"I need to check with my wife" is a common response of an employee to his manager, emphasizing the tug of war between the employee’s spouse and the workplace. The challenges in the fields of work and family have been the focus of researchers for decades. Frameworks for work–family conflict, work–family enrichment, and work–family balance have been put forth in light of the complexity of the interface. Yet the relationship between the three stakeholders managing the interface (manager, employee, and spouse), has not received the attention it deserves. Work–Family Triangle Synchronization takes a holistic look into the triangle of forces involved in the conflict: the manager, the employee, and the employee’s spouse at home. Using the therapeutic triangle relationship framework, it elaborates on the dynamic of work–family triangles and offers a structured process for designing a psychological contract among the three players. This process is termed work–family triangle synchronization (WFTS). Based on the authors’ 20 years of academic research and field experience in the organizational and family domains this book introduces a novel synchronization model, methodology, and compelling tools. Personal anecdotes and stories make the text accessible and understandable, accompanying the reader step by step in the task of developing a synchronized work–family triangle psychological contract, as both a diagnostic and a management tool.

For many years, scientists, professionals, and consultants have struggled to develop a clear framework to help families and organizations manage work-family conflict. This book reflects groundbreaking research into this well-known work-family co

"I need to check with my partner" is a common response of an employee to his manager, emphasizing the tug of war between the employee’s spouse and the workplace. The challenges in the fields of work and family have been the focus of researchers for decades. Frameworks for work–family conflict, work–family enrichment, and work–family balance have been put forth in light of the complexity of the interface. Yet the relationship between the three stakeholders managing the interface (manager, employee, and spouse), has not received the attention it deserves. Work–Family Triangle Synchronization takes a holistic look into the triangle of forces involved in the conflict: the manager, the employee, and the employee’s spouse at home. Using the therapeutic triangle relationship framework, it elaborates on the dynamic of work–family triangles and offers a structured process for designing a psychological contract among the three players. This process is termed work–family triangle synchronization (WFTS). Based on the authors’ 20 years of academic research and field experience in the organizational and family domains this book introduces a novel synchronization model, methodology, and compelling tools. Personal anecdotes and stories make the text accessible and understandable, accompanying the reader step by step in the task of developing a synchronized work–family triangle psychological contract, as both a diagnostic and a management tool.

Burn-out, excessive hours, office politics, handling complaints, isolated remote working, complex and inefficient processes – this book addresses the full complexities of chronic stress at work. It explains the potential for emotional and physical illness resulting from work, and importantly, presents ways in which occupational health and wellbeing can be enhanced through strengthening chronic stress diagnosis and promoting resilience. The latter is a win-win, for the worker, for the organization, and for society in general. Drawing on 40 years of research in collaboration with some of the best-known occupational stress gurus (including Cary Cooper, Susan Jackson, the late Ron Burke and Arie Shirom), Simon L. Dolan translates abstract concepts of chronic stress into practical guidance for enhancing resilience in a VUCA world. The ILO and many governments recognize stress as a principal cause of emerging physical and mental disease and one of the strongest determinants of high absenteeism, low morale and low productivity. While important advances have been made in the diagnosis of acute stress, the field of chronic stress in the workplace remains less clear. This book seeks to address this by presenting a wealth of diagnostic tools, including "The Stress Map". The text is brought to life for the reader by short vignettes in the form of anecdotes and stories. This book will be of particular interest to HR professionals, consultants, executive coaches, therapists and others who wish to help employees and clients better manage their own and others’ stress and to build resilience that leads to a more productive and healthier workforce.

In the spirit of Daniel Stern s landmark "Interpersonal World of the Infant, " this is the first book to extend the model of mother-infant dialogue to the larger family system."

"Your Mindful Compass" takes us behind the emotional curtain to see the mechanisms regulating individuals in social systems. There is great comfort and wisdom in knowing we can increase our awareness to manage the swift and ancient mechanisms of social control. We can gain greater flexibility by seeing how social controls work in systems from ants to humans. To be less controlled by others, we learn how emotional systems influence our relationship-oriented brain. People want to know what goes on in families that give rise to amazing leaders and/or terrorists. For the first time in history we can understand the systems in which we live. The social sciences have been accumulating knowledge since the early fifties as to how we are regulated by others. S. Milgram, S. Ashe, P. Zimbardo and J. Calhoun, detail the vulnerability to being duped and deceived and the difficulty of cooperating when values differ. Murray Bowen, M.D., the first researcher to observe several live-in families, for up to three years, at the National Institute of Mental Health. Describing how family members overly influence one another and distribute stress unevenly, Bowen described both how symptoms and family leaders emerge in highly stressed families. Our brain is not organized to automatically perceive that each family has an emotional system, fine-tuned by evolution and "valuing" its survival as a whole, as much as the survival of any individual. It is easier to see this emotional system function in ants or mice but not in humans. The emotional system is organized to snooker us humans: encouraging us to take sides, run away from others, to pressure others, to get sick, to blame others, and to have great difficulty in seeing our part in problems. It is hard to see that we become anxious, stressed out and even that we are difficult to deal with. But "thinking systems" can open the doors of perception, allowing us to experience the world in a different way. This book offers both coaching ideas and stories from leaders as to strategies to break out from social control by de-triangling, using paradoxes, reversals and other types of interruptions of highly linked emotional processes. Time is needed to think clearly about the automatic nature of the two against one triangle. Time and experience is required as we learn strategies to put two people together and get self outside the control of the system. In addition, it takes time to clarify and define one's principles, to know what "I" will or will not do and to be able to take a stand with others with whom we are very involved. The good news is that systems' thinking is possible for anyone. It is always possible for an individual to understand feelings and to integrate them with their more rational brains. In so doing, an individual increases his or her ability to communicate despite misunderstandings or even rejection from important others. The effort involved in creating your Mindful Compass enables us to perceive the relationship system without experiencing it's threats. The four points on the Mindful Compass are: 1) Action for Self, 2) Resistance to Forward Progress, 3) Knowledge of Social Systems and the 4) The Ability to Stand Alone. Each gives us a view of the process one enters when making an effort to define a self and build an emotional backbone. It is not easy to find our way through the social jungle. The ability to know emotional systems well enough to take a position for self and to become more differentiated is part of the natural way humans cope with pressure. Now people can use available knowledge to build an emotional backbone, by thoughtfully altering their part in the relationship system. No one knows how far one can go by making an effort to be more of a self-defined individual in relationships to others. Through increasing emotional maturity, we can find greater individual freedom at the same time that we increase our ability to cooperate and to be close to others.