Wasted Honor -

Carl R. ToersBijns is the author of the Wasted Honor Trilogy [Wasted Honor I,II and Gorilla Justice] and his newest book From the Womb to the Tomb, the Tony Lester Story, which is a reflection of his life and his experiences as a correctional officer and a correctional administrator retiring with the rank of deputy warden in the New Mexico and Arizona correctional systems.

Carl also wrote a book on his combat experience in the Kindle book titled - Combat Medic - Men with destiny - A red cross of Valor -

Carl is considered by many a rogue expert in the field of prison security systems since leaving the profession. Carl has been involved in the design of many pilot programs related to mental health treatment, security threat groups, suicide prevention, and maximum custody operational plans including double bunking max inmates and enhancing security for staff. He invites you to read his books so you can understand and grasp the cultural and political implications and influences of these prisons. He deals with the emotions, the stress and anxiety as well as the realities faced working inside a prison. He deals with the occupational risks while elaborating on the psychological impact of both prison worker and prisoner.

His most recent book, Gorilla Justice, is an un-edited raw fictional version of realistic prison experiences and events through the eyes of an anecdotal translation of the inmate’s plight and suffering while enduring the harsh and toxic prison environment including solitary confinement.

Carl has been interviewed by numerous news stations and newspapers in Phoenix regarding the escape from the Kingman prison and other high profile media cases related to wrongful deaths and suicides inside prisons. His insights have been solicited by the ACLU, Amnesty International, and various other legal firms representing solitary confinement cases in California and Arizona. He is currently working on the STG Step Down program at Pelican Bay and has offered his own experience insights with the Center of Constitutional Rights lawyers and interns to establish a core program at the SHU units. He has personally corresponded and written with SHU prisoners to assess the living conditions and how it impacts their long term placement inside these type of units that are similar to those in Arizona Florence Eyman special management unit where Carl was a unit deputy warden for almost two years before his promotion to Deputy Warden of Operations in Safford and Eyman.

He is a strong advocate for the mentally ill and is a board member of David's Hope Inc. a non-profit advocacy group in Phoenix and also serves as a senior advisor for Law Enforcement Officers Advocates Council in Chino, California As a subject matter expert and corrections consultant, Carl has provided interviews and spoken on national and international radio talk shows e.g. BBC CBC Lou Show & TV shows as well as the Associated Press.

I use sarcasm, satire, parodies and other means to make you think!!!!!!!!!!!!!!!

Wednesday, May 6, 2015

Perceptive Thinking and Prerogative Skills

Perceptive Thinking and Prerogative Skills


We tend to forget that we as humans, have the reserved right to change our minds. The reasons for changing one’s mind can be many and complex in nature but irrespective, we have that right and should not be criticized for doing so.

It should be become a mandatory and not so difficult process to understand but always an option left open to rectify any mistaken calculations or decisions made in the past. The best way to recognize the rationality to change your mind is to review your thoughts and beliefs on the original concept you perceived or understood.

Hence we should always take this opportunity to take better control of ourselves, our emotions and our thoughts when the opportunity presents itself. During this practice, we are sorting out the filters we put in place to further clarify what was once our original thought and compare it to the new information received by filtering the distorted messages and information.

This is not a sign of weakness or an indicator there something wrong with your thought process or decision making mechanisms. Rather, it demonstrates a deliberate attempt to sort out the facts from the formerly attained perceptions and make the appropriate adjustments needed as the situation warrants them to be revised or amended.

So how do we breakdown our original perception and what do we need to do in order to re-visit or re-structure our thinking manner. We need to admit that there may be flaws with the way we perceived the problem to exist when approached with it at the beginning.

Some human errors are:

We tend to make simple or quick decisions by over-generalizing things that we are addressing or dealing with at the time of making the decision. This is a flaw that can be corrected by taking the time to become more detail specific and find out what went wrong or would could go wrong with your analysis based on your first impression.

Guilty of this at times myself, we tend to assume (yes, I know) that we know what the other person is thinking and jump to conclusions using this “mind-reading” trick instead of confirming what they are really thinking out loud. The “proof is in the pudding” when they express their ideas, desires or wants. Listening skills are vital at this juncture of the problem solving game.

We are all guilty of envisioning the “sky is falling” mentality where we catastrophize something more than it really is. Blowing things out of proportion or exaggerating is a human flaw we need to be aware of at all times. Expecting a doomsday scenario shuts down any positivity in your experience and could cause your perception to wander in the wrong direction.

We tend to lean heavily on the “lessons learned” syndrome where we anticipate the outcome or result based on previous events or experiences. Just like jumping to conclusions or mind-reading you are now engaged in fortune telling without any basis to do so.

There are no concrete facts or evidence to guide your thinking and most of the time, this kind of behavior is negative and destructive in nature. So how do we prevent making these basic yet important mistakes? How do we recognize specific behaviors and learn how to re-address your energies to the positive flow of things so you don’t use your initial hunches or guesses as a basis for making a decision?

You need to take a few steps that will help your cognitive skills and decision making qualities. Some simple steps to follow are:

Make an initial assessment and collaborate the information accurately and keep the analysis focused on being positive and productive. Make a goal and keep that goal in sight at all times. If working alone, make sure you have sufficient data or information to make a good decision. Don’t be afraid to seek more input or information.

What is your agenda? What do you want to gain out of this discussion and how does your mind work more effectively and create steps to ensure you remain on track and follow up on your initial goals set. Organize your thoughts and depend on your skills, knowledge and even instincts to guide you through the process.

Is your head clear? Are you open to collaborative suggestions and ideas? Are you under stress and need to break away from the discussion temporarily to regroup your thoughts? There is nothing wrong with taking a time out if you are under pressure to make the right decision the first time around.

Distorted facts often come from working at the wrong level when deciding on a decision. Keep it simple but practical. Pay attention to your thoughts, your visions and your intuitive abilities. Lower your stress by discussing and addressing concerns brought up during the discussion. Don’t be afraid to repeat the process to work out any doubts.

Rely on notes, recordings or visual aids to remind you or to retain information essential to the problem at hand. Use different strategies to deal with the entire topic of discussion and reach out to others if you need more information or help with what you have.

Focus on your goals – don’t drift away from what you started. Maintain a physical or mentally developed structure so you can log or track your progress. Avoid being distracted or diverted to other subjects until you finish the one you are working on. Rely on your notes to come back to those you set aside.

Always follow up on your work. Never take it for granted it is completed or done in the action tasks required to make a good decision. Incompleteness often leads to failure as you fail to address the “what ifs” during the analysis or assessment process that gives you a second chance to catch your mistakes.

Never forget to ask for comments or feedback if the decision was a group based decision with collective methods in place.  Suggest a follow up meeting on tracking or maximizing the goals, efforts brought forth and progress. If this was an individual effort, make sure you collect your notes, and schedule a review period so you can do the same thing.