, it would have caused
an argument by having temporary employees perform prison work, but this practice has become ahelping hand. At present, there are 1,571 temporary employees performing their work in correctional
institutions throughout the country which can assist prison staff to perform general administration.
B. Prison Standards
In 2006, the Department launched the Prison Standards, which establish a physical and working
mechanism model for 10 aspects of operations for all prisons. The goal of the Prison Standards is toachieve the acceptance of three parties,namely the prisoners,the correctional officers and the community.
Every prison and correctional institution is required to improve its conditions to achieve theStandards which are aimed directly at reducing sources of stress among correctional officers, forexample:every prison is required to do manual operations for various duties to ensure that the officers
can respond to their various responsibilities. These can reduce such causes of stress for the fear of
doing “something wrong”and of being criticized or investigated.The circumstances revealed that the
Prison Standards have caused a significant change in the prison administration as well as the qualityof lives of staff.
C. The Improvement of Quality of Life of Correctional Personnel
One of those Standards is the Standard for Qualified Staffs.The Department ofCorrections required
all prisons and correctional institutions to provide various activities which can be referred to as stressmanagement techniques, for example:a complaint system, an effective communication system and acounselling system in order to promote cooperation and good relationships between the superintendentand staff,provide sufficiency training to new staff,professional-level training and special programmes.
Furthermore, in order to achieve Standards for Physical Plants, all prisons and correctional
institutions are required to improve their prison facilities for staff and inmates,for example:providing
learning centres,recreation areas,control rooms,standard barriers,sufficient tools and equipment for123

RESOURCE MATERIAL SERIES No. 91
working, etc.
D. Dharma Practices for Prison Staff
Since Buddhism is the main religion of most Thai people,dharma practices are significant activities
for encouragement of prison staff morality.There have been varieties of dharma activities carried out
such as the Following Royal Footsteps Project and the Prison as Home of Dharma Project.
As part of the main activity of the Prison as Home of Dharma Project,the meditation programme
has represented its significance as relaxing activities for prison staff because meditation is recognized
as one of the stress management techniques.The department has regularly carried out this project for
2-3 sessions a year,in addition,the director of prisons and correctional institutions may have his or her
own dharma activities for staff.These are very simple and helpful activities for reducing the stress ofprison staff.
E. Promotion of Self-Sufficiency Philosophy
His Majesty King Bhumibol Adulyadejdeveloped the philosophyofthe SufficiencyEconomyto leadhis people to a balanced way of life and to be the main sustainable development theory for the country.
The philosophy implies morality and ethics which are essentially required in correctional work.
Accordingly,the Department has adapted the virtues of“self-sufficiencyeconomy”for the managementof prisons which are applied in three dimensions:the self-sufficiencylife ofstaff,the self-sufficiencylife
of prisoners after release and the administration of organization based on the self-sufficiency economy.
The department has tailored eight activities for the officers who desired to join this programme:
he/she must (1)be self-sufficient in terms of balancing living costs;(2)perform his/her duty effectively
and transparently;(3)promote activities of his/her family in order to enhance happiness and morality;(4)not participate in gambling;(5)be experienced in promoting unity among correctional officers;(6)be a healthy person in terms of exercising and practicing personal health care;(7)promote the learning
network among correctional officers; and (8) be concerned with the environment. The programme
activities will be helpful for staff in many ways such as providing guidelines for decision-making,learning to live without greed or overexploitation, and being able to cope appropriately with criticalchallenges.

IV. CHALLENGE OF STRESS MANAGEMENTAMONG THAI CORRECTIONAL OFFICERS
It can be a challenge to manage a diverse group of correctional officers who have to work underdifficult circumstances that affect their mental and physical well-being. Even though we can identify
the sources of stress among correctional officers, stress management is not as easy as it sounds.
Behaviours for coping with stress are unique and can be experienced in different ways. There is no
single method that works for everyone or in every situation. Remarkably, many of the problems theinternational correctional system experiences are similar to what we are experiencing in Thai corrections despite differences in organizational structures and work environments.
M oreover,in Thai culture,conflict and displays of anger are eschewed;thus,Thai people often deal
with disagreements and conflict.These can be both advantages and disadvantages for stress management.It can be an advantage in coping with stress in terms of avoiding stress.On the other hand,it canbe a disadvantage in identifying the sources of stress, because they often keep quiet even if feeling
uncomfortable.
Also significant to Thai culture is that hierarchy and seniority must be recognized and respected inany relationship, even in the workplace. Thus, senior officers can be helpful, and the relationships
between staff might be like family members. There should be more internal programmes such as
mentoring.
Thus,some successful programmes such as stress counselling,family counselling,de-briefing at theworkplace,counselling by psychologists,and individual counselling might not have been successful in
the Thai correctional systems.On the other hand,some programmes can be practical and useful in Thai

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corrections, such as anger management training, problem solving and decision-making training,communication skills training, time management training, regular exercise, relaxation exercise,meditation, yoga, prayer and other forms of relaxation and paid holidays.
Furthermore, there are various supportive circumstances operating in Thai public organizations
which can be adapted to stress management programmes among correctional officers such as stressmanagement for pensioners which is an effective health programme. Remarkably, such a successfulprogramme was not tailored to correctional officers who routinely face stress.

V. CONCLUSION
In conclusion, the current situation of Thai corrections in regard to stress management amongcorrectional officers is ongoing improvement.The evidence has shown that the Department of Corrections has experienced stress among Thai correctional officers and also has operated various projects
in order to reduce sources of stress. Additionally, levels of stress may have increased in recent years
due to correctional system problems such as prison overcrowding,understaffing,the impact of globalization, technological development and social modernization.
It is clear that stress management can help prevent and relieve stress, which can have valuable
benefits for correctional administrators.Therefore,stress management among correctional personnel
should be initiated and needs to address the stress among correctional officers caused by the corrections organization itself including Thai culture. In addition, it will be key to the success of the
programme to convince correctional administrators and officers that they can benefit from theprogramme not only at work but in their daily lives.
ReferencePeter Finn,Addressing Correctional Officer Stress Programs and Strategies,National Institute of Justice,December 2000.
http://www.bfcsa.nsw.gov.au/journal/ajcsd>.

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STRESS MANAGEMENT SYSTEM IN THE PROBATION AND
YOUTH JUSTICE DIVISION, KINGDOM OF TONGA
Tito Faupala Kivalu

I. INTRODUCTION
In Tonga today, treatment of offenders has increasingly become one of the major concerns of theauthorities and the public at large.The Probation,Prison Department and the CommunityAgencies areat the heart and core of the justice system in terms of treatment and rehabilitating of offenders but
most importantly in promoting peace in our community. It is indeed undeniable that the roles andresponsibilities of these professions are huge challenges and associated with lots of occupational stress.
It is particularly valuable to understand how correctional personnel manage to cope with theirchallenges and stresses while executing their respective duties.This paper is in two major parts.The
first part contains three sub-parts addressing from where causes of stress for Probation Officers arederived.Each of these three sub-parts further outlines specific causes and proofs ofstress for Probation
Officers. The last part of this paper discusses stress management practices.

II. THE MAIN CAUSES OF STRESS
A. Organizational Causes
1. Understaffed
At present there are only four officers employed in the Probation and Youth Justice Division. All
these Officers are posted on the main Island of Tongatapu. There are two main challenges with only
four Probation Officers.The first being a lack ofprobationarywork available on the other islands.The
second is that for the past years, the need for probationary work has increased significantly. On
average the pre-sentencing reports alone ordered from the Probation Office are 160 for the last three
years.In the years 2011 and 2012,there were only three officers working,while one officer was on study
leave.Therefore,on average,for the last two years,one officer had to complete about 55 pre-sentencing
reports.These reports were on top of many other duties of each officer.These serious challenges havebeen with the Division for a very long time causing serious stress to each Probation Officer.
(i) Proof Points(a)Workload
According to the job descriptions and other duties assigned to the roles of Probation Officers,
sometimes it is too much for the individual capacity to get a hold on and be able to handle every task
in a timely manner, and, almost all the time, it takes time to recover and to escape from stresses.
(b)Untrained Staff
All four officers of the Probation Division had never received any formal or special training before
engaging in our respective jobs. Each of the Probation Officers had to learn on the job. We also had
to rely on in-house training through sharing experiences from the other officers who had been in the
Division longer.
2. Limited Budget
The Division is under the M inistry of Justice. The M inistry of Justiceʼs administration section
always has the last say in the Divisionʼs administration matters including the Divisionʼs annual anddaily budget. This is one of the major factors that has contributed to developing stress of individual
officers because the need to complete our tasks daily are either not met or they have been delayed fora long period of time.
Probation Officer, Probation and Youth Justice Division, Kingdom of Tonga.

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154TH INTERNATIONAL TRAINING COURSEPARTICIPANTSʼPAPERS(i) Proof Points(a)Lack of Facilities
We have a lack of equipment that is very much in need for our daily operations that could help to
conduct our duties more effectively and in a timely manner. For example, we all have to share one
vehicle,computers and a printer,for the organization has provided very limited resources.Most days
we also run out of fuel for the vehicle. The vehicle is very much needed for the supervising of thecommunity workers, home visits and so forth.
(b)Further Training
As years go by, Probation Officers need to update their skills and knowledge to meet the socialchanges of the community. If it was not for JICA, all the Probation Officers would have not received
any up-to-date training. Therefore there is an urgent need for necessary training in other areas for
Tongaʼ
s Probation Officers. These trainings should also include counselling, etc.
3. Legislation
Since the establishment of this new service in Tonga in 1994, there has been no special legal
document enacted to guide the process and procedures for Probation Officers for the purpose of thisdivision. The only legal shelter for this service is an Amendment Act No. 25 of 1990 of the Criminal
Offences Act.
(i) Proof Points(a)Lack of Legal Support
The law consists of the very important documents that every profession would look to for guidance
and for security for their actions while conducting their duties, especially involving important areasthat deal with legal matters and justice. In the absence of legislation, Probation Officers are often
exposed to vulnerable,stressful situations in the absence of a piece of legislation for Probation work.
B. Work-Related Causes
1. Communication Breakdown
Communication has become a significant problem that triggers an immediate stressful reaction insome situations.The Probation Division is a part of the law enforcement unit of the justice system,and
our responsibilities are relying on court orders that are strictly constrained by time limitations.Very
often the Probation office receives court orders verylate and close to their due dates resulting in officer
stress.
(i) Proof Points(a)Increasing Workload
Task allocation to each Officer has mounted up, and they are subjected to further stressful situations.This may also result in probation officers working for unpaid over-time during or after working
hours and on week-ends.
(b)Inability to complete tasks in a timely manner
Inability to receive court orders in a timely manner results in the inability of the Probation Officer
to prepare the required reports on time. This causes bad relationships between all concerned parties
such as the courts, community service supervisors, offenders, probation officers and so forth.
2. Lack of Leadership and Management Skills
The Probation Division authority had a lack of management and leadership skills in organizing andcontrolling the daily operations of the division. This is a factor that sometimes contributed to morestressful situations.
(i) Proof Points(a)Line of Duty
There is no management system in place for the division of labour and tasks of each Probation
Officer.Sometimes one Officer is frustrated and cannot control stress especially when another Officer
is absent from duty.

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RESOURCE MATERIAL SERIES No. 91(b)Delegation of Authority
There is no system in place to decide who is responsible to check on each employees and theirperformance in conducting their duties.Also there is no clear delegation on who is to look after what
job within our Division.This sometimes resulted in one officer making a decision on the same matterthat another officer had previously made a decision on. The clashes in decision-making sometimes
cause bad relationships between some of the Probation Officers.
3. Threat of Offender Violence
The nature of work where one has the authority to control and manage others and the way to
behave,and the others are obliged by the law to comply with the direction given by authority,creates
stress. For example, on many occasions only one Probation Officer is assigned to do the supervisionrole of community service workers of more than ten (10) offenders. At most times, offenders wereallowed to use working tools to assist in carrying out their work.
(i) Proof Points(a)No Security System
There has never been any system or any specific training for security purposes to protect Probation
Officers from suffering as a result of an unexpected incident while conducting their duties.
(b) Tonga is a small country and basically everyone knows where everyone lives and works.
Sometimes officers meet the offenders working in the community in shops, towns or elsewhere. Fearof being attacked mostly causes stress to the officer.
4. Poor Data Collection System
Technology helps reduce stressful norms of the workload of todayʼs job and has changed manythings in a positive way,but our manual system of storing information and data collection has draggedindividuals into stressful situations.
(i) Proof Points(a)Slowdown Work Progressing
This is one of the factors that has contributed to the stressful effect ofworkload.For example,whena record of an offender is needed, it takes a lot of time to go through manual system to update theinformation.
(b)Statistical Accuracy
There have been possibilities of inaccurate information when referring and using statistical data inconstructing reports as the system puts pressures on itself, especially at times when an officer isexperiencing heavy workload. This is a result of not having reliable and updated computerized data.
C. Other Causes
1. Lack of Public AwarenessSince the establishment of the Probation Service in Tonga, the workers keep changing over time,and new recruitment comes in. There has been little attention to educate the general public how
important the Probation Service is or its role in the community development.
(i) Proof Points(a)Misunderstanding
There is a misunderstanding by some of the community members as to the roles and responsibilities
of Probation Officers, which in turn leads to a poor image of the Probation Officer to the generalpublic.For example,some of the offenders and family members who were interviewed for the purposeof preparing Pre-sentence reports for the courts had the wrong idea that the Probation Officer has asay on what sentence the court will impose on each offender.
2. Probation Officer ― OffendersʼAfter-Working-Hours Relationships
Because Tonga is a small country,you could easily recognize and meet someone very often.It is achallenge that causes stress when meeting offenders at places outside of work.

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154TH INTERNATIONAL TRAINING COURSEPARTICIPANTSʼPAPERS(i) Proof Points(a)Post Threat
It is always difficult to escape the feeling of insecurity when meeting offenders. As previously
mentioned,Tonga is such a small country,and fear of your family members being attacked also causesmuch stress for Probation Officers.
3. Lack of Cooperation of Inter-related Agencies
There has been no proper network system in place to support cooperation between the inter-related
agencies.
(i) Proof Points(a)Information Exchange
In some of the key agencies such as the Prison Department,we experience verypoor communication
regarding important information about offenders.For example,information about discharging dates ofprisoners who are to be on probation after discharge from prison.Not knowing these dates causes morestress to Probation Officers since the Division has to go looking for the offender and sometimes to noavail.

III. STRESS MANAGEMENT PRACTICES
To be frank,occupational stress is ignored widely in the Tonga correctional system.The problem
has never received serious attention or been a matter of priority in the organizationʼs operational
strategies.It is evident from the type ofwork done byProbation Officers,described in previous sectionsof this paper, that stress is a huge challenge in this line of work. Accordingly, it is important tohighlight the stress management strategies that are in place that help the Probation Officers cope withstress while conducting their duties.
In the organizational system of work there has never been a formal stress management mechanism
to help with the employeesʼstress management.Therefore each officer manages his stress personally.
The way that these officers deal and cope with their stress is simply something that they have learned
from their past experiences. In my view, there are four main ways used by Probation Officers tomanage stress.
The first is through discussions with other Probation Officers. Probation Officers often discuss
their cases and workload with colleagues. This sometimes occurs in a situation when an Officer isexperiencing very excessive workload or possible threats from community workers. Through discussions, the concerned officer may feel less stress.
The second is seeking further assistance from former Probation Officers or from other professions
such as State Prosecutors,M agistrates,Judges and so forth.This is in particular when it comes to legal
issues. Clarifications are sometimes sought from appropriate professions as mentioned above.
The third is the delegation of the community-work-order supervision role to community agencies.
This also includes enrolling offenders in rehabilitation courses conducted by several community
agencies and non-government organizations. This is considered one of the very effective stressmanagement strategies that reduces work-related stress of Probation Officers.
The fourth stress management strategy that proves its long-term effect to reduce the current trendof stress is that Probation Officers pursue further studies.As previously mentioned,one of the officers
underwent further studies in one of the universities in 2011 and 2012 in sociology.The knowledge andskills brought from this officer contributed very much to correcting uncountable misunderstandings in
the Division.
It is also worth mentioning in this paper that the various experiences that each officer has
encountered contribute so much to their managing of each of their respective stress levels. In somesituations when one officer does not want to discuss challenges that he faces,the officer has to find a129

RESOURCE MATERIAL SERIES No. 91
way outside work to work it out on his own.

IV. CONCLUSION
In conclusion,at present Probation and Youth Justice has no organized stress management system.
Despite the undoubted benefit the Kingdom receives from the Probationʼ
s services, the mental wellbeing of its staff is the least of the Kingdomʼs concerns.We can never eliminate stress from our daily
lives at our workplaces, but many studies have proved that there is much we can do to reduce it.
Therefore, the onus is on the principal organization to take actions in developing its own stressmanagement policy. For a better Probation service, establishment of a stress management system isvery much needed immediately.

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REPORTS OF THE COURSEGROUP ACAUSES OF STRESS FOR CORRECTIONALPERSONNEL AND NECESSARY ABILITIES FOR M ID-LEVELSTAFF TO SOLVE THE PROBLEMS
Chairperson
Co-Chairperson
Rapporteur
Co-Rapporteurs

M embers

Advisers

Mr. Supachoke KHUANRUECHAIMr. Faupala KIVALU
Mr. Kee Hang NG
Mr. Ibrahim NASHID
Mr. Zaw Lynn AUNG
Ms. Fumiko AKASHI
Mr. Angus Kimega M ASORO
Ms. Yuko MATSUSHIM A
Mr. Hiroki OGATA
Prof. Koji YOSHIMURA
Prof. Ryo TSUNODA(Thailand)(Tonga)(Hong Kong)(Maldives)(Myanmar)(Japan)(Kenya)(Japan)(Japan)(UNAFEI)(UNAFEI)

I. INTRODUCTION
Correctional work is one of the most stressful occupations around the world. During the Individual
Presentations (IP)conducted byall participants ofthe 154th International Training Course ofUNAFEI,
we had a thorough discussion of what kinds of stress that correctional staff,including prison officers,
probation officers and prosecutors, are now facing in our countries and at the same time,we tried tofigure out different kinds of stress management programmes to reduce stress for correctional personnel.
During the training course, we also attended lectures conducted by Professors of UNAFEI and
Visiting Experts for topics on Stress Management,Anger Management,Leadership,Training,Offender
M anagement and Treatment Programmes for Sex Offenders.
After attending the IP sessions and lectures, we formed a group to discuss the following issues:
1. Identifying the causes of stress for correctional personnel;
2. Solving the problems and reducing stress;
3. Identifying necessary abilities required for mid-level staff to solve the mentioned problems;
4. Suggesting ways to gain or improve the necessary abilities identified for mid-level staff.

II. COMM ON CAUSES OF STRESS
During our IP discussions and review sessions,we identified quite a number of causes of stress forcorrectional personnel of different countries. However, these causes of stress may vary across theparticipating countries due to our difference in culture, norms, history and level of development.
Therefore,we agreed to discuss causes of stress which occur in most of the participating countries,but
not necessarily in all countries. We also agreed to focus on major and critical causes of stress which
are affecting all levels of correctional personnel, not only mid-level staff. Finally,we came up with thefollowing common causes of stress for further analysis:
1. Budget
2. Nature of W ork
3. Overcrowding

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4. Leadership and Management
5. Training

III. BUDGET
A. Problems
Like any other organization,correctional organizations are also facing the problem of insufficientbudgets, and it is one of the major factors that causes stress among correctional personnel. We needadequate funding in order to improve service. Insufficient budgets result in the following problems:
1. Poor and unsecure working environments;
2. Poor infrastructure such as weak buildings,poor security systems,insufficient transport provisions;
3. Understaffing and low pay to staff;
4. Lack of essential equipment such as inmate restraining equipment, fire prevention and fighting
systems, radio and communication sets;
5. Poor welfare and facilities for inmates such as catering,medication,accommodation and sanitaryfacilities.
B. Solutions
As mid-level staff, it seems that there is not much we can do to solve the problem of insufficientbudgets because budget matters are directlyrelated to the central government policies and bureau-level
discussions. However, we, as mid-level staff, can still do something which may change the result.
During our discussions, we concluded that we can have two ways to improve the situation of
insufficient budgets:
1. Convince the senior management to approve our budget, that is, to convert a budget to funding;
2. Within our existing budgets,fully utilize the resources available to enhance our current services andeven, if possible, initiate pilot projects for new services.
1. Convince Senior Management to Approve Budgets
In most correctional organizations,budget plans and proposals are prepared by mid-level staff. In
order to convince senior management to approve our budgets, we need to prepare a proper plan to
explain the budget based on facts and data, and the reasons why we need that amount of budget.
However, the most important thing we should do is to “link-up”our budget proposal with the overall
goals,short term and long term objectives of every decision-making unit within the chain of approval
for budgets.
2. Fully Utilize the Existing Budget
In most cases,though we propose a well-planned and realistic budget,we do not get all the funding
requested in the budget. The budget we got is not sufficient to achieve all our goals. Therefore, thelimited budget must be managed efficiently in such a way that all the resources available are fully
utilized to enhance the current services.Effective measures should be taken to improve the productivityof staff and to reduce recurrent expenditures such as conserving electricity and water,which can savemoney, and this money can be used to initiate pilot projects for new services.
C. Necessary Abilities for Mid-level Staff to Solve the Problems
1. Ability to Identify Chain of Approval and Familiarize with Budget Approval Procedures
In order to execute the first solution mentioned above, mid-level staff should have the ability toidentify the chain of budget approval for different expenditure levels and to familiarize themselveswith the budget approval procedures and requirements. The chain of budget approval may vary for132

154TH INTERNATIONAL TRAINING COURSEREPORTS OF THE COURSE
different expenditure levels. Therefore,mid-level staff should know how many levels of approval theirbudget will pass through in order to successfully get their budget approved.
2. Ability to Understand Goals and Objectives of Every Decision-Making Unit
M id-level staff should study and understand the goals,both short-term and long-term objectives,ofevery decision-making unit within the chain of budget approval. Different decision-making units ofevery approval level may have their own concerns and objectives. Therefore, it is important tounderstand these decision-making units in order to gain support from them.
3. Ability to Link-up Budget Proposal with Goals and Objectives of Decision-M aking Units
Sometimes,mid-level staff make budget proposals only according to their needs and requirements.
However, it is insufficient in order to gain support from senior management. They should be able tolink-up their budget proposal with the goals and objectives of every decision-making unit so that they
will believe that the proposed budget can help to achieve their goals and objectives to a certain extent.
4. Ability to Conduct Effective and Efficient M anagement of Existing Resources
In order to execute the second solution mentioned above, mid-level staff should have ability toidentify and familiarize themselves with all the resources available and conduct effective and efficientmanagement of these resources. Sometimes, mid-level staff only recognize resources immediately
available to them but neglect some other resources which they could use. Therefore, mid-level staff
should always be sensitive to their surrounding environments and identify possible resources for theirservice enhancement.
5. Ability to be Innovative
M id-level staff should be innovative in order to create new ideas to improve productivity andservice enhancement. On the other hand, they should always be ready to adopt new ideas from theirsuperiors and subordinates and put these ideas into action plans if possible.
6. Ability to Motivate Staff
Since we have limited budgets, mid-level staff should be able to motivate their staff for stronger
teamwork and execution of new initiatives in order to reduce expenditures and increase productivity.
M id-level staff should have the charisma to lead their team members to launch pilot projects for new
services without additional resources.

IV. NATURE OF WORK
A. Problems
Correctional work is quite unique in terms of dealing with offenders. Overwork, low salary, andpoor relationships among staff in the workplace are some common causes of stress for staff in manyorganizations and companies. In addition,correctional personnel are facing some other causes ofstressarising from the nature of their work.
1. Threats
According to the lecture given by Dr. Jeswal on Treatment of Offenders, correctional staff arealways exposed to threats of offendersʼviolence, as well as potential threatening from other parties
related to offenders such as requests for smuggling illegal drugs and threats from gangs.
2. Diversity of OffendersʼProblems
Correctional personnel always deal with defilement cases such as sex offences,child abuse,etc. In
addition, they face difficulties in treating offenders because the offenders have diverse and complex
problems, such as suffering from drug abuse, mental disorders, or developmental disorders and being
elderly,unemployed,or homeless. As the correctional staff are always dealing with the“dark”side ofsociety, their emotions may be easily affected and full of unpleasant feelings.
3. Loneliness
As mentioned above,correctional staff always face various difficulties. Even worse,some of them
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in charge of one or a few local administration divisions and have to supervise all the cases within thesedivisions on their own. Sometimes this makes the probation officers feel lonely during the executionof their duties and personally responsible for offendersʼmisconduct.
4. Feeling Undervalued by the Public
In some countries,correctional officers are undervalued by the public because of public perceptionof corruption within prison environment and the poor nature ofwork ― 3D (Dirty,Dangerous,Difficult)etc.In addition,in many countries,correctional services are not recognized or understood well by the
public.
B. Solutions
Although sometimes stress is inevitable because of the nature of our work,the following measures
can be taken to reduce stress and to overcome the problems caused by the nature of work.
1. M aintaining Law & Order
Correctional officers should conduct their duties according to the rules and regulations in order tomaintain law and order. According to Dr.Jeswalʼ
s lecture on Treatment of Offenders,research showsthat prison violence diminished when prison management was improved. Thus, maintaining law andorder is not only necessary, but it is also effective to preventing offendersʼviolence.
2. Teamwork/Peer Support/Guidance from Superiors
Since correctional officers face a variety of challenges, in order to overcome those challenges orproblems,they should work as a team.Teamwork enables them to get peer support and guidance fromsuperiors easily. As a result, they share information and do not feel isolated while handling difficult
cases.
3. Providing Offenders with Effective Treatment Programmes
In order to minimize the violence and misbehaviour of offenders, they should be provided witheffective treatment programmes such as cognitive behavioural therapy,motivational interviewing andanger management.
4. Introduction of Technology
It is also meaningful to make use of technology to reduce threats from offenders and to improve
services such as the implementation of prison robots in Korea, Knowledge Management Systems(KMS)― an intranet database system used in Hong Kong ― or satellite systems for conferences inJapan.
5. Gain Public Understanding about Correctional Services
Arousing public awareness about the importance of correctional work will improve the image andgain understanding and support from the public for the correctional system.
C. Necessary Abilities for Mid-level Staff to Solve the Problems
1. Being Knowledgeable about Laws & Regulations
In order to maintain law and order, mid-level staff should be well familiarized with all rules andregulations.They should know what actions need to be taken in different situations and give directives
to their subordinates promptly during emergency cases.
2. Ability to Communicate Effectively within the Organization
For good teamwork and supportive relationships in the workplace,the ability to communicate withsubordinates, peers and superiors is important. As M r. M uroi mentioned in his lecture on leadershiptheory, “M id-level supervisors serve as points of contact between the upper and lower parts of theorganization;they must carry out management as advisors”.
3. Ability to M anage and Execute Effective Treatment Programmes
In order to provide effective treatment programmes to offenders, mid-level staff should be knowledgeable about various kinds of treatment programmes and,therefore,able to choose the appropriate
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ities to manage or even execute those programmes on their own.
4. Being a Role ModelAs Dr. Jeswal mentioned in her lecture on treatment of offenders, “Mirroring is the first step
towards learning”;mid-level staff should be good role models for offenders as well as to the staff.Dr.
Jeswal also mentioned,“
Applying behaviour modification,mirroring and social learning principles canwork in corrections by using systematic reinforcement of pro-social behaviours.This is a powerful andeffective way to change behaviour”.

V. OVERCROWDING
A. Problems
Overcrowding is one of the major problems for custody and treatment of prisoners in prison settings
which causes stress for staff at different levels. Many countries face the problem of overcrowding,which results in the following consequences:
1. Have to manage large number of prisoners
2. Disproportionate ratio between staff and prisoners
3. Lack of prisonersʼsegregation ability
4. A lot of troublemakers
5. Heavy workload
When a prison is overcrowded,a mass population of prisoners has to be managed with fewer prison
officers,which causes a disproportionate ratio between staff and prisoners and results in overworking
the staff. Overcrowding also increases prison suicides, the risk of assaults, bullying or worse casescenarios between prisoners and between prisoners and staff that make the prison more volatile andless safe for the staff. Moreover,the increased number of prisoners and the poor facility design of theprison affect the segregation of the prisoners.
B. Solutions
Solutions for overcrowding could be found in many ways. Most solutions focus on the diversion
principle, management approaches or improving facilities. The following measures were suggested
after our discussions:
1. M aking Good Use of Parole, Probation or Pardons
Implementation of an effective policyon parole,probation or pardons can help to reduce the numberof prisoners incarcerated in prison. In some participating countries,although the parole system exists,
it is not fully utilized due to insufficient manpower and,therefore,prisoners who are eligible for parole
are still waiting inside the prisons for completion of the parole application procedures.
2. Employment of Part-Time Officers and Outsourcing Tasks
In most cases, it is very difficult to decrease the number of prisoners in prisons to overcome theproblem of overcrowding. However, we can focus more on reducing its consequences. In order toreduce the workload of the staff,the organization can employ more part-time officers to handle somework of the prison which does not fall within the core duties of prison officers. This can be more costeffective than recruiting more new permanent staff.M oreover some correctional jobs,such as conducting vocational trainings and industrial work, can be outsourced to the private sector, which can help
to reduce the workload of the staff.
3. Facility Rearrangements, Renovation or Proposals for Increasing Capacity
In order to increase the holding capacity,some rearrangements or renovation of the facility can bedone to accommodate more prisoners. We can also propose increasing the capacity of the prison to
reduce overcrowding.

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4. Implementing the Law and Prison Standards
Better implementation of the law and prison standards can prevent violence and other illegal
activities caused due to overcrowding and helps the staff to work more comfortably.
C. Necessary Abilities for Mid-level Staff to Solve the Problems
In order to deal with those solutions, mid-level staff need the following abilities:
1. Communication, negotiation or active listening
2. Using instrument skills
3. M anaging a mass population of prisoners
4. Teamwork
5. Being role models
In most cases, one or two officers have to handle or manage many prisoners. So the staff shouldhave the ability to manage a mass population of prisoners.Since we have to manage a mass populationof prisoners, the mid-level staff must have the capability to motivate their staff to work as a team to
reduce stress. In order to avoid the problems caused by troublemakers, mid-level staff should be able
to understand the situation thoroughly;using active listening and good communication or negotiation
skills is required to handle and calm down these situations. Being a role model could help to implement
the law and prison standards.

VI. LEADERSHIP & MANAGEMENT
A. Problems
Leadership has been described as “
a process of social influence in which one person can enlist theaid and support of others in the accomplishment of a common task”(Chemers, 1997). Other in-depth
definitions of leadership have also emerged.
The lack of good leadership skills thus jeopardizes the functioning of any organization and is a
cause of poor output,unattained objectives,and feelings ofincompetence,such as stress. Everycountry
paper acknowledges insufficiencies in this skill caused by varying reasons. Below are some major
problems:
1. Low Skills and Training
Individual officers are not highly trained in leadership,and,therefore,they have low impacts on theinmatesʼrehabilitation. Also, some correctional organizations lack schemes of service for role
definitions. Lack of leadership also leads to poor communication between different ranks.
2. Absolute Power and Organizational Culture
Senior staff do not delegate duties for efficiency. Some leaders maintain traditional leadershipstyles with the belief that seniors should be overbearing.
3. Poor Succession Plans
There is no long term succession plan for some countries.Staff are not prepared for administrativechanges and irregular and sudden transfers of leaders occurs frequently,which affects the operation ofcorrectional organizations.
4. Lack of Strategic Plans
Some correctional organizations lack clear goals,missions and visions. Therefore,they are unable
to formulate both long term and short term strategic plans for their organizations.

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B. Solutions
1. Human Resource Development
i. Improve training for all levels of staff and skill improvementii. Recruit high quality staff based on needs assessment unique to environment and population
iii.Provide training on communication skills and role play scenes that pertain to daily duty
iv. Develop better inmate rehabilitation programmes and test them for efficiency
v. Provide management training to acceptable international standards
2. Administrative Structure Developmenti. Provide schemes of service for clear job descriptions and roles
ii. Develop a practical strategic plan and service charteriii. Make transfer and appointment policies
C. Necessary Abilities for Mid-level Staff to Solve the Problems
1. Recruit high-caliber staff and train staff for skill improvement
2. Identify training and equipment needs
3. Leaders should be social, encourage motivation of staff and improve their interpersonal skills
4. Develop a practical strategic plan and appointment policy
5. Role modelling
As fashion models best display the products from their shop in the most enticing manner so as tomake sales, such is the case with role modelling where an individualʼ
s work is admirable so as toencourage good practices among other staff and elevate the image of the organization. This is an
exceptional ability of a leader to influence the strategic direction of their organization. Good rolemodels inspire greatness in others.It is a skill both nurtured and learned by practice.Some characteristics of positive role modelling include:
i. High self-esteem and good behaviour
ii. Trustworthy and reliable
iii.Respect for others and encourages their growthiv. Widely informed and demonstrates confidence
However,bad role modelling exists and draws followers faster.Leaders are in the best positions toimprove their places of influence by making appropriate choices knowing too well the consequences
thereof. The model is: I HEAR, I FORGET;I SEE, I REMEMBER;I DO, I UNDERSTAND.

VII. TRAINING
A. Problems
Training is one of the most important ways to improve ability and efficiency of the correctional
staff. Lack of training or insufficient training and education will create stress among the staff.In somecountries, work-related training and education are not provided adequately, and sometimes correctional officers are not trained even when they are transferred, promoted or after new laws or
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provided, the effectiveness of training is minimized due to the following reasons:
1. No Interest in Training and Workplace Pressure
Some correctional officers are reluctant to participate in training, and on the other hand, somesenior officers or colleagues do not want their subordinates or colleagues to attend training because of
extra burdens during the traineesʼabsence. Due to the following reasons, correctional officers sometimes hesitate to apply because they do not want to bother others.
2. Insufficient or Lack of Resources for Training/Training is Not the First Priority
In some countries,there is not adequate funding,facility,material and technical staff for providing
high-quality training because training is considered as less valuable compared to other issues by thesenior management.
B. Solutions
1. Training to Enhance Knowledge and Skills
i. For different levels of staff
Training and education should be delivered to different levels of staff, such as based on theirposition and experience, on a regular basis (e.g. training for new staff/mid-level staff/senior-levelstaff /refresher programmes /training of trainers).
ii. About specific work
The contents of training should be specific according to the work of the staff, including stressmanagement, treatment skills such as anger management, counselling skills, cognitive behaviouraltherapy, motivational interviewing, and also budget, personnel, supervision, law and regulations, etc.
Also, training should be provided to appropriate staff according to necessity and their ability.
iii.In diverse ways
There are diverse ways of training that can be provided to the staff including seminars by experts,
case meetings with colleagues and superiors, on-the-job training, and practical training such as mockwards,fire exercises,and table-top exercises.Also,approval systems should be included in on-the-job
training. Dr.Jeswal mentioned in her lecture on stress management,“
Simulation training and realitybased trainings help to develop psychological skills”. Besides,on-line training by internet/intranet iseffective in terms of budget and reduction of staffsʼburdens.
2. Encouraging Staff to Participate in Training
It is necessary that all officers understand the importance of training.Therefore,the senior officers
or mid-level staff should inform staff about the importance and effect of training. All officers should
be given equal opportunities to participate in training.Moreover,in order to motivate officers to attend
training,it is also effective to link-up the training with privileges such as promotion,increased salaryor other benefits.
C. Necessary Abilities for Mid-level Staff to Solve the Problems
1. Ability to Plan, M anage and Execute Effective Training
First of all,mid-level staff should be able to assess their staff on what kinds of training are needed
to enhance their abilities for service improvement. Based on this,they should be able to plan,manageand execute effective and appropriate training. Moreover, they also should be able to evaluate theeffectiveness of the training conducted to improve the quality of training in the future.
Since approval systems should be included in training for subordinates,mid-level staff should havethe ability to make decisions and should be knowledgeable about laws and regulations. According toM r. M uroiʼ
s lecture on leadership theory, when mid-level staff give advice or instruction to subordinates, “assuming an attitude of teaching is more important than assuming an attitude of scolding”.
2. Ability of Self-M otivation and Self-Enhancement and Motivating Others
In order to plan,manage and execute training,mid-level staff must have positive attitudes towards
training and keep themselves studying to cope with the changes in laws and regulations. Thus, theyshould maintain their motivation for training and enhance their skills.In addition,they should have the138154TH INTERNATIONAL TRAINING COURSEREPORTS OF THE COURSE
ability to motivate and encourage their staff to participate in different kinds of training.
3. Ability to Manage Departments/Ability to M anage Human Resources
M id-level staff should be able to release their staff for training and manage the section or divisionin the absence of trainees in such a way that the other staff can work smoothly without burdening them
too much.

VIII. EFFECTIVE STRESS MANAGEMENT
A. Overview
During our group workshop sessions,we agreed that there are two kinds of solutions to solve stressof correctional staff. Firstly, they are solutions to overcome the problems. However, sometimes wecannot solve the problems immediately, or we are unable to solve the problems. In that case, it isimportant to reduce the stress, that is, to adopt effective stress management among correctional
personnel.
B. Experiences from the Participating Countries
During the IP sessions, many of our participants shared the experiences of stress management as
adopted in their countries. Below are the major practices mentioned:
1. Sharing among Colleagues and Supervisors
Probation Officers in Japan and Tonga enjoy sharing their own cases with their colleagues.
Although the conversations may not always solve problems faced in the workplace, they can relieve
their stress and fulfill their emotional needs. Prosecutors in Japan are also encouraged to develop avibrant organizational culture to achieve free-spirited discussions and mutual support. They are also
trying to adopt “large room”systems to enhance communication with other prosecutors and assistant
officers.
2. Professional Knowledge Enhancement
Probation Officers in Japan and Tonga believe that enhancing their professional knowledge canhelp them to solve difficult problems arising from offenders and therefore relieve their stress. The
enhancement can be conducted by self-study or seeking professional advice(e.g.from a psychologist or
psychiatrist).
3. Balanced Life
Correctional staff in Thailand and Hong Kong are encouraged to maintain a balanced life apartfrom concentrating on their work. Sports tournaments,familydays and fishing trips are held regularly.
4. Employee Wellness Programmes
Probation Officers in the Philippines are encouraged to take part in healthy lifestyles programmes
through regular physical activity, healthy diet and nutrition, regular physical and dental check-ups,
weight control and anti-smoking campaigns. Correctional officers in Thailand are also encouraged by
the “Prison Standard on Quality of Correctional Personnel Work Life”to maintain healthy lives.
5. Religious Pursuits
In Thailand, since Buddhism is the main religion, dharma practice is one of the activities forencouragement of prison staffsʼmorality. Meditation programmes are also organized as relaxing
activities for prison staff. In Tonga, there is a chaplain who leads spiritual activities inside prisons.
These activities give peace to the staff and relieve their stress.
6. M ental and Psychological Care for Staff
In Hong Kong, a staff psychological section was established to focus on helping staff with mental
and psychological problems. They also conduct regular talks and seminars for staff and their family
members to enhance their knowledge on stress management.

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C. Suggestions from Visiting Experts
1. Anger Management Programme (Lecture of Dr. Honda)
It is important for correctional officers not to be agitated by the inmatesʼanger. Officers should try
to understand their defensive action in difficult situations. They should also try to adopt strategies toavoid being caught up in the trouble caused by inmates.
2. Golden Ratio (Leadership ― Lecture of Dr. Jeswal)
The “Golden Ratio”means that one negative comment or act from another person or event withineach day must be balanced by three positive acts by you. It can go as high as 1:12 to experience a
thriving environment.
3. Stress Utilization (Understanding Stress ― Lecture of Dr. Jeswal)
When appropriately applied, stress utilization training can reduce the degree and intensity of thecurrent stress reactions and help you develop skills for preventing additional and harmful stress
reactions. The overall goal of stress utilization training is the reorientation of peopleʼ
s typical stress
reaction habits into new, more rational and assertive patterns of problem solving.
4. Psychological Survival Training (Understanding Stress ― Lecture of Dr. Jeswal)
Psychological survival training prepares staffto anticipate danger,capture the initiative,size up thesituation,respond and recover quickly and efficiently and at the same time maintain peak physical andmental power to survive and overcome difficulties.
D. Necessary Abilities for Mid-level Staff to Adopt Effective Stress M anagement
1. Awareness of Importance of Stress M anagement
M id-level staff should be aware of the importance of stress management to themselves and theircolleagues. They should try to adopt stress management strategies for themselves first and introduce
it to other colleagues.
2. Ability to Identify Staff under Stress and M ake Necessary Interventions
M id-level staff have to identify those staff that are under high stress and assess their needs forintervention. M id-level staff should familiarize themselves with techniques of stress management or
seek assistance from professional if necessary for their subordinates.
3. Taking Initiative to Avoid High-Stress Situations and Improve High-Stress Environments
According to Dr. Jeswalʼ
s lecture on stress management, certain amounts of stress are needed tomotivate us to achieve a goal, but when stress becomes an obstacle instead of a motivator, one
experiences negative by-products which hamper our performance and throw us off-balance emotionally. Therefore, facing the problem of workload for mid-level staff and their subordinates, mid-levelstaff should take the initiative to facilitate a working environment without “over stress”.
4. Adaptability ― Toughness towards Adverse Situations and Failure
M id-level staff should be tough enough to face challenges ahead and pressure created by potential
failure in order to give support to their subordinates. According to Dr.Jeswalʼ
s lecture on leadership,
adaptability is important for a leader in which the strengths within an individual are used to motivate
others to move forward,especially during times of crisis. This has much to do with the stress-response
system.
5. Acquiring Ever-Changing Professional Knowledge
It is important for mid-level staff to equip themselves with sufficient and up-to-date job knowledge
so that they can handle enquiries and challenges from inmates and offenders with confidence.

IX.WAYS TO GAIN OR IMPROVE THE NECESSARY ABILITIES FOR MID-LEVEL
STAFF
A. Reliable Assessment Programmes
Reliable assessment programmes for evaluating strengths and weaknesses of staff are critical inorder to understand what kinds of training are necessary for them. Dr. Jeswal introduced some140

154TH INTERNATIONAL TRAINING COURSEREPORTS OF THE COURSE“Psychometric Assessment Tools”in her lectures. These tools will enable us to understand the staff
strengths and weaknesses and how to make the best use of both of these dimensions.(p. 8, Understanding Stress -Lecture Notes of Dr. Jeswal on 5 June 2013)
B. Tailor-made Training Programme
After understanding the strengths and weaknesses of staff, we should try to provide training
programmes which can improve their weaknesses and further enhance their strengths.
C. Broadening Exposure
1. Attending Senior OfficersʼM eetings
M id-level staff should be allowed to attend senior officersʼmeetings occasionally in order tobroaden their exposure. This kind of attendance will help mid-level staff to understand the concernsof top management, which is valuable for their strategic planning.
2. Deployment to Other Departments or the Central Government
It is a precious experience for mid-level staff to be deployed to other government departments orto the central government. They can be furnished with working knowledge out of their own profession
and become familiarized with the operations of other departments for their own reference. On theother hand, they can build up their social network within the government which is useful for their
future advancement.
3. Attending Overseas Training and Seminars
Overseas training and seminars always give some new insights to mid-level staff. They canbenchmark the services provided by other countries and keep themselves updated about the recent
global development of the correctional services. They can absorb the overseas experience and bringit back to their own countries for discussion and exploration.
D. Knowledge Sharing among Staff
Nowadays, mid-level staff are required to be knowledgeable about different aspects of theirprofession and updated on the ever-changing environment. Therefore,a convenient knowledge sharing
database is crucial for mid-level staff to equip themselves with relevant information easilyand quickly.
The experience of Hong Kong for establishing a “Knowledge Management System”(KM S) on an
intranet platform is a good example. Different levels of staff members can access the KM S and search
for information they need according to a systematic classification. The information includes rules andregulations, case studies, updated memoranda, experience sharing, new services and staff welfare
issues, etc.
E. Horizontal Development of Staff
Apart from vertical development of their profession for mid-level staff, some kinds of horizontal
development are also helpful to staff. For example, staff may be given some tasks by their superior,which are not related to their core duties. As the mid-level staff may not be familiar with the tasks
given, this will provide them opportunities to have new experiences and enhance their personal
development. With the new experience,they can apply the skills and knowledge learned to their core
duties and perform better.

X. CONCLUSION
After our group work discussion, we understand that there are numerous causes of stress forcorrectional personnel nowadays. This is because crime prevention and rehabilitation of offenders
have become more sophisticated and require plenty of knowledge of different aspects. At the sametime,public expectations towards the work performance ofcorrectional personnel are also increasing.
Among these causes ofstress,some ofthem can be manipulated but some ofthem cannot be avoided.
Therefore, being mid-level staff of correctional organizations, what we can do is to identify the
problems and find out possible solutions for them. In order to achieve our goals,we have to continuously equip ourselves with adequate abilities and skills to overcome these problems and prepare ourselves
for further career advancement and take up more crucial roles within the organizations in the future.

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Apart from practical knowledge and skills in our profession,acquiring stress management skills is
also critical for mid-level correctional personnel in order to maintain good work performance. Theseskills not only help us to tackle stress, but also our subordinates and even superiors. Therefore, weshould take up the responsibilities and play a leading role in our organizations to promote effective
stress management among staff. As a result, we can help all staff of our organizations to maintainhealthy lives while performing their correctional duties with confidence and satisfaction.

REFERENCES
Chemers M.(1997)An integrative theory of leadership.Lawrence Erlbaum Associates,Publishers.ISBN
978-0-8058-2679-1.

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GROUP B
WHAT M ID-LEVEL STAFF CAN DO TO ASSIST CORRECTIONALPERSONNEL IN TERM S OF STRESS M ANAGEMENT
Chairperson
Co-chairperson
Rapporteur
Co-Rapporteurs
M embers

Advisers

M r. Maumoon JAUFAR
M r. Tito Faupala KIVALU
M s. Archaree SRISUNAKHUA
M s. Miho SUGAHARA
M s. Lina Burdeos ESPERE
M r. Kuniyuki MURATA
M r. Oribo KINYOSI
M r. Junpei KUWANA
M r. Toru TANZAWA
M s. JEONG Hyeri
Professor Akiko TASHIRO
Professor Toru NAGAI(M aldives)(Tonga)(Thailand)(Japan)(Philippines)(Japan)(Kenya)(Japan)(Japan)(Korea)(UNAFEI)(UNAFEI)

I. INTRODUCTION
Group B found a lot of serious problems which cause much stress in the workplace, such as
overcrowding, nature of work (dirty, difficult, dangerous), lack of budget, lack of staff, heavy workload, lack of facilities and equipment, lack of communication, lack of staff training and so on.
Unfortunately mid-level staff cannot control budgets,the number of staff or personnel,and workload,
nor change the nature of work. Hence the group focused only on those stress-causing factors in theworkplace which they believe they can be managed in their capacity as mid-level staff.
However, the group has acknowledged that each organization represented by the participants has
its own initiatives towards mitigating stress in the workplace.This means that governments are also
taking up measures or solutions to make stress in the workplace manageable so that organizations canfunction more effectively to accomplish their visions and missions. The current situations of theparticipantsʼcountries are included in this paper.

II. SUM M ARY OF THE DISCUSSIONS
A. Current Situation
1. Japan (Police, Prosecution, Probation, Corrections)
Administrative organizationsʼstress management of staff is regarded as an important issue.
Various measures,such as provision of authorized annual leave,workplace recreation,contact points
for consultations and suggestion box installment have been promoted. But the environment still does
not allow free and candid opinion exchange between bosses and subordinates.Such environment is oneof the causes of stress.
2. Kenya (Probation)
The department has put more emphasis on ensuring that officers are trained on trauma management so that they may not suffer burnout due to inadequate skills especially on handling rape anddefilement cases.
3. Korea (Corrections)
Correctional institutions are currently working on the agreement with local medical centres.
According to the agreement, physicians are in charge of correctional officersʼmental health by
consulting each staff member about job stress. Currently, stress management is divided into: (1)organizational-wide management halting and alleviating job stress factors including controlling thefactors from features of work,reducing overburden,improvement of poor work environments,relieving stress from conflicting roles,finding rational ways to cope with being accused,raising recognition
and improvement of the methods of operating the organization;(2)supportive measures for cultivating

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and strengthening the ability of individuals to deal with their stress directly such as establishing a task
force,outlining stress treatment programmes;EAP (Employee Assistance Programmes),CISM (Critical
Incident Stress M anagement); taking advantage of education and training, and financial support forthe management of mental health.
4. M aldives (Prisons)
M ost officers are very young, have not been provided with special training, and have very little
knowledge about prison life. They are stressed because they do not have the basic knowledge on how
to handle the stress created by inmates.Proper training at a professional level should be provided forthe management of mental health.
5. The Philippines (Probation)
An open-door policy with regard to communication has been established.It also has a performance
evaluation system for all employees which serves as the basis for promotion,rewards and other forms
of incentives;a grievance system for informal discussion and settlement of work-related complaints;
and a stress management programme consisting of wellness activities, seminars on health-related
issues and how to cope with stress in the workplace.
6. Thailand (Corrections)
The levels of stress among correctional personnel may have increased in recent years due tocorrectional system problems such as prison overcrowding,understaffing,the impact of globalization,technological development and social modernization. The Department of Corrections has operated
various projects in order to reduce sources of stress including:(1)Supportive Manpower,(2)Promotionof Self-sufficiency philosophy-developed by His M ajesty King Bhumibol Adulyadejwhich implies that
morality and ethics are essential requirements in correctional work.The programme helps the staff inmany ways such as providing guidelines for decision-making, learning to live without greed oroverexploitation, and being able to cope appropriately with critical challenges, (3) Launching of the
Prison Standards, (4) the Improvement of Quality of Life of Correctional Personnel, and (5) Dharma
Practices for Prison staff.
7. Tonga (Probation)
The problem of communication is seen to have impacted the effectiveness of duties and roles
conducted by probation offices.This problem occurred both within the organization and other related
agencies which have caused stress in probation offices. We often received court orders very late andclose to the deadlines;also we experience very poor communication regarding important information
about discharged prisoners who are under supervision and probation orders.So establishing a proper
Networking System is a matter of great urgency.
Group B agreed that there are common problems that cause stress in the workplace. These
problems are presented below with their countermeasures.
B. Common Problems and Countermeasures
1. Lack of Communication(i) Problem
The role of communication in a team, unit, or organization is very important. However, themid-level finds it difficult to communicate with the senior level because they see the hierarchy as so
rigid that they feel they are not welcome to express themselves. Similarly, mid-level staff sometimes
are not aware of the work-related needs or problems of their subordinates.The latter feel inhibited toexpress them because they believe they would not be listened to.
(ii) Countermeasures
a. Feedback system ―It is important for mid-level staff to have a feedback system to be able to understand one anotherin the organization.
(1)Superiors［including mid-level staff］must make the effort to communicate through the PDCA
cycle. But they must have coaching and active listening skills.

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First, think how to communicate with subordinates based on these skills［Plan］.
Second, communicate with subordinates［Do］.
Third, get feedback through regular job assessment［Check］.
Regarding the ability to communicate effectively,an assessment system where subordinates
can evaluate superiors should be adopted.
Fourth, improve communication based on that feedback［Act］.
(2)Subordinates:On the other hand,it is also important for subordinates to be given the opportunity to communicate, like this process below:
First, give them the chance to talk to superiors freely especially about work.
Second, give them feedback about what they said［Good points, bad points etc.］.
Third, make them think by themselves on the given feedback so they will develop confidence
and recognize that they can talk to superiors freely in an appropriate manner and time.
b. Improvement of work environment
To make the work environment conducive for communication, it is important for everyone toexchange frank opinions with each other.
M id-level staff must provide opportunities where the exchange of ideas related to work performance is encouraged and welcomed. Group B termed this as “openness”― where there is a freeexchange of ideas while at the same time respecting oneʼs position or authority in the hierarchy.
M id-level staff must be approachable and non-judgmental towards the staff so they would be able totalk about their problems,issues and concerns about their work.Immediate solutions to work-related
problems may be hard to find but the feeling that one is being listened to eases stress in some ways.
In doing so,staff are motivated to perform well because they are confident that mid-level staff would
listen to and understand their problems in the workplace.
Strategies:(1)briefing and debriefing is useful to make use of the minimum chances of communicating withsubordinates in their daily work.Ifmid-level staffand their subordinates have short meetings for
only about 10 minutes in a small group of about 5 before and after work, they can sharesignificant information about their work on that day.
(2)weekly or monthly staff meetings not only with subordinates but also with senior officers isimportant for discussing problems in their work and finding solutions. For finding a solution,
brainstorming techniques are useful.
(3)use of new technology like e-mails and social networking systems enable every officer to express
his/her opinion at any time and enable senior officers to send newsletters or bulletins without
any extra cost.
(4)use of suggestion boxes -some officers do not want to express their significant opinions openly,
especially when they are afraid of being treated badly if they do so. Thus placing suggestion
boxes for subordinates is one of the communication tools,so they can express their requests or
opinions anonymously. They may even communicate to the upper level directly, skipping
mid-level staff.
(5)“Large room”systems,which allow mid-level and junior officers to work in pairs,can facilitate
consultation or the sharing of problems regarding work.

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Because communication is necessary at work, mid-level staff must enhance their abilities bypracticing assertiveness techniques to improve their skills in communication.They must learn how togive feedback to employees and senior officers and learn how to handle employeesʼcomplaints.They
must also learn to be active listeners. They must understand both cognitive and affective contents ofthe communication (active listening) of their staff so that they would be able to respond to themappropriately.
2. Insufficient Staff Training(i) Problem
Stress sets in when a subordinate feels inadequate and incompetent to perform his/her functions.
M istakes/errors happen frequently and these make the work inefficient. Under these circumstances,both mid-level staff and subordinates feel stressed because work is repeated,and it piles up.The stress
may manifest in various forms, to mention a few:on the part of mid-level staff ― irritability, anger,
and frustration;on the part of subordinates ― absenteeism and low morale.
(ii) Countermeasuresa. Basic training/follow-up trainingb. Specialized trainingc. On-the-job training
Being mid-level supervisors and managers,mid-level staff can help to develop the skills and abilitiesof their subordinates.Because of their work experience,the mid-level staff are familiar with the workof their subordinates.Hence,they must have the ability to teach,mentor or train their staff. Theymust
have the ability to identify the training needs of their subordinates and know how to prepare training
designs and proposals. Mid-level staff can propose to top the level the need for a continuous humanresource development programme for the staffto hone their competencies.The staffwould also become
mid-level in the future.
3. Lack of Leadership
Through our discussion in the Group Workshop sessions, all members in Group B mentioned theimportance of leadership repeatedly and found that many of the problems derived from the lack ofleadership. This means that the lack of leadership influences the stress at the workplace heavily,and
this phenomenon is universal,despite differences in cultures.Therefore,Group B came to a consensus
that improvement/enhancement of leadership as mid-level staffis needed in order to tackle manyofthestress-related problems that we are facing at our workplaces.
In the 154th International Training Course,Mr.Seiichi M uroi,(Instructor of the Training Institutefor Correctional Personnel)lectured about Leadership Theory. He introduced PM Theory,one of the
major theories about leadership in organizational management, which was proposed by Professor
M isumi at Osaka University. PM Theory focuses on the two aspects of leadership, “P (performance)
Function”and “M (maintenance)Function”, and analyses how different types of leadership affect thefunctions of the group/organization. In PM Theory, “P Function”means a function of the group/
organization to achieve a goal. As for “P Function”, a leaderʼs functions are giving a clear job
description, decisions and new ideas to the subordinates, comments/advice on their job performance,and scolding/warning.Meanwhile,“M Function”means a function to maintain or strengthen a group.
As for “M Function”,a leader maintains friendly relationships among the members through encouragement and support, and prevents the memberʼs frustrations by promoting group cohesiveness throughthe enhancement of a memberʼs feeling of belonging.
In PM Theory, “Pm”(High Performance,Low M aintenance)type leadership (Production-centeredleadership)is limited productivity due to the subordinateʼs internal resistance/stress,while“PM ”(High
Performance,High M aintenance)type leadership is the most productive because the subordinates work
most satisfactorily. Thus PM Theory leadership, which has both performance function and maintenance function, is essential for stress management in the workplace. Organizational management

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without “M Function”will not lead to sufficient performance;on the contrary it will cause stress.
By considering the above,Group B discussed leadership of mid-level staff deeply,especially focusing on the maintenance aspect because Group B came to the conclusion that “M Function”ofleadershipperforms a very important role for stress management.As a result of the Group Workshop,the group
found that if mid-level staff acquired leadership and practiced it in the workplace appropriately,they
can motivate subordinates more and utilize the human resources fully.
C. Enhancing LeadershipWork can be stressful for mid-level staff if they lack the necessary management/leadership skills.
When staff members perform their jobs poorly, it will affect the overall performance of the team orunit.Poor performance ofthe staffusuallycauses stress for the mid-level staff.Also,mid-level stafffeel
the stress when theyhave much work to do,both routine work and the more urgent and important tasks
at hand.
M anagement is the ability to plan,organize,direct and monitor the activities of the organization inorder to achieve defined objectives or goals. Performance management is one of the functions of
mid-level staff as managers. M anagement and leadership complement each other:the latter provides
the inspiration and motivation to bring the organization to its desired vision.
1. Performance Management of the Staff
Each member of the organization has his/her job description and the expected performance is basedon that description. Goal setting and the expected performance are discussed between mid-level staff
and subordinates. This is commonly called a performance contract. The staff pledges to perform his/her functions according to performance standards;the mid-level pledges to assist the staff achieve his/her work targets. M id-level staff has the responsibility to evaluate the staffʼ
s actual performanceagainst expected performance or performance targets. The evaluation may be done quarterly, semiannually or annually.
M anaging the performance of the staff means engaging in ongoing communication between the
supervisor and the employees, providing feedback, coaching for improved performance, implementation of the employee development programmes and rewarding achievements.
M id-level staff must enhance their ability to manage the performance of subordinates by learning
how to give constructive performance feedback and how to improve staff performance.Mid-level staff
must be able to evaluate subordinatesʼperformance objectively, communicate clearly without being
judgemental and accusatory, identify subordinateʼs training and developmental needs and identify
subordinateʼs skills and abilities for purposes of promotion.
2. Delegation of Authority
M id-level staff experience stress when they cannot perform all the tasks assigned to them. In order
to meet the targets and concentrate on more important issues,delegating tasks to subordinates can beresorted to.In delegating the task,the mid-level shares the authority and responsibility with the staff
in order to get effective results.The tasks that are to be delegated must be expressed clearlyand resultsmust be defined.The subordinate must be given enough independence to complete the task given withina specific time frame. Delegating tasks/authority develops the subordinateʼs potentials.It enables thesubordinate to gain experience to take on higher responsibilities.
3. Accountability and Autonomy
All mid-level staff must share information and goals (long term, mid-term, short term) withsubordinates so that they will know what their responsibilities are. Mid-level staff can use negotiation
so that subordinates accept a suggestion or requirement (ofthe job/assignment).It is necessaryto makethem understand why they should accept it and what kind of benefit or advantage it has for their job.
Just giving subordinates an order or a command every time deprives them of their independence incarrying out their functions. Respecting subordinatesʼautonomy as much as possible makes themconfident of their abilities and makes them more responsible.

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4. Decision-making
This is a cognitive process which every mid-level staff member must have, develop and enhance.
M id-level staff make decisions in the workplace.Therefore they should keep the resource of information and sharpen their ability in analyzing situations.Every decision-making process produces a final
choice;then immediate action is taken to implement the choice.
M id-levels can ask for the ideas or opinions of subordinates which would make them feel that they
are recognized in some ways,and would raise their morale and motivation.But it is the mid-levels whomake the final decisions. However,mid-levels must also learn how to be flexible if the situation calls
for it.
5. Transformational Leadership
A type of leadership that mid-level staff can develop further is one that motivates their staffto aligntheir personal goals with the goals of the team and the organization as a whole.While not losing theirown personal identities or uniqueness, workers must model,through their behaviour and conduct,thecore values and mission statements of their organizations.And the mid-level staff must set an example
of proper behaviour and conduct before their staff. They must “walk the talk”(lead byexample).They
must enhance their emotional intelligence to be able to act in proactive ways in problem situations.In
the Individual Presentations, it was noticeable that mid-level staff are manifesting transformational
leadership styles in the workplace.M id-level staffcan motivate their subordinates byappealing to theirsense of commitment and dedication to public service, not just the satisfaction or fulfillment of theirpersonal motives or goals.
6. Training for M id-Level Staff
To enhance the ability of stress management of mid-level staff, it is desirable that systematictraining programmes should be organized.Of course,stress management mainly depends on individual
character, but to learn the knowledge or technique helps them to improve their abilities for stressmanagement. Below are some of these training programmes.
Coaching and mentoring training
Training for effective performance feedbacking
Stress/Anger management training (mid-level staff and subordinates)

III. RECOMMENDATIONS
A. Establishing Stress M anagement Mechanisms
Correctional officers should be mindful of their own stress and have their own ways of stressmanagement which are easy to put into practice. Meditation practice, yoga exercise (theSelf-sufficiency Philosophy Programme of Thailand corrections is an example).
Stress management programmes should be introduced to correctional institutions for enhancing management skills or abilities. Trauma M anagement through counselling for probation
officers in Kenya Probation is an example.The wellness programme and physical exercise ofPhilippine Probation is also an example.
B. Build Network Systems
For mutual understanding between mid-level staff and subordinates,the most important thingis the spirit of“openness”.Feedback systems and communication tools such as social networking systems or suggestion boxes will support their openness.
Improvement of communication environments and work environments. The “Large Room
System”of the Japanese Public ProsecutorsʼOffice is an example.Prison Standard policy for
improvement of quality of prison environment and prison officers of Thailand corrections isanother example.

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Communication networking systems within organizations as well as between other relevantorganizations should be developed in order to share significant information timely,accurately,
and objectively.
C. Education and Training
M id-level staff and subordinates have been already provided with professional education andtraining to some extent,but sometimes education and training are inconsistent and unsuitable
for them.These cause heavy stress.Above all,their needs should be researched,and appropriate education and training based on their needs should be organized.Study corners,referencematerials, academic calendars of the M aldives police are examples. Anger management
training, including active listening training practiced by Japanese corrections, is also recommended.
Nowadays,the demands for the leaders such as mid-level staff in correctional institutions are
so difficult that a single dominant leader cannot handle everything. So the delegation of
authority, in other words, shared leadership with subordinates should be considered. With
shared leadership,mid-level staff will be freed from the pressure which requires them to be an
impossibly strong and dominant leader, and subordinates will be motivated to take more
responsibility and workload so as to reduce the stress throughout the office. For a common
understanding of shared leadership, training courses on leadership should be organized.

IV. CONCLUSION
In conclusion, through discussions, our group learned that work-related stress is experienced bycorrectional officers. We have identified the stress that we, mid-level staff, have little control of, thestress that is beyond our control and the stress that is within our control.We believe that stress could
be well managed by utilizing whatever limited resources we have and that we have the capacity tominimize stress.Therefore,continuous education and training are encouraged to enhance our abilities,
including the ability to manage stress, to become more effective in performing our duties.
As leaders, whether or not we engage in stress management depends on ourselves. As leaders, weare required to maintain friendly relationships, promote group cohesiveness, enhance communicationand foster our subordinatesʼand colleaguesʼ
feelings ofbelonging. We have the capacityto develop andnurture this kind of work environment. We have the capacity to establish this kind of atmosphere.
This will make our subordinates show more enthusiasm,bring out the best of their abilities and keepthem inspired to do their work. Leadership requires a paradigm shift:we can display real leadershipif we change our attitudes like understanding our subordinatesʼminds,and respecting them not only as
part of the workforce, but as individuals who have a lot of abilities and potentials.

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APPENDIX(The Result of the IP Review Session)
After the IP (Individual Presentation)sessions, we reviewed all of the IPs. We asked the participants to complete a survey addressing three questions based on the IP presentations: “Things you
learned”,“
Common problems among the participantsʼcountries”and “Best practices among theparticipantsʼcountries”.We also asked the participants to rank the importance of the issues they faced
at work. Because the theme of this training course was directed at mid-level staff, we had to concentrate on the problems which could be solved by mid-level staff.The outcomes of the IP review session
are included in the following pages.

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Aggregate Common Problems
M id Level-Staff
No. Content
1
2
3
4
5
6
7
8
9
10
11
12
13

The working enviroment has to be improved.
The need to manage time in the office
The need to manage stress in the office
The need to improve human relations in the office
The need to enhance oneʼs professional skills, competences through relevant trainings
The need to care for oneʼs health, like going on paid leave.
Stressful relationships with coworkers.
Sandwiched between boss and subordinate
Nature of work
Lack of staffʼ
s skill to deal with inmates
Lack of communication within organizations.
Inefficient staff training
Increased workload

Senior-Level Staff and Other
No. Content
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17

184

Lack of budget
Shortage of staff
Lack of security/inmate violence
Overcrowding
Infrastracture/facility
Overburdening/workload
Communication barriers (Two way communication, upward, down ward)
Difficultiy obtaining and developing human resources for the future
Exposure to threats
Lack of leadership and management techniques of supervisors
M any probationers and parolees
Nature of prison work:dirty, difficult, dangerous
Training
M isconmmunication among different staff within an oganization
Overburdening of workload for mid-level staff.
The national interest in criminal justice is low
Prison staff receives low salary, social welfare

Counts
10
10
7
7
6
6
1
1
1
1
1
1
1
1
1
1
1

M id-Level

Other

Effective two-way communication is very important
Finding the real cause of stress is very important in order
to find best solutions for each staff
M any countries have similar systems concerning administration ofjustice Prison goals:1 security and 2 rehabilitation
Work-related stress is commonly experienced. There is a growing Stress management is important to ensure the benefits oftrend to adopt countermeasures against work-related stress.
correctional management.
The soureces of stress among correctional personnel aresimilar despite differences in organizational structure andwork environment
There are various levels ofstress and various kinds ofstress
Understaffing, underfunding and over population arecommon problems among all countries.
We all have the same problems

Importance of culture and religion
International criminal justice system

Community engagement,community support are needed for rehabilita- I learned about rehabilitation and probation activities and Overcrowding in Prisontionessentional concepts.
I realized the necessity to conduct special programmes, such as anger Possible solutions to reduce the stress of correctional
management, for staff
personnel.
I think we need feedback after conducting stress management a few
Offender years later innovation is necressary to make the systems more effective
M ost countries have similar stress factors
Stress factors are increasing commonly
The criminal justice systems are generally similar.
We are in need of systematic and professional stress management

Admin

Staff

Senior-Level

Carry out the social activities for staff by using good leadership, Consulting with someone is good for stress management. Different countries but similar problems.
management and control concepts
Cope with stress by using professional approach including psycholo- Exercise is good for stress management.
The operation of institutions is affected bygists
the culture of each country.
Exchanging ideas and experiences, how to execute jobs in times of Factors influencing the work stress of the correctional Religion has great effect to cope withstresspersonnel.
stress in other countries.
How to present in front of audiences, learning from different cor- I understand how stressful prison officers were when they
rectional systems
treated prisoners.
In Hong Kong, many kinds of brouchures are available for prison Importance of relationships among coworkers.
officersʼeasy access to psychological services
Systematically administrative types and experiences from the develop- In Thailand, the meditation programme has been carried
ing and developed countries
out by the department for reducing the stress of prison
staff, and it has been preferred compared to counselling.
Increase in crime is a major concern for many countries
Learn from each and every perfomance during the presentation sessions and individual stress lectures
Some countries are facing labour shortages, such as Japan
Staff who work in corrections settings and probation havestress in all countries.
In many countries we have the same problems
Staff wellness programmes in Thailand
There are no universal standards in dealing with offenders
Stress management techniques.
When dealing with offenders we should uphold their human dignity
always in line with the Tokyo Rules

Things You learned

154TH INTERNATIONAL TRAINING COURSEREPORTS OF THE COURSE

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186
Other

Prison staff get low salary,social
welfareThe national interest in criminal
justice is low.

M isconmmunication among different staff within an oganization
Over-burden of workload for
mid-level staff.

Lack of motivation.
Few female inmates
Officers are always exposed to offendersʼviolence.

Work-related stress;dealing with crisis situa- Financial problems
tions, dangerous, prison lock down etc.
Communication barriers (Two way com- Overwork
Inefficient staff training
munication, upward, down ward)
Exposure to threats
Poor prison facilities
Lack of facilities/equipment
Poor working environment due to lack offinancial support
Lack of security equipment
Sandwiched between boss and subordinate
M odern security equipment and system- Shortage of staff
atic security standards required.
M ONEY!(budget)
Shortage of staff (overwork)
Overburden
The budgets for criminal justice have to be
increased
Overburden due to heavy workloads; The need to care for oneʼs health,like going
Understaffedon paid leave.
Overburden/understaffed
The need to enhance oneʼs professional skills,
competences through relevant trainings
Overcrowding
Theneed to improvehumanrelationsintheoffice
Overcrowding
The need to manage stress in the office
Overcrowding and understaffing
The need to manage time in the office

Budget shortfalls

Inmate violence
Lack of staffʼ
s skill to deal with inmates
Nature of prison work: dirty, difficult,dangerous
Overburdening staff
OffenderOvercrowding, inmates
Overcrowding, too many probationers
and parolees
Pressure from maintaining security
Threats created from inmates

Admin

Staff

M id-Level

Difficultiy of obtaining and developing M anpower shortage
Increase of workload.
human resources for the future
Lack of facilities
Poor working environment (Overcrowding, Lack of communication within organizations.
inadequate equipment and security systems,
old buildings)
Lack of financial support
The corrections facilities are overstreched Lack of M anpower.
across the board.
Lack of leadership and management There are training gaps of correctional staff Nature of work.
technique of supervisors
to keep pace with contemporarycrimetrends.
Lack of money
There is an unmatched number of correc- Prison staff have to bear heavy workloads.
tions staff to the proportion of clients.
Low budget provisions and infrastracture Workload;due to overcrowding, understaff- Stressful relationships with coworkers.
ing, overtime, etc.
The working enviroment has to be improved.

Senior-Level

Common Problems Among The ParticipantsʼCountries

RESOURCE MATERIAL SERIES No. 91

Offender

Admin

Staff

M id-Level

Proper inmate classification -Myanmar
Suspects (sex offender,Pedophilia)does not haveright to remain silent-Maldives

Plea bargaining -Philipines

Early release for reformed offenders-Japan

Using a cooperative approach (participative
management) in order to reduce overworkload
such as making partnerships
We should carry out relaxation programmes for
staff

Introducing “Prison robots”

Cooperation with medical agencies

Lesuire activity (exercise)
Prison standards in Thailand

Enhancement of staff welfare
Give training to all correctional personnel We should upgrade the infrastructure of the work
regarding stress management
environment. The basic consciousness of prison
staff and raise the image of our department.
Humane treatment of offenders should not becompromised or replaced by any other form oftreatment of offenders
Improvement of correctional facilities is paramount and key
Improving and increasing leadership or management techniques for supervisors
In Korea, correctional officerʼ
s human rights
started to be respected.(But I donʼt understand inwhat way)

Other
Increase improvement ofcommunity in the system.
(ex., VPO Japan)

CBT should be studied more and be fully adopted,
depending on the evaluation result.
Customize treatment to the offence
Global approach is needed
Improving poor environments with high-tech equipment
Innovation:an option for problem solving of overcrowding and understaffing
Introducing treatment programmes such as anger management
Offender can be made to change
Peer support
Providing guidelines
Recruiting Psychologists
Robot system-Korea
TICP is needed in my own country
Various ways of access for staff to stress management
such as using peer-to-peer hotlines
De-stressing activities within and outside of the office in
the Philippines.
Develop a Stress Management mechanism for the Tonga
probation office.
Training of probation officers.

Train the other staff on stress management.
Training and supervision by advisers on a regular basis.
Use of science in inmate rehabilitation in Japan and
Korea.
Addressing the real situation of stress among cor- M ore education and study
rectional personnel in terms oflevel ofstress and collect- of internationl norms.
ing data on work-related stress
Anger management training for prison staff
Workplace automation →fewer human resources
required → less stress
Catagorize and treat offenders (divide and conquer)

Thai training of correctional staff.

Promotion of self-sufficiency philosophy.

Peer supporters among the correctional personnel.

Introducing foreign situation of corrections.

Communication for improvement of working efficiency.
Conduct stress management programmes on a regularbasis.

Community-based rehabilitation should be enhan- The Phillipine practice of regular exercise for all Clarify the purpose of work.
ced across the board
the staff is very effective for stress management

Senior-Level

Best Practices Among The ParticipantsʼCountries

154TH INTERNATIONAL TRAINING COURSEREPORTS OF THE COURSE

187

APPENDIXCOMMEMORATIVE PHOTOGRAPH
154th International Training Course

UNAFEIThe 154th International Training Course

Left to Right:
Above
Dr. Jeswal (Thailand), M s. Jeong (Korea)
4th Row
M r. Hayasaka (Staff), Mr. Toyoda (Staff), Ms. Suzuki (Staff), Ms. Hichiguro (Staff), M s.
Iwakata (Staff), M s. Yamada (Staff), M s. Hoshino (JICA), M r. Fukuta (Staff)
3rd Row
M s.Sakai (Chef),Mr.Honda (Staff),Mr.Furuhashi(Staff),Mr.Kuwana (Japan),Mr.M urata(Japan), M r. Tanzawa (Japan), Mr. Masoro (Kenya), Mr. Ng (Hong Kong), Mr. Ogata (Japan),M r. Taufa (Tonga), M s. Nishi (Staff)
2nd Row
M r. Kinyosi (Kenya), Ms. Burdeos (Philippines), Mr. Jaufar (Maldives), Ms. Srisunakhua(Thailand), Mr. Aung (Myanmar), Ms. Akashi (Japan), Ms. M atsushima (Japan), Mr. Nashid(Maldives), Mr. Khuanruechai (Thailand), M r. Kivalu (Tonga), Ms. Sugahara (Japan),
1st Row
M r. Schmid (LA), M r. Sugiyama (Staff), Prof. Hirose, Prof. M io, Prof. Tsunoda, Prof.
Tashiro,Deputy Director Kiyono,Director Sakuma,Mr.Prescott (USA),Prof.Yoshimura,Prof.
Nagai, Prof. Iwashita, Prof. Moriya, Mr. Ando (Staff), Mr. Tada (Staff)