Building resilience: How to equip your workforce for crisis and critical incident stress

Crises are unavoidable in every workplace. The variables are when they will occur, the type, their severity, and the team’s readiness to respond.

Crises can range from minor occurrences to catastrophic events with widespread impact. A seemingly minor hazard, such as a slippery walkway, can lead to multiple employees falling, resulting in injuries and work disruptions.

Conversely, major crises, like natural disasters or violent incidents, can result in significant damage and leave employees grappling with emotional trauma from witnessing severe injuries or fatalities. Regardless of their scale, crises can trigger critical incident stress in workers.

Critical incident stress is characterized as an acute stress reaction following direct or indirect exposure to a distressing event that exceeds an individual’s normal coping mechanisms. First responders often face this, as the trauma of witnessing harm or death can lead to overwhelming stress reactions, regardless of how many similar events they may have experienced. The emotional aftermath can be isolating, frightening, and confusing, often provoking feelings of helplessness, doubt, and fear.

I have firsthand experience dealing with critical incident stress, such as the aftermath of armed robberies. Imagine a bank robbery where 10 employees are forced to confront a direct threat with weapons involved. The emotional fallout from such a traumatic experience can vary significantly among individuals.

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By the time I arrive on the scene to support employees in processing their experiences, I find that stress levels can differ widely. My initial evaluation often reveals a complex mix of symptoms, including fatigue, anxiety, confusion, guilt, and physical discomfort such as headache or nausea.

Educating workers about trauma and how employers can support them is vital for building critical incident stress readiness. Organizations need to proactively prepare to manage critical incidents to safeguard employees from long-term mental health consequences. This preparation entails understanding trauma and ensuring that effective systems and policies are in place for response and recovery.

Critical Incident Stress Debriefing (CISD) is a standard method for addressing critical incident stress. Dr. Jeffrey Mitchell established this approach in 1974 to help individuals exposed to stressful incidents process their experiences constructively. The CISD model consists of seven distinct phases:

1. Assessment Phase: Gathering detailed insights regarding the incident, introductions, and an overview of the process to help participants understand what to expect.
2. Fact Phase: Encouraging participants to share factual descriptions of the event without delving into emotional responses.
3. Thought Phase: Allowing individuals to express their thoughts and feelings, emphasizing the importance of validation, empathy, and collective support.
4. Reaction Phase: Giving participants a safe space to share their emotional reactions, fears, and concerns about the incident and its aftermath.
5. Symptom Phase: Educating the group about common symptoms of stress and trauma while fostering the use of coping skills to aid in their recovery.
6. Teaching Phase: Transitioning into a more instructional format, where facilitators highlight normal stress reactions and the mind-body connection and present coping mechanisms that can stabilize their emotional state.
7. Re-entry Phase: Summarizing the discussion, answering questions, and introducing available resources for follow-up care and additional support.

While I believe in the potential benefits of CISD when administered correctly, its successful implementation can increase when facilitated by a skilled mental health professional who recognizes signs indicating individuals who may be at risk of more profound psychological harm. For example, noticing someone exhibiting dissociation requires more clinical skills and actions to ensure their safety and well-being.

My initial exposure to CISD was as a youth worker. I saw its value but was unsure I could facilitate it effectively. It was not until I completed graduate work in counselling psychology that I understood the importance of a robust foundation in trauma and mental health knowledge for executing this intervention proficiently.

Although I no longer deliver CISD in its traditional format, I acknowledge its potential benefits when conducted appropriately without imposing any facilitator’s personal history. Observing the model’s positive effects, particularly when the facilitator remains focused on professional expertise and maintaining boundaries, can reinforce its value. However, research indicates that CISD may not be universally helpful, so a nuanced understanding of when and how to utilize CISD is essential.

Organizations cannot afford to overlook the necessity of preparing for critical incident stress. Employees exposed to trauma may face increased risks of acute stress disorder or post-traumatic stress disorder (PTSD) if left unsupported. The overarching goal of critical incident stress readiness is to develop strategies to prevent acute stress reactions from escalating into more serious mental health conditions.

To initiate this process, organizations should assess their preparedness to support employees navigating crises. Only having an Employee and Family Assistance Program (EFAP) with a CISD option is insufficient if it lacks proper context and doesn’t involve proactive engagement with the workforce, internal capacity building, and crisis readiness training (e.g., resiliency training).

Four actionable steps an employer can take to increase their crisis readiness:

1. Mental Health Awareness Training: Organizations should prioritize educating employees on the risks associated with mental harm. This training should encompass an understanding of how individuals react to stress and trauma and effective strategies for protecting and promoting mental health. By normalizing discussions about stress and trauma, employers can reduce stigma and ensure that every employee understands that no one is immune to emotional distress. Providing workshops, informational sessions, or resources can foster a more supportive workplace culture.
2. Support Networks: Establishing a robust mental health support network is critical. Organizations should inform employees of resources such as counselling services, peer support programs, and critical incident response teams. Incorporating onsite services like grief counsellors or mental health professionals can provide immediate support during crises. Ensuring that anyone trained to conduct CISD is highly skilled and adaptable to various situations is crucial for effective support delivery.
3. Crisis Management Training: It is essential to train designated individuals, such as HR personnel, organizational leaders, and union representatives, in crisis intervention and support techniques. Training programs like those offered by organizations like www.crisisready.ca can equip these team members with the skills and knowledge necessary to deal with employees in crisis effectively. This training should involve developing communication strategies, recognizing the signs of distress, and implementing appropriate responses tailored to individual needs.
4. Develop a Comprehensive Crisis Response Plan: Organizations should create and maintain a detailed crisis response plan outlining critical incident procedures. This plan should include clear communication protocols and designate roles and responsibilities for crisis management teams. The plan must also emphasize preventive measures, such as regular training sessions and mock drills (e.g., first aid simulations, armed assailant drills), and maintaining open lines of communication about mental health resources. Regularly reviewing and updating the plan ensures it remains effective and relevant, allowing the organization to adapt to new challenges.

By taking these four actionable steps, organizations move toward creating a culture of preparedness and resilience, reducing the impact of crisis events (i.e., critical incidents) on their workforces. Employees are more likely to recover quickly and maintain their overall well-being when they feel supported and equipped to manage crises.

The importance of crisis readiness cannot be overstated. By understanding the potential impact of crises and implementing effective response strategies, organizations demonstrate a commitment to safeguarding their employees’ mental health. Cultivating an environment that promotes education, support, and preparedness benefits individuals and enhances workplace productivity and morale.

Senior leadership must recognize their pivotal role in equipping employees with the tools and resources to navigate critical incidents and thrive in adversity.