- Clubhouse Lockers
- Ski Club Expenses
- Ski Club Van
- Code of Conduct
- Conflict Resolution
- Harrassment Policy
The mission of the SMSC is to provide fun, safe opportunities to excel through alpine skiing and ski racing.
S. K. I. F. A. S. T.
S - Safety
K - Knowledge
I - Involvement
F - Fun
A - Achievement
S - Social
T – Teamwork
The Shames Mountain Ski Club is a non-profit society incorporated under the Societies Act of the Province of British Columbia. The Ski Club operates under the umbrella of BC Alpine, BC Freestyle and Alpine Canada Alpin. Our aim as a ski club is to provide a high quality and affordable competitive ski program that: builds character and self-esteem in participants; recognizes different ski abilities and interests as part of the skill development process; encourages individuals to achieve their highest potential; recognizes the importance of a fun environment in everything we do; develops and reinforces the importance of learning as a member of a team.
Lockers will be allocated in the following manner...
1. Nancy Greene coordinator
2. Alpine and Freestyle coaches
3. Remaining lockers equally divided between registered Alpine and Freestyle participants.
4. Any leftover lockers will be given to the Ski Club President then the Nancy Greene coaches.
5. Siblings can share locker of participant (if enough room).
6. Remaining lockers to be divided between Nancy Greene coaches.
7. No skis to be left loose in the club house.
8. If any lockers remain they shall be allocated by a random draw.
9. The Shames Mountain Ski Club is not responsible for lost or stolen items.
1. Driver must be on SMSC approved list.
2. SMSC must have a driver’s abstract less than 13 months old.
3. Driver must have a BC Class 1, 2, 3 or 4 licence.
4. Only members of the SMSC can ride.
5. A log of all riders will be kept.
6. Repairs will be authorized by the SMSC Executive.
7. The van will be used for SMSC business only.
8. The following are pre approved routes,
Terrace to Shames Mountain and
Terrace to scheduled zone races
Any other routing must be approved by the SMSC Executive on an individual basis.
9. A schedule will be made for the away from Terrace races.
10. Any expenses must be submitted on SMSC expense forms
Objective
The Club’s Code of Conduct establishes a clear set of guidelines for our parents/guardians.
Its primary goal is to help ensure that skiing is a fun, positive experience.
The Code of Conduct is based on the concept of fair play, defined by these basic principles:
Respect for the rules
Respect for all participants, including coaches, team mates and opponents
Respect for the judges and their decisions
Exemplary behaviour and maintenance of self control and personal responsibility.
All participants are expected to behave in an appropriate manner while representing the club. As the oldest kids on the program the Alpine/ Freeride participants are often looked up to by the younger children, they should present themselves as positive role models by being respectful and courteous to other children, coaches, and parents.
The Code of Conduct should be read by all parents/guardians. It is a condition of continuing SMSC membership that all members follow the Code of Conduct at all times.
Parents Code of Conduct
I will remember that my child skis for his or her enjoyment, not for mine.
I will NOT give instructions to skiers. That is the coaches’ job.
I will never question the coaches’ intentions or honesty, but I will feel free to have fair, open discussion with coaches when necessary. Everyone makes mistakes so always assume that no malicious intent is present.
I will not interfere with scheduled practices by speaking to the coaches while on slope. If I need to speak to a coach, he/she can be approached before or after practice, or by email or telephone.
I will teach my child that doing one’s best is as important as winning, so that he/she will not feel defeated by the outcome of a race.
I will make my child feel like a winner by offering praise for competing fairly and accomplishing goals.
I will never ridicule or discipline my child for making a mistake at practices, or at meets.
I will support all efforts to eliminate verbal or physical abuse and inappropriate behaviour in our workouts, meets and activities.
I will remember that children learn best by example. I will teach my child respect, and I will encourage my child’s team mates and opponents.
I will make sure that my son/daughter shows up for scheduled practices and meets at the times designated by the coaches.
Conflict resolution is the process of attempting to resolve a dispute or a conflict. Successful conflict resolution occurs by listening to and providing opportunities to meet the needs of all parties, and to adequately address interests so that each party is satisfied with the outcome. Conflict Practitioners talk about finding the win-win outcome for parties involved, vs. the win-lose dynamic found in most conflicts. While 'conflict resolution' engages conflict once it has already started , 'conflict prevention' aims to end conflicts before they start or before they lead to verbal, physical, or legal fighting or violence.
Conflict itself has both positive and negative outcomes. Practitioners in the field of Conflict Resolution aim to find ways to promote the positive outcomes and minimize the negative outcomes.
There is a debate in the field of conflict work as to whether or not all conflicts can be resolved, thus making the term conflict resolution one of contention. Other common terms include Conflict Management, Conflict Transformation and Conflict Intervention. Conflict management can be the general process in which conflict is managed by the parties toward a conclusion. However it is also referred to as a situation where conflict is a deliberate personal, social and organizational tool, especially used by capable politicians and other social engineers.
Conflict Practitioners work on conflict in many arenas - internationally, domestically, interpersonally and intrapersonally.
Contents
1 Among groups
2 Among employees
2.1 Counseling
3 Among non-human primates and other animals
Among groups
Conflict resolution processes can vary. However, group conflict usually involves two or more groups with opposing views regarding specific issues. There is often another group or individual (mediator or facilitator) who is considered to be neutral (or suppressing biases) on the subject. This last bit though is quite often not entirely demanded if the "outside" group is well respected by all opposing parties. Resolution methods can include conciliation, mediation, arbitration or litigation.
These methods all require third party intervention. A resolution method which is direct between the parties with opposing views is negotiation. Negotiation can be the 'traditional' model of hard bargaining where the interests of a group far outweigh the working relationships concerned. The 'principled' negotiation model is where both the interests and the working relationships concerned are viewed as important. Often, face saving and other intangible goals play a role in the success of negotiation.
It may be possible to avoid conflict without actually resolving the underlying dispute, by getting the parties to recognize that they disagree but that no further action needs to be taken at that time. In many cases such as in a democracy, a dialogue may be the preferred process in which it may even be desirable that they disagree, thus exposing the issues to others who need to consider it for themselves: in this case the parties might agree to disagree and agree to continue the dialogs on the issue.
It is also possible to manage a conflict without resolution, in forms other than avoidance. For more, see conflict management.
Among employees
] Counseling
When personal conflict leads to frustration and loss of efficiency, counseling may prove to be a helpful antidote. Although few organizations can afford the luxury of having professional counselors on the staff, given some training, managers may be able to perform this function. Nondirective counseling, or "listening with understanding", is little more than being a good listener — something every manager should be. [1]
Sometimes the simple process of being able to vent one's feelings — that is, to express them to a concerned and understanding listener, is enough to relieve frustration and make it possible for the frustrated individual to advance to a problem-solving frame of mind, better able to cope with a personal difficulty that is affecting his work adversely. The nondirective approach is one effective way for managers to deal with frustrated subordinates and co-workers.
There are other more direct and more diagnostic ways that might be used in appropriate circumstances. The great strength of the nondirective approach (nondirective counseling is based on the client-centered therapy of Carl Rogers), however, lies in its simplicity, its effectiveness, and the fact that it deliberately avoids the manager-counselor's diagnosing and interpreting emotional problems, which would call for special psychological training. No one has ever been harmed by being listened to sympathetically and understandingly. On the contrary, this approach has helped many people to cope with problems that were interfering with their effectiveness on the job.[2]
Among non-human primates and other animals
Conflict resolution has also been studied in non-human primates (see Frans de Waal, 2000). Aggression is more common among relatives and within a group, than between groups. Instead of creating a distance between the individuals, however, the primates were more intimate in the period after the aggressive incident. These intimacies consisted of grooming and various forms of body contact. Stress responses, like an increased heart rate, usually decrease after these reconciliatory signals. Different types of primates, as well as many other species who are living in groups, show different types of conciliatory behaviour. Resolving conflicts that threaten the interaction between individuals in a group is necessary for survival, hence has a strong evolutionary value. These findings contradicted previous existing theories about the general function of aggression, i.e. creating space between individuals (first proposed by Konrad Lorenz), which seems to be more the case in between groups conflicts.
In addition to research in primates, biologists are beginning to explore reconciliation in other animals. Up until recently, the literature dealing with reconciliation in non-primates have consisted of anecdotal observations and very little quantitative data. Although peaceful post-conflict behavior had been documented going back to the 1960s, it wasn’t until 1993 that Rowell made the first explicit mention of reconciliation in feral sheep. Reconciliation has since been documented in spotted hyenas,[3] lions, dolphins,[4] dwarf mongooses, domestic goats[5] and domestic dogs.[6]
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