Leaving the Worksite After a Crisis
Providing Management-led De-escalation Meetings

By Dan Paulk

These very important meetings provide much needed information, predictability, and a reasonable measure of stress reduction to help prepare the employees for the transition from the crisis impacted work-site to their homes, or for next shift workers just arriving. These meetings should be mandatory.

• Acknowledge the significance of the incident:

Everyone is affected to varying degrees. Even though things may still be chaotic and some details unknown, give them as many facts about the incident as possible. Dispel rumors.

All need to be aware that they may well experience strong emotional and possibly physical reactions to the event, e.g., sleep and appetite disturbance, flashbacks, anxiety, etc. Everyone needs to understand that this is normal.

• Review the common physical, behavioral, emotional, and cognitive (thinking) signs and symptoms of traumatic stress. (Have a prepared handout that will help them understand traumatic stress and the normal symptoms.) Assure them that their reactions are normal and that others will be having the same or similar reactions.
• Carefully explain company expectations. It is better if they return to work tomorrow (or as quickly as work-site conditions warrant). It won’t quite be "business as usual" -- there will be an emphasis on meeting personal needs as well as business needs -- but have them return to work nonetheless.
• Elicit questions and concerns. Discuss in as much detail as possible. Address and dispel rumors or unfounded concerns. Tell them you will remain afterward for awhile if anyone wishes to discuss individual concerns with you, or assign others who are also capable of fielding these questions and concerns in private.
• If the incident was highly traumatic, consider a "buddy" system. Pair off names and phone numbers and have them call their buddy starting on the evening of the incident to talk and check up on each other. Continue to do so as long as is necessary. Anyone concerned about their buddy should know whom to call for assistance, e.g., EAP, HR Manager, etc.
• Have everyone fill out a Crisis Information Form. These forms assess the status of each employee from a symptomological standpoint. Generally, they include a list of physical and emotional reactions to traumatic stress and ask the employee to rate the degree to which they are experiencing them. The forms can also ask for feedback for management. Their purpose is to help identify at-risk individuals and to assess the general state of the employee base.
• Look for problems. People experiencing reactions of shock, confusion, and dissociation (feeling dazed) are at risk of accidents. Don’t let them drive. Provide transportation for them. Get medical assistance as appropriate.

Returning to Work After a Crisis
Providing Management Briefing Meetings

By Dan Paulk

Management Briefing Meetings are offered as the initial processing step for employees when they return to work. Typically, they are held the morning after the incident. These meetings can accommodate large groups. They are best received when conducted by senior-level management. As appropriate, include specific management representatives to address technical information, special human resource provisions, latest information on victims’ status, etc.

Attendance should be mandatory. (If not, employees may avoid the meetings as unwanted reminders of the incident, and miss out on the important benefits.)Introduce the senior management person who is to preside over the meeting.

Share condolences

Inform. Tell everything possible and appropriate, such as:

All known information, in detail, about the incident, the victims, and families Management actions since the incident -- and what management plans to do What employees can expect -- and what is expected of employees

Set up ongoing avenues for communication, e.g., bulletin boards, take-home handouts, announcement system schedules, etc. Tell employees how and when you will keep them informed. This is extremely important.

• Provide for two-way communication. This will assist you in monitoring any escalating of employee outrage and it will help in dispelling rumors.
• Provide information on any planned events, programs, etc.
• If traumatic stress professionals are coming on site, explain and give the schedule for employee counseling through group debriefing meetings. These meetings must be mandatory as well.
• Allow time for questions and answers, or for other input from employees. Be sure they feel heard and that they realize their input and their concerns are taken seriously.
• Establish an "open door" policy for anyone with questions and concerns.
• Provide a "thank-you" to all who helped.
• Offer sincere and confident encouragement for employees and company.