Post on 30-Jul-2020
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EAP Critical Incident Response
OPERATIONALIZING RESILIENCE
Robert Intveld, LCSW, CEAPRobert Douglas and Associates
www.eap-rda.comrintveld@verizon.net
732-531-1226
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Personal Attributes
Optimism
Altruism
Moral compass
Faith and Spirituality
Humor
Role models
Social Supports
Mission in Life
750 Vietnam vets held as POWs for 6-8 years, who did not develop PTSD identified critical characteristics of resilience that were key to
their survival:
Training
Hardiness
Perseverance
Mindfulness
Problem solving
Decisiveness
Pursue meaning
Pursue growth
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Organizational Attributes
Proactive employees
Clear mission, goals, and values
Encourages opportunities to influence change
Clear communication
Nonjudgmental
Emphasizes learning
Rewards high performance
Recognition
Open communication
Supportive colleagues
Clear responsibilities
Ethical environment
Sense of control
Job security
Supportive management
Connectedness among departments
Organizational resilience = The ability for a business or industry, including its employees, to bounce back from adversity and change.
SAMHSA
Demonstrating Resilience
Vulnerability Factors Inhibiting Resilience
Protective Factors Enhancing Resilience
Facilitators of Resilience
Individual Resilience •Optimism
•Flexibility •Self-confidence •Competence •Insightfulness •Perseverance •Perspective •Self-control •Sociability
•Poor social skills •Poor problem solving •Lack of empathy •Family violence •Abuse or neglect •Divorce or partner breakup •Death or loss •Lack of social support
•Social competence •Problem-solving skills •Good coping skills •Empathy •Secure or stable family •Supportive relationships •Intellectual abilities •Self-efficacy •Communication skills
•Individuals •Parents •Grandparents •Caregivers •Children •Adolescents •Friends •Partners •Spouses •Teachers •Faith Community
SAMHSA.gov; (Kelly, 2007)
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Demonstrating Resilience
Vulnerability Factors Inhibiting Resilience
Protective Factors Enhancing Resilience
Facilitators of Resilience
Org.Resilience •Proactive
employees •Clear mission, goals, and values •Encourages opportunities to influence change •Clear communication •Nonjudgmental •Emphasizes learning •Rewards high performance
•Unclear Expectations •Conflicted expectations •Threat to job security •Lack of personal control •Hostile atmosphere •Defensive atmosphere •Unethical environment •Lack of communication
•Open communication •Supportive colleagues •Clear responsibilities •Ethical environment •Sense of control •Job security •Supportive management •Connectedness among departments •Recognition
•Employers •Managers •Directors •Employees •EAPs •Other businesses
SAMHSA.gov; (Kelly, 2007)
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Resilience Defined
According to the American Psychological Association:
Resilience is the process of adapting well in the face of adversity, trauma, tragedy, threats, or even significant sources of stress -- such as family and relationship problems, serious health problems, or workplace and financial stressors. It means "bouncing back" from difficult experiences.
Many studies show that the primary factor in resilience is having caring and supportive relationships within and outside the family. Relationships that create love and trust, provide role models, and offer encouragement and reassurance help bolster a person's resilience.
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Confront Adversity
Rebound Direction
Active Coping
Resilience
Activating Resilience
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EAP Critical
Incident Response
EAPEmployee
Organization
Multi-Systemic Resiliency Approach
Professional
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EAP Critical
Incident Response
EAPEmployee
Organization
Multi-Systemic Resiliency Approach
Professional
Strength Strength
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EAP CIR Strategy
Engage in a process that helps stabilize and restore connections to the organizational and individual
attributes of resilience.
Before we do anything we must assess where our guidance is needed.
“Any early intervention approach should be based on accurate and current assessment of need prior to intervention.”
(International Society for Traumatic Stress Studies, 2009)
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Pre-Incident Partnership
Seat at the table
Pre-incident Training
•Prevention
•Leadership role
•Normal Reactions
•Resiliency
•Organizational expectations
•EAP role
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Management Consultation Goals
Establish partnership (connection)
Assess impact◦ Workplace
◦ Employee
Assess ability to reestablish safety
Assess resilience
Set the stage
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Management Consultation
Organizational Assessment
•Establish Partnership with caller- Org. representative• Empower
• Compliment
• Avoid adversarial interactions
•Assess impact to workplace• Physical damage
• Product integrity
• Return to work
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Management Consultation
Organizational Assessment (Con’t)
•Actions to restore safety• Strength of contingency plan
• Leadership assembly
• Communications
•Change in the perception of safety
•Gaps
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Zero to Eight
PHYSICAL ENVIRONMENT
• Threat removed
• Security present
• First responders activated
• Visible leadership
• Communications restored
• Concrete resources added
PSYCHOLOGICAL
• Perception of safety
• Stress response deactivated/burned out
• Systemic support
• Normalize reactions- PFA
Goal: Create the conditions to restore safety
The trajectory of resilience begins from the point of safety
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Management Consultation
Employee Impact Assessment
•Medical attention
•Proximity
•Interpretation
•Progression• Time of impact
• Time of report
• Time of arrival
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Management Consultation
Resilience Assessment
•Perception of safety restored
•Visible Leadership
•Communications
•Permissions
•Collegial support
•Employee reactions to leadership (connection strength)
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EAP Interventions
Organizational Employee
• Onsite Leadership Consultation
• Messaging• Create and staff
safe locations• Corporate
Briefing• 1:1 Access• Onsite outreach
• Psychological First Aid
• Corporate Briefings
• 1:1/ 1:2 Access• Resiliency Groups• Onsite outreach• Handouts
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Educate on listening
Educate on talking points◦ Appropriate/added
resources◦ Benefits/emergency
funds◦ Optimism
Regular updates/briefings
After hours contact
Increase visibility
Visit “huddles”
Roll up sleeves
Seek volunteers for side projects
Feed them
EAP introductions
Positioning Leadership“What can I do?”
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Leadership MessagingEducate on the importance of leadership developing and delivering an effective message◦ Facts
◦ Safety
◦ Involvement of emergency or law enforcement
◦ Operational issues and restoring order, routine
◦ EAP Services (why here and how to contact) and that participation is voluntary
◦ Contact Information: leadership, HR, Benefits, EAP, relevant community resources
◦ Positive message of hope, support, safety, and expectation of recovery
◦ “We will get through this together.”
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Employee Interventions
•Entry point is one of the temporal dimensions:• Confronting adversity
•Rebound direction
•Active coping
•Solutions to their agenda• Identifying and reconnecting to resilient attributes
(our agenda)
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Screen for PFA
Dazed- constriction of the field of consciousness and narrow attention
Intrusion- spontaneous memories
Avoidance- potential triggering events
Hypervigilance/ Hyperarousal
Poor mood clarity
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Temporal Dimensions of Resilience
Confront Adversity
Rebound Direction
Active Coping
• What are we rebounding to?
• Priorities• Attribute Guides
• Purpose in life
• Spiritual• Moral
Code/Values• Optimism
• Assess for barriers• Normal
reactions• Avoidance
• Mindfulness• Mood clarity• Pursuit of
understanding• Evaluating
choices
• Healthy Appraisals
• Reframes• Engage with
significant others
• Problem solving
• Stress Mgmt.
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1:1 Access
From the Handbook of Preventative Psychiatry; Traumatic Events and PTSD Prevention, study of resilience in survivor
populations:
“The perception of personal and social resources to aid in coping in the post-trauma recovery
environment.”
(Wilson 1995)
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1:1 and Group AccessKey strategy- Reconnecting to resilient attributes
Key activity- Listening
Optimism Able to reappraise situations and their impact on them
that initially appear to be negative
Mission in life Self-assigned purpose that creates a sense of meaning
Faith/Spirituality Often religious in nature, the belief in something of
higher purpose
Humor Finding a way to laugh
Morale compass An inner guide that distinguishes right from wrong
Role Model Exhibits behavior emulated by others
Sociability Comfort in engaging and connecting to other people
Altruism Interest in helping others
Self-efficacy Belief in one’s own ability to exercise control in a
meaningful and positive way
Training External guidance that formulates roles and boundaries
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1:1 and Group Access
Hardiness A personality structure combining a sense of
commitment, control and challenge in the face of
stress.
Perseverance Maintain a course of action despite its challenging
conditions.
Mindfulness/Self-
Awareness
Living in the present. Knowing what we need, what
we don’t need, and when it’s time to reach out for
some extra help.
Problem solving Solution finding
Decisiveness Determines a course of action and commits to it.
Pursue meaning/growth Searches alternative explanations, meaning and
understanding to enhance adaptability and
outcome.
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Resiliency Group
•Voluntary
•Multidimensional Focus
• Identifies personal sources of safety
• Activities that promote resilience
• Connections
• Attributes
• Temporal dimensions
• Option to share experience
• Monitor for physical stress reactions
• Monitor group for secondary trauma reaction
• Normalization
• Work integration
• Psychoeducation
• Summary
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Takeaways
•Value of partnership
•Multi-dimensional process
•Resilience starts from the perception of safety.
•Key systems that influence safety and resilience include:• Significant others
•Workplace relations
• Community/Social
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Takeaways
•Direct influence on organizational resilience and indirect influence on the employee. (via connections)
•Foremost facilitators of reconnection to the sources of resilience vs. an actual source of individual resilience.
•Employees present to EAP in one of the three temporal dimensions.
•Interventions need to flex to the organizational culture and return to work process.
•Interventions and participation are always voluntary.
Thank you!RDA CIR Services
THE BOOKEAP CIR- A Multi-Systemic Resiliency Approach
Order online at www.eap-rda.com or Amazon.com
THE WORKSHOPLive full day trainings arranged for your staff and affiliates.
Earn the Certificate in Specialized Training.
THE LINKOnline/Fusion (live) training designed to reach all potential responders.
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Bibliography
Bonanno, G., Loss Trauma and Human Resilience: Have we underestimated the human capacity to thrive after extremely aversive events? American Psychologist. Vol. 59 No.1, 20-28, 2004.
Carver, Charles S. 1998. “Resilience and Thriving: Issues, Models, and Linkages.” Journal of Social Issues 54:245–65.
Comas-Diaz, Lillian et. al, The Road To Resilience, American Psychological Association
Lewis, G.(1994). The professional manual: the management of critical incident stress and trauma in the workplace. Framingham MA: Compass
Mallak, Larry, Putting Organizational Resilience to Work, Industrial Management; Nov- Dec. 1998.
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BibliographyMitchell, J., Everly, G.S., (1996). Critical incident stress debriefing: an operations manual for the prevention of traumatic stress among emergency services and disaster workers. Ellicott City, MD. Chevron Publishing Corp.
Reivich, K., & Shatte, A. (2003). The resiliency factor: Seven keys to finding your inner strength and overcoming life's hurdles. NY, NY: Broadway Books
Seligman, Martin, Building Resilience, Harvard Business Review, April 2011
Smith, B. Resilience as the ability to bounce back from stress: A neglected personal resource? The Journal of Positive Psychology, Vol. 5, No. 3, May 2010, 166-176.
Southwick, S.M.; Charney, D.S.,(2012) Resilience The Science of Mastering Life’s Greatest Challenges; Cambridge University Press NY.
Wilson, J.P.; (1995). Traumatic events and PTSD prevention. N B. Raphael & E. D. Barrows (Eds.), The handbook of preventative psychiatry (pp.281-296), Amsterdam, the Netherlands: Elsevier North-Holland.
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