the category or type of conflict or strife that is assigned to recommendations is directly related to the individuals involved, that is, if they have special needs, the type or level of issue, and so on. Therefore, some activities may need to be considered for and included in multiple areas and recommended relationship issues should be followed. (See Sect. “Emergency Personnel are Summoned by the Institution or by Others Such As Users and Onlookers, or Visit of Their Accord.”) Recommendations include the following:
Solvable
• Adopt and adapt to umbrella organization or governing authority definitions for these or related issues.
• Adopt and adapt to umbrella organization or governing authority guidelines for these or related issues.
• Identify the institution’s parameters for the situation, including who makes final decisions on parameters chosen.
• Identify the institution’s chain of communication for decision- making regarding handling and management of conflict or strife. (Note: include a master list of languages spoken by staff or nearby workers that may be needed for communicating.)
• Create an institutional list and refer to the institutional process owners for a “who-to-call-list,” why, and when.
• Design scripts for workers to use.
• Design and regularly conduct training that allows for practice for solvable situations.
• Outline roles and responsibilities for managers with regard to follow-up, including communication with the protagonists and workers as well as messages placed on user records.
• Seek external training—as appropriate—for actions that require or appear to need unique training.
Possibly Solvable
• Adopt and adapt to umbrella organization or governing authority definitions for these or related issues.
• Adopt and adapt to umbrella organization or governing authority guidelines for these or related issues.
• Identify the institution’s parameters for the situation including who makes final decisions on parameters chosen.
• Identify the institution’s chain of communication for decision-making regarding handling and management of conflict or strife. (Note: include a master list of languages spoken by staff or nearby workers that may be needed for communicating.)
• Create an institutional list and refer to the institutional process owners for a “who-to-call-list,” why, and when.
• Design scripts for workers to use.
• Design and regularly conduct training that allows for practice for solvable situations.
• Identify outstanding issues and likelihood of solvable becoming not solvable as well as the location of communication regarding this user or worker such as “only to file” and “no message on record.” This should include unique timelines or length of restrictions or measures to correct.
• Outline roles and responsibilities for managers with regard to follow-up including communication with the protagonists and workers, as well as messages placed on user records.
• Seek external training—as appropriate—for actions that require or appear to need unique training.
Manageable, but Not Solvable
• Adopt and adapt to umbrella organization or governing authority definitions for these or related issues.
• Adopt and adapt to umbrella organization or governing authority guidelines for these or related issues.
• Identify the institution’s parameters for the situation including who makes final decisions on the situation not being identified as solvable.
• Identify the institution’s chain of communication for decision-making regarding specific management aspects. (Note: include a master list of languages spoken by staff or nearby workers that may be needed for communicating.)
• Create an institutional list and refer to the institutional process owners for a “who-to-call-list,” why, and when.
• Design scripts for workers to use.
• Design and regularly conduct training that allows for practice for manageable but not solvable situations.
• Identify outstanding issues of not solvable as well as the location of communication regarding this user or worker such as “only to file” and “no message on record.” This should include unique timelines or length of restrictions or measures to correct.
• Outline roles and responsibilities for managers with regard to follow-up including communication with the protagonists and workers as well as messages placed on user records.
• Seek external training—as appropriate—for actions that require or appear to need unique training.
Not Solvable, Must Be Referred
• Adopt and adapt to umbrella organization or governing authority definitions for these or related issues with special attention to areas and individuals for referrals.
• Adopt and adapt to umbrella organization or governing authority guidelines for these or related issues.
• Identify the institution’s parameters for the situation including who makes final decisions on the situation not being identified as solvable.
• Identify the institution’s chain of communication for decision-making regarding specific management aspects. (Note: include a master list of languages spoken by staff or nearby workers that may be needed for communicating.)
• Create an institutional list and refer to the institutional process owners for a “who-to-call-list,” including “who to refer to,” why, and when.
• Design scripts for workers to use.
• Design scripts for managers to use.
• Design and regularly conduct training that allows for practice for situations that are not solvable.
• Identify outstanding issues of not solvable as well as the location of communication regarding this user or worker such as “only to file” and “no message on record.” This should include unique timelines or length of restrictions or measures to correct.
• Outline roles and responsibilities for managers with regard to follow-up including communication with the protagonists and workers as well as messages placed on user records including referral information.
• Seek external training—as appropriate—for actions that require or appear to need unique training.
Institutions also encounter conflict and strife within the community that does not relate to the library. These situations might include issues among other users, other businesses or institutions, political or social situations, law enforcement issues, or issues among nonusers. For these situations, the institution’s managers—guided by
