How can emergency managers train their team to recognize and mitigate long-term critical incident stress?

Emergency managers can train their teams to recognize and mitigate long-term critical incident stress by implementing comprehensive stress management programs, conducting regular mental health awareness training, and fostering an open communication culture. Emphasize resilience-building techniques, provide access to mental health resources, and establish post-incident debriefing sessions to address emotional impact. Additionally, encourage peer support networks and ensure ongoing education on recognizing signs of stress for proactive intervention and sustained psychological well-being.

The CRISIS Risk Assessment (McCallum, 2023) helps with this. The CRISIS RISK Assessment cover 4 key criteria and their sub-criterion: 1. Critical incident criteria - what makes the incident critical? 2. Critical involvement criteria - what involvement (physical and psychological) did the person have? 3. Critical interpretation criteria - how is the person interpreting the incident and their involvement? 4. Critical Impact criteria - what is the acute stress impact of the person’s interpretations of their involvement in the incident? Using the CRISIS Risk Assessment enables a highly effective approach to providing a robust and coherent framework within which to manage critical incidents and their outcomes.

Manager should involve in a bit personal relations with the team by knowing their condition in daily. Gain the trust from their team, be a good listener. So they never feel lost, make a gathering session at the end of work and make a small comment regarding the work related to CIS. Be assured that no one in the team that feel alone

1 Establish a tone of respect in the relationship with team members and valuing their contributions. 2 Hold regular meetings with staff to plan, resolve problems, recognize achievements and promote staff cohesion. 3 Clearly communicate the rationale for procedural or supervisory changes and performance expectations. 4 Create a formal system of suggestions from team members and encourage their contributions. 5 Resolve conflicts early and quickly. 6 Prepare workers for the specific tasks they can perform through technical training. 7 Recognize that work is often stressful and connect staff with professional help if necessary.

Emergency managers can equip their teams to identify and alleviate prolonged critical incident stress by instituting thorough stress management initiatives. This includes consistent mental health awareness training, promoting an open communication culture, and prioritizing resilience-building techniques. Offer access to mental health resources, organize post-incident debriefing sessions to address emotional impact, and foster peer support networks. Continuously educate team members on recognizing stress signs for proactive intervention, promoting sustained psychological well-being.

CIS and PTSD specific training. After a complete *stuff up* by psychologists post combat the need was identified that Ops Medics (combat medic) be trained in the recognition of CIS/PTSD and counsel and escalate. This training outside of the military is scarce and honestly only know of a few elite companies that do it. Person's are not adequately trained, missed opportunity on empathy growth, to identify these situations or lack the empathy to identify these situations.

A huge challenge I have seen and faced myself is that in the field the stigma that comes with admitting thst something is causing you stress can prevent honest and open conversation. You have to foster an environment within your teams that allows everyone involved to know that the entire team is there to support them from a person/human side, not a Manager,leader.

𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝗔𝗺𝗶𝗱 𝗘𝗺𝗲𝗿𝗴𝗲𝗻𝗰𝘆 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗦𝘁𝗿𝗲𝘀𝘀 Once, overseeing a string of pivotal occurrences, I witnessed emergency managers, exposed to recurring traumatic incidents with minimal recovery time, face heightened vulnerability to CIS. The constant stress and overwhelming responsibility surpass typical coping capacities, impacting mental well-being and overall efficacy. Advocating for comprehensive mental health support, addressing organizational and personal barriers, and implementing strategies like regular debriefings are crucial to prioritize mental health and foster resilience in emergency management teams.

Emergency managers are more vulnerable to CIS than other professionals, because they are often exposed to multiple and repeated critical incidents, with little time to recover or process their emotions. They also face high levels of stress, pressure, and responsibility, which can overwhelm their coping resources. Moreover, emergency managers may encounter organizational, cultural, or personal barriers that prevent them from seeking or receiving adequate support, such as lack of resources, stigma, or denial. Therefore, emergency managers need to overcome these challenges and prioritize their mental health and resilience.

Military and first responders are naturally at higher risk for a diagnosis of PTSD due to the nature of their work. These professionals spend countless hours learning, training, and teaching complex and technical skills related to completing their mission whether it’s law enforcement, firefighting, war, search and rescue, etc. This training often lacks a focus on self-care and how repeated exposure to high stress/high stakes situations can have long-term effects. Additionally, there is often a certain sense of bravado among these communities which tends to create a barrier to care. Creating consistent focus, prioritization, and training on the mental health aspects related to these professional environments are critical to mitigation

The straightforward yet effective "battle buddy" system serves as a rapid stress-level check through trusted friends. The crucial element is the trust and honesty within these relationships. In team settings, these bonds may be strained, and transparency levels challenged. Therefore, leaders must establish organizations that consistently emphasize the acknowledgment of limitations and the importance of seeking support. Repeatedly conveying this message encourages individuals to prioritize self-care and utilize available professional support programs. A leader's transparency, sharing their own limitations and experiences seeking support during challenges, can significantly impact the team.

The simplistic yet effective model of a "battle buddy" system - has proven one quick check method to monitor stress levels of a trusted friend. The key is the level of trust/honesty between the two. On teams - those bonds are stretched and levels of transparency challenged. So it is incumbent on leaders to build organizations that say loud and often - we all have limitations and we all need support. That message, when repeated can lead individuals to seek self-care and professional support when programs are available. The leader's own transparency to admit his/her limitations and to share about past challenges - when they sought support and care - will make a BIG difference. Rhetoric alone will not move people to action.

An incredibly well staff department. And I mean incredibly. I have seen time and time again that resiliency and sustainability are completely absent because under staffed and over managed departments lead to absolute burn out.

Our organisation deals with long terms as well as short term disasters. Disasters have become frequent phenomenon now. Therefore, we frequently face long term incidences and their impacts on team members. The best way is to recognise and acknowledge contribution of each and every team member made during any incident. It helps in boosting their morale. Management announces rewards for the top contributors, it creates environment of positive competition too. To normalize stress condition further, office announces few days leave so that they can spend time with their families, away from work place.

Today I read an insightful post. Separate work and take up relaxation. Find something relaxing that takes your mind off work completely. It can be as relaxing as Brazilian Jui Jitsu or as intense as meditation or middle ground. Important to get away from electronics. I go as far as taking my watch off and let nature reset my biological clock.

Our agency has PCIS (Post Critical Incident Seminar) that would help coping with stress after critical incidents. Also we have a MAT team of trained professionals within our agency that our staff can reach out to.

The first step in helping others realize when they need to take a knee is talking to them. During a crisis, everything feels like it has to happen yesterday, but there is no substitute for stepping away from the pace of operations to look each other in the face and find out how we’re really doing.

Emergency managers can provide training on recognizing signs of critical incident stress, emphasizing early intervention, promoting open communication, and offering access to mental health resources for their team.

Supporting individuals dealing with Critical Incident Stress (CIS) goes beyond emergency management tasks; it involves a compassionate and empathetic approach from leaders. Emergency managers should prioritize active listening and effective communication, expressing genuine concern and providing both practical and emotional support. This support may encompass sharing information, offering resources or referrals, and being present for those in need. Respecting autonomy and preferences is vital, steering clear of imposing judgments or criticism. Follow-up and ongoing monitoring ensure a sustained recovery process, with encouragement to persist in their journey.

In addition to this, team manager should remain calm, steady with patience ,Self control to have better grip to check in motion in silent mode to face the up coming challenge.Matra is work is God No other feeling should come to mind,only required job till completion of mission.