From Fatigue to Fulfillment

[Spinaris]

Corrections Fatigue


This phenomenon, Corrections Fatigue, concerns the gradual wear-and-tear of the spirit, soul and body of corrections staff as they adapt to demands of the corrections workplace. Think of stretching a rubber band. You stretch it once, twice, even ten times, yet it stays strong and elastic. It resumes its original size when you let go. However, if you keep stretching it, or if you pin it in a stretched position, it eventually loses its elasticity. It hardens, and finally it snaps. Similarly, if you keep bending a piece of metal, it becomes more and more pliable until it finally breaks.


These metaphors capture the toll endured by corrections staff as they try to accommodate job challenges. The changes are imperceptible at first. However, they begin to show after a couple of years in corrections. Rubber bands lose their elasticity. Metal begins to weaken.


Based on the Constructivist Self Development Theory1, Corrections Fatigue is defined as the cumulative negative transformation of correctional staff’s self (beliefs, thoughts, emotions and decision-making) as they adapt to the corrections workplace.


Corrections Fatigue is the result of the cumulative impact of work-related situations interacting with a person’s history, current circumstances, and coping style.


Corrections Fatigue is proposed to affect the following areas of a person’s self: frame of reference (identity, worldview and spirituality), core beliefs about meeting key needs, self-management, coping behaviors, and interpersonal tactics.


Corrections Fatigue is an unavoidable occupational hazard. No employee is totally immune. Ensuing changes are a gradual, cumulative process, not a sudden event. Unless countered, they become the entrenched "default" way the staff uses to cope both on and off the job. The experience of Corrections Fatigue is emotionally distressing, as it injects negativity and pessimism in a person’s life. The good news, however, is that Corrections Fatigue is amenable to change, and it can even be prevented!


Self Changes


Identity: As a result of Corrections Fatigue, staff may experience themselves one-dimensionally as Super cop (law enforcer), hero, rescuer, victim, or wimp.

I’m tough. Nothing gets to me. I’m a glorified waiter and a human doormat.


Worldview: Staff ends up experiencing others as dangerous, dishonest, untrustworthy, "cons," "bad." They may dehumanize whoever is perceived as being different from them. They conduct relationships in the power terms of winner-loser, conqueror-conquered, predator-prey, abuser-victim, top dog-underdog.


Watch out, or they’ll play you. They’ll try to use you. Can’t trust anybody. They’re all worse than animals.


Spirituality: Over time staff succumbs to cynicism, and a sense of alienation and futility.


No one cares about anything outside of themselves. I’m on my own. True love and honesty only happen in the movies. Kindness is weakness.

[Spinaris]

Factors that Contribute to Corrections Fatigue



Nature of the Job
Corrections work, especially custody, tends to be routine and monotonous, even boring at times. Employees may feel as if they are incarcerated alongside the offenders. When a fight breaks out however, staff is transformed from glorified “sitters” and “waiters,” to use the words of a Correctional Officer, to warriors in the front lines. The intensity of the stress response can be exhausting, even though it may feel exhilarating at the time.



Role Conflict
Corrections officers are faced with the dilemma of dual roles—custody and rehabilitation. They are expected to confront insubordination and administer consequences to inmates. At the same time they are supposed to be helpful, de-escalate tensions, and teach inmates how to behave in more socially appropriate ways. These requirements are often experienced as contradictory by staff.



Nature of the Organization
Like any large bureaucracy, corrections systems tend to be impersonal. Given the paramilitary structure of corrections, it is easy for staff to feel that they are regarded by administration as numbers, not persons. The chain of command does not encourage two-way communication or input from lower ranks to higher ones, increasing the line staff’s sense of alienation and lack of significance or participation.

In addition, the corrections work culture, like law enforcement, is one of toughness. Due to that, it is considered unacceptable weakness to admit to emotional struggles, or to own up to not knowing something or to having made a mistake.



Socio-cultural and Political Contexts
Not being respected by the general public as a branch of criminal justice, not having the negative impact of the workplace acknowledged, being stigmatized by association (as people who deal with criminals), and being under-funded, all add to the staff’s disgruntlement and sense of victimization.



Nature of Some of the Inmates
Staff is managing increasingly defiant, violent and/or mentally ill offenders who, naturally, resent their loss of freedom. Inmates begrudge and may attempt to attack their “keepers,” the staff. Prisons are intrinsically unsafe places to work in.



Negative Workplace Environment
The prevailing undercurrents of the prison environment are anger, hate, aggression and fear, coupled with the scarceness of tenderness and compassion. Lack of natural beauty adds to the oppressive ambiance.



Frustrating Work Situations
Staff gets irate when they perceive themselves to be on the receiving end of unfair treatment, bullying, or provocation either by inmates or by other staff. They may get equally upset if they witness unfair or disrespectful treatment of their coworkers.



Overload
Understaffing and inmate overcrowding do not need further explanation as sources of Corrections Fatigue. Greater acknowledgment is needed of the extreme demands placed on staff at times.



Exposure to Traumatic Material
Corrections staff witness injuries and death, and suffer assaults themselves. Exposure to brutality and fatalities leave staff traumatized. Staff often ends up experiencing Post Traumatic Stress Disorder symptoms, such as physiological arousal, memory intrusions, emotional numbing and avoidance. They may also experience symptoms of generalized anxiety, panic disorder, and depression. Given the culture of toughness, these conditions frequently remain undiagnosed and untreated, eroding staff’s mental health, judgment and performance.



Sexual Harassment
Staff may be sexually harassed by coworkers through jokes, comments or suggestions for sexual involvement. Targeted individuals may be threatened with retaliation if they do not comply with sexual requests. This is an extreme source of distress for employees preyed upon by coworkers.

On the flip side, staff falsely accused of sexual harassment may undergo stressful lengthy investigations. As a result they may be stigmatized as perpetrators, even when cleared by the investigators.



Witnessing Policy Violations
Staff may become aware of “bad apples,” employees who egregiously violate department policies. This is an extremely difficult position to be in, especially for new or low-ranking staff if they are alone in their observations, if they see that the code of silence is in operation, or if they do not have the support of their team.



Lack of Cultural Awareness and Sensitivity
Lack of awareness of the significance of cultural issues leads to misunderstandings and mistakes, increasing staff’s stress and even resulting in their getting penalized.



Insufficient Training
When one considers the complex interpersonal
exchanges and life or death split-second decisions that corrections staff make, a few weeks at the Training Academy and a few additional hours of annual training are clearly not enough. Training needs to be continual and systematic if staff is to be equipped to cope effectively and professionally.



Co-workers Personality Styles
Some employees exhibit dysfunctional personality styles, making people around them miserable. The end result is a workplace where staff is walking on eggshells. Even if inmate-related stressors were entirely absent, the drain of these personality styles renders the work environment toxic.



“Head in the Sand” Defensive Coping Styles
Problems are exacerbated when people try to avoid distressing emotions or circumstances instead of engaging in effective problem-solving. Common means of avoidance are addictive behaviors, denial of the existence of problems, and aggression against those perceived to be the source of problems.



Past Personal History
The more unhealed abusive or traumatic circumstances employees have in their past, the greater the likelihood that their personal boundaries and coping tools will be compromised. Work-related pressures and stressful episodes could readily cause such employees to feel overwhelmed.



Current Personal Stressors
Staff may be experiencing severe stressors at home, such as mounting debt, sickness, separation or divorce. These result in staff arriving at the gate already “running on empty,” emotionally depleted and irritable even before they start their shifts.



Lack of Effective Support Systems
Expecting to be “Supermen” and “Wonder Women,” staff tends to keep others at arms’ length, denying their need for assistance and rejecting help. This leaves them highly vulnerable to stressors.

[Spinaris]

Core Beliefs about Need Satisfaction

As we accumulate life experiences we come to conclusions about how to satisfy our needs and wants. The basic creed of “fatigued” staff becomes very Darwinian: Survive by remaining the toughest and the fittest. Given the work environment, staff comes to believe that they must fight to get their needs met. Overpowering opponents “no matter what it takes” becomes the preferred MO. This approach seems to be the only viable option, given that they have come to believe that they are law enforcers, that the world is full of criminals, and that no one truly has their back.



Emotional Self-Management

Managing our emotions is one of the competencies we need to function effectively. This involves the ability to be aware of thoughts and feelings, to regulate our anger, and to face anxiety, sadness or shame without becoming overwhelmed. Emotional self-management makes us resilient—able to bounce back after struggles and disappointments.

“Fatigued” staff experience emotional extremes. They either become numb, due to suppression of their emotions, or they act in explosive and excessive ways. Escape of emotional distress through addictions (substances, gambling, sex) is resorted to frequently.



Problem-solving Behaviors

Under ideal circumstances, problem-solving involves assessing the nature of a problem and examining ways that it can be tackled, including evaluating the positive and negatives of each possible solution.

For “fatigued” staff, problem-solving gets distilled down to two approaches, both counterproductive:

a) Aggression—When you have a problem, attack whoever is associated with it. Either make them go away or force them to give you what you want.

b) Avoidance—As long as you don’t acknowledge a problem, you don’t have a problem.



Interpersonal Styles

These refer to our ability to interact with others effectively. In the “free world” this usually involves a “win-win” approach, working toward the need satisfaction of all involved. In corrections, staff’s priority is to maintain safety through maintaining control. People’s needs are often secondary. Over time this approach grows on the employees. Thus for staff affected by Corrections Fatigue relating becomes one-sided—imposing their preferences on others and nullifying resistance. Instead of seeking understanding and collaboration, “fatigued” staff aims to get their way at just about any cost. To them the world is divided between winners and losers, and they certainly don’t want to be losers. When relationships crumble, staff may become highly distressed or even suicidal.

[sPINARIS]

The correctional workplace conditions that result in Corrections Fatigue do so by undermining the satisfaction of seven key psychological needs.



Physical Safety

By definition, prisons are not safe places. Staff is continually exposed to threats and trauma. Complacent, burned out or compromised staff add to the problem through letting their guard down. Consequently competent correctional employees are chronically overly vigilant, scanning the work environment continually for danger. After years of doing this, the sense of apprehension and lack of physical safety generalizes to their whole life—both behind the walls and on the outside. Staff ends up having very few, if any, places where they feel safe.

Don’t ever let your guard down. Must never relax and get complacent!



Emotional Safety

Stressed people stress people. Sadly, correctional workers frequently state that their greatest source of stress stems from their interactions with other staff. Such avoidable stressors take the form of negative rumor spreading, backstabbing, ridiculing, bullying, and verbally abusing other employees. Even simply witnessing other staff getting mistreated in this fashion results in employees feeling emotionally unsafe.

They’ll kick you when you’re down. They’ll ridicule you to make you give in.



Trust

Staff also learns that they can take nothing at face value. They may trust just a few choice people, and even then, not all of the time. They come to believe that no one in the “system” has their best interests at heart and are suspicious of others’ motives. This results in interpersonal isolation and low-grade, chronic anxiety. Additionally, staff who have experienced a loss of self-control or who crossed policy lines do not even trust themselves.

They’ll just use you. They’ll never come through for me. I can only depend on myself.



Power

Staff may feel powerless for a variety of reasons. They are understaffed. They are vastly outnumbered by inmates. They have little or no input over issues that affect them directly. And they have to contend with a multitude of rules and regulations, as well as with demands of supervisors. To create a sense of control, some staff strives to “win,” to have their way at every opportunity. Others give up and become apathetic, counting the years till retirement. Yet others quit.

I must always, always, always stay in control! I’m just a puppet on a string.



Respect

Inmates rarely value staff. Staff comes to believe that no one respects them. They in turn express scorn for others. Staff may not even respect or value themselves. And the general public is unaware of what corrections work is about, so they have little or no respect for staff.

They’re all useless losers. I’m just a number.



Connection

While at work, corrections staff cannot talk freely about their families, what they’ve been up to on their days off, or about future plans. Also, staff often operates alone, overseeing a number of inmates or in a control center. The prevailing mistrust in prisons also adds to the emotional isolation of staff. Re-entry into family life after being immersed in this type of disconnection during one’s shift can be almost disorienting. Staff may “forget” how to be transparent and vulnerable with others. They become comfortable living behind walls—physically and emotionally.

If you don’t get close, you don’t get hurt. Nobody cares about me.



Meaning

People need to know that what they do makes a difference for the better. Corrections work is one of the most challenging professions in terms of creating positive meaning, a sense of lasting significance. Offender violence and the revolving door of recidivism leave staff wondering about the usefulness of their work. The negative staff interactions add to the sense of futility. As a result pessimism and hopelessness take hold and pervade the staff’s mindset on the outside as well.

What I do makes no difference. It will not get better. It’s all useless. I’m like a hamster on a wheel.

[Spinaris]

The ABC's of Corrections Fulfillment at the
Personal Level



Here are five key areas staff needs to cover at the individual level to be able to enjoy fulfillment at work.



1. Awareness, Acknowledgment and
Accountability

Becoming and staying aware of one’s thoughts and feelings in an objective, non-critical way. This needs to be followed with confiding in trusted others and seeking help from appropriate sources as warranted.



2. Balance

· Engaging in healthy routines for transition from work to home life (downtime)

· Keeping a balance between work and rest / play / healthy distractions

· Keeping a balance between seriousness and laughter

· Keeping a balance between strictness and compassion

· Keeping a balance between judgment and mercy



3. Connection

· Nurturing personal relationships

· Building and maintaining a healthy support system

· Nurturing respect-based and compassion-based relationships with co-workers



4. Discipline

· Making time for self-care

· Making time for de-stressing and renewing activities

· Maintaining an optimistic perspective (finding a positive point in everything)

· Challenging and correcting beliefs, assumptions and thinking patterns that become distorted due to the work environment

· Maintaining professional boundaries and "repairing" any damage to them that stems from work experiences



5. Emotional Intelligence Skills

· Acquiring and practicing self-management skills, such as self-control

· Acquiring and practicing interpersonal skills, such as empathy, conflict management, and teamwork

[Spinaris]

In addition to the need for physical safety, there are six psychological/spiritual needs which must be met—more or less—for corrections staff to remain emotionally healthy and to function at optimal levels in the workplace. These are the needs for emotional safety, trust, power, respect, connection and meaning.



Emotional Safety

In emotionally safe environments we expect to receive support when we seek it. We expect to be encouraged and comforted when we are going through tough times. We expect that colleagues will honor our confiding in them and keep our sharing about personal issues to themselves. We also anticipate being corrected in constructive ways when we make mistakes, and to be given helpful tips as to how to improve our performance.

I don’t want you to be wounded by careless or cruel words or actions. Your welfare matters to me.



Trust

Closely related to emotional safety is the need for trust in the workplace. Trust is the glue that bonds people together. Trust grows when supervisors and coworkers are consistent and reliable, when they keep promises, and when they act in ways that show that they truly have the staff’s best interests at heart.

Staff earn trust when, no matter what, they are available to coworkers in an emergency. Trustworthy individuals choose to act honorably and honestly, and stand up for what they know to be right even when it is hard to do so. They do not tolerate exploitation, abuse or victimization of others. Trustworthy individuals are able to let go of old conflicts and grudges, and make genuine attempts to resolve issues with coworkers .

I want you to experience that you can depend on me and on our team. Your welfare matters to me.



Power

Personal power is about the ability to intentionally impact one’s environment through being able to control oneself, make decisions, initiate behaviors, and give input in situations. The legitimate need for appropriate power is met in work environments where leaders are comfortable with delegating responsibilities and with receiving feedback from their subordinates. It is also satisfied where abuses of power, such as harassment of any kind, are not tolerated. Truly powerful leaders also model self-control—the ability to restrain themselves when provoked or under pressure.

I want you to be able to exercise your abilities in your areas of authority, and to take initiative appropriately.



Respect

The need for respect is based on our yearning to know that we deserve decent and fair treatment. Respect is about exhibiting an unconditional positive regard towards others, valuing them, and demonstrating that we consider them worthy of our esteem. Respect is shown through our language, facial expression and tone of voice. It is also shown in our actions, the ways we choose to treat people.

I want you to know you are appreciated and valued.



Connection

We are social creatures. We do need relationships where we can take our masks off to varying degrees and let others see the true “us.” Attachments are vital to our well-being. Given how many hours we spend at work every week, it is important that our need for connection be met appropriately and ethically on the job. Understanding, collaboration and support are the outcomes of connecting with coworkers within professional boundaries.

I want you to know that you belong, you are included, and you are part of the team.



Meaning

In addition to being social beings, we are also meaning-making creatures. We need to know that what we do has significance, that it impacts our world in beneficial ways and leads to the meeting of worthwhile goals. Corrections staff need to be shown regularly and through examples how their efforts make a lasting positive difference in others’ lives (staff or inmates), and that what they do is important in the grand scheme of things.

I want you to find fulfillment through your work, be all you can be, and make a positive difference.



The above six needs are interrelated. Satisfying one impacts one or more of the rest. And frustrating one interferes with the satisfaction of the remainder.

When staff works toward meeting these needs in the workplace, they end up communicating LOVE to one another. That boosts morale because, as Karl Menninger stated, "Love is the basic need of human nature, for without it, life is disrupted emotionally, mentally, spiritually, and physically."

[Spinaris]

What is Corrections Fatigue™?

Corrections fatigue™ is a term I coined to describe the cumulative impact of workplace stress on corrections staff. Engineers speak of a phenomenon that occurs with metal. A perfectly good piece of metal, when stressed or bent repeatedly, eventually becomes pliable, weaker, "fatigued." Metal fatigue can happen to even the strongest of stock, and the changes that occur go all the way down to the molecular level. When metal becomes fatigued even a bridge can collapse.
Similarly, the cumulative stresses of a correctional officer’s work experience are a perfect setup for corrections fatigue. Corrections fatigue amounts to the gradual wear-and-tear of the body, soul and spirit of correctional officers.

During an officer’s shift safety and logistical concerns are ever-present and of paramount importance. Workplace politics may create tension among staff. And corrections officers might witness or experience gruesome assaults, often more than once. There is little time to deal with the emotional impact of high-intensity workplace events. Thoughts and feelings usually remain unprocessed, "stuffed." Over time they add up to be a formidable burden.

When the impact of work-related stress reaches a critical mass, the tell-tale cracks of corrections fatigue become evident.

Destructive changes occur in the way officers view themselves, other people and life in general. Self-defeating patterns set in regarding how to take care of themselves and how to handle challenges. Anger, anxiety, and depression get entrenched as the officers’ dominant emotional states. Substance abuse and a multitude of other escapist behaviors become a way of life for some. (How do you spell relief?)

High turnover, poor physical and mental health, divorce, and alarming suicide rates are not far behind.

The impact of corrections fatigue does not remain confined to staff alone. It eventually "spreads" to their loved ones, also affecting their worldview and their relationships.

Left unaddressed, corrections fatigue wreaks havoc on the professional and personal lives of staff and their loved ones.

Sounds grim, doesn’t it? There is good news though. Corrections fatigue can be countered and even prevented.

Below are some ideas for overcoming the toxic influence of corrections work stress. In a nutshell, pursue a meaningful and love-filled life outside of work. Then aim to bring those attitudes back into the workplace. Compulsive and addictive "fixes" on the other hand will bankrupt you, as they always take much more than they give.


ABCD’S OF COPING


Acquire skills to handle your anger, fear and frustration skillfully, and to relate to others effectively.


Balance demands with downtime. Make sure you have a life outside of work. Playtime, relaxation, time outdoors, and laughter are essential. Sufficient sleep, exercise, and good nutrition are also a must.


Connect with loved ones. Research has shown that strong relationships and community ties help absorb the impact of traumatic experiences. Love is the greatest "refueling" and healing source there is.

Discipline yourself daily to make it all happen. Old habits are tenacious. Lasting improvements require motivation and focused effort.


Bear one another’s burdens and so fulfill the law of Christ (the law of love). Galatians 6:2