What irony is it that in the poem “Mending Wall” where poet Robert Frost questions the wisdom behind the importance of good boundaries at all, he coined the proverb: “Good fences make good neighbours”.

Boundaries are a life enhancing system enabled by “yes’ and “no‟.  Boundaries are stop signs and borders you install to protect yourself that make it clear to yourself and all around you that you own your life, can make good choices, and pursue the authentic expression of who you are in the way you live, love, give and relate.

Boundaries are a limit you set between yourself and people when thoughts, activities and events are not in your best interest.



What is Assertiveness?

The ability to express your thoughts without sacrificing your rights sounds simple, but in practice lies at the heart of many communication and interpersonal struggles in the workplace. Assertiveness awareness and training was once at the forefront of organisational psychology research and despite falling out of vogue still offers itself as a valuable tool for any employee.


What is Wisdom?

Being wise, or at least being seen to be wise, can be a much desired, yet unobtainable, goal in life. And it would seem that it gets easier to be wiser in age than in youth.

Wisdom seems to involve an integration of knowledge, experience, and deep understanding, as well as a tolerance for the uncertainties of life. Wise people also have an awareness of how things play out over time, and wisdom confers a sense of balance and ability to not be overwhelmed in challenging circumstances.


A Good Apology

It can be difficult to make a genuine apology. Our natural defence mechanisms often encourage us to deny we have done anything wrong. At times we may think admitting our fault will make things worse. Actually, research suggests an effective apology can improve the situation. An effective apology contains six elements. Next time you are in a n position where you need to apologise, try incorporating these six elements to craft an effective and genuine apology.


Self-Regulation and Coregulation in the Workplace

You’ve probably heard of emotional regulation or self-regulation – the ability to exert control over one’s own emotional state. Self-regulation might involve rethinking or reappraising challenging situations to reduce anger or anxiety, masking disappointment or sadness, or focusing on reasons to feel happy or calm. Adults are expected to behave in a manner that is socially acceptable, so the ability to manage one’s own emotions is very important. People with poor emotional regulation may find themselves saying or doing things they later regret, which can have a negative impact on both personal wellbeing and social relationships. While regulating your own emotions appropriately is essential for healthy functioning, regulating the emotions of others can be just as important in building strong, positive relationships.


Workplace investigations to understand your Complex Workplace Challenges

You have a complex people problem in your workplace that you do not know what to do about. You are sure you do not have all the facts. You just know that unacceptable behaviours are occurring beyond the measurement of your existing systems checks and balances. You decide to get in an organisational psychologist to conduct a workplace investigation so you can understand the problem, and get guidance on what to do with the present situation, and how to ensure you can fix tour culture and systems to prevent it occurring again..

You would choose an organisational psychologist for a workplace investigation because you want someone who will work sensitively and ethically with your organisation (and budget) to investigate and develop an industrially robust report. And someone who will ask intelligent questions, and not make the problem worse.

An organisational psychologist will design a process that will engage staff in the investigation process and deliver a quality report that includes recommendations for workplace change, and not simply the finding of innocence or guilt.



Again and again, teachers, professors and anyone else in the teaching professions will tell you that IQ is not the only difference between their best and worst students. Increasingly, psychologists are finding that the one characteristic that is emerging as a significant predictor of success is not social intelligence, or good looks, or physical health, or IQ. It’s grit. It’s been said that grit is living life like it’s a marathon, not a sprint. But what is grit? And how can it be nurtured?

“Grit is passion and perseverance for very long-term goals,” says American psychologist Angela Lee Duckworth, who currently spearheads some important studies into the role grit plays in success. “Grit is having stamina,” she continues. “Grit is sticking with your future, day in, day out, not just for the week, not just for the month, but for years, and working really hard to make that future a reality.”
Duckworth herself is the first to say that the essence of grit remains elusive. But the five common characteristics of grit listed below can make things clearer. How do you measure up?


Managing Change in the Workplace

Change management is a systematic approach for managing the transition or transformation of an organisation’s goals, processes, or technologies. The purpose of change management is to implement strategies to carry out, control, and help people adapt to change. Change management models provide a framework for changing attitudes and behaviours alongside processes and equipment.

There are several models that help us think about change. Two popular models are:

  • Kotter’s 8 Step Model
  • The ADKAR Model


Anxiety Management Toolkit

For some people anxiety is a daily experience, whereas for others it can be situational or occasional. Whatever your experience of anxiety, it helps to have a toolkit of skills and behaviours that you use to moderate your experience of anxiety.


Thinking Habits of Depressed People

Some thinking habits of depressed people:

The experience of depression can distort people’s ability to think clearly. Some common distortions of people experiencing depression are:

  1. Arbitrary Inference — a conclusion is drawn in the absence of sufficient evidence — i.e., you are worthless because it is raining on the day of your picnic.
  2. Selective Abstraction — a conclusion is drawn based on only one of many elements — i.e., you blame yourself for failure of your event, even though there were lots of other people involved in the organisation as well as you.
  3. Overgeneralisation leading to sweeping conclusion made on the basis of the single, usually trivial event — i.e. I am worthless because of this one particular client did not buy.
  4. Magnification and Minimisation — gross errors in performance evaluation — i.e., belief your car is ruined because it has a tiny scratch; or that you are a complete failure because you only got 90% and not 100% in the examination.

What can you do about these thought distortions?

It helps to gather facts. When you are in the depths of depression recognising the facts can be difficult, so it helps to get a good friend, or better your psychologist to help you to this.

Step One Write down your beliefs in relation to the situation eg “I am a failure” or I am stupid”

Step Two Look for the evidence that supports this belief. NB a feeling is not evidence. Imagine you are aiming to convince judge in a court that you are stupid or a failure!

Step Three Then look for the evidence that disproves the belief.  There is usually far more evidence disproving the belief than supporting it!

Step Four Then create a more useful statement that reflects the facts eg It would have helped if I studied more effectively before the exam” or “My contribution to the event plans was satisfactory”. “It was other people who let the team down”.

Distorted thinking is one of the common elements of depression. For help managing your depression or unhelpful thoughts contact Shelley Rogers Psychologist at

One in seven Australians will experience depression in their lifetime.

15.0% of Australians aged 16 to 85 have experienced an affective disorder1* This is equivalent to 2.83 million people today.


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