How to deal with trauma

Traumatic events, such as violent incidents, redundancy, serious illness or the unexpected death of a colleague, are a reality of modern workplace life.

As well as putting the necessary procedures in place and providing guidelines, much of the responsi-bility for helping employees get through a trauma will fall to HR and occupational health professionals. Although it is unlikely you'll have to deal with an emotional crisis very often, knowing what to do when one does arise will send a strong message about your abilities to senior management.

Be sensitive to signs of trauma

First up is being able to assess the general mood of the workforce or individual and recognise the signs of distress. Each person will react differently to an abnormal situation but shock, denial, extreme anxiety and depression are usual reactions.

"Trauma affects people in different ways but the key sign is that their behaviour is suddenly and distinctly different," says Huw Griffiths, director of holistic health-care centre, Complete Healthcare. "Some close down while others become very preoccupied."

Build a resources file

If your organisation doesn't already have a trauma care programme in place, it is an invaluable exercise to put together a key contacts list of independent counsellors, employee assistance programme providers and other healthcare specialists, which can provide more in-depth, emoti-onal support and professional guid-ance should an employee need it.

Let employees offload

Schedule a structured debriefing session in a comfortable and quiet room. Where large numbers of employees are involved, break into smaller groups and hold the informal discussions at staged intervals. Acknowledge the event has occurred and invite the employee(s) to talk about what they experienced or felt at the time. Reassure them that anything said will remain completely confidential. Actively listen but don't press for details if the person doesn't want to talk. Ask what you can do to help.

Promote mutual support

Build time into the day for staff to talk in groups, have one-to-ones and for quiet reflection. Processing the trauma together can provide a form of 'mini-therapy', helping employees clarify thoughts and feelings and to reinstate some normality into their working lives.

Allow for time off

If the employees have experienced a loss, they will need sufficient time to grieve. Even if the deceased is a co-worker rather than a close family member, it is likely that some employees will still feel vulnerable and need time off.

Rearrange work schedules and be prepared to be flexible over their return to work as each employee will react and recover at a different pace. When they do return, don't expect them to instantly get back to peak performance.

Look after yourself

Empathising with someone who is traumatised is necessary to further understand what they are going through, but the process can not only leave you feeling drained, you could also end up traumatised by it. So it's vital to pay attention to your own physical and emotional well-being when helping others.

Devise a thorough self-care plan - maintain a balanced diet, exercise regularly and reserve plenty of time for rest and doing things you enjoy. Meet up with other managers who have tackled similar cases for advice and to bolster your own support network.

Coping with your own traumatic event

When dealing with your own personal tragedy, don't adopt a 'business as usual' approach - view the heightened emotions you're experiencing as a normal reaction rather than any sign of weakness.

Find someone you trust to share your feelings with, such as a family member or close friend. Expressing your thoughts in a journal can also offer a release.

Try to maintain your usual work-day routine but steer clear of major life decisions or competitive aspects of work. Finally, exercise patience and give yourself time to heal.

Where can I get more info?

Books

Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations, David M Noer, Jossey Bass Wiley, £10.12, ISBN 1555427081

Anger and Conflict in the Workplace: Spot the Signs, Avoid the Trauma, Lynne Falkin McClure, Impact Publications, £13.99, ISBN 1570231389

If you only do five things…

1 Be alert to the signs of trauma

2 Put together a key contacts list of healthcare providers

3 Schedule a debriefing session

4 Allow time for employees to share their feelings

5 Observe a good self-care plan

Expert's view Hugh Griffiths on dealing with trauma

Hugh Griffiths is a director of Complete Healthcare, a holistic healthcare centre. He works with employers including City banks to help employees to better manage stress and stress-associated conditions.

What is the psychological impact of trauma, and how does it differ from the usual stress reactions?

People who have suffered trauma, be it physical, mental or emotional, will have taken an experiential blow in excess of their usual ability to cope. They will have suddenly been pushed out of their comfort zone and feel threatened. This is in contrast to stress which usually creeps up from behind without us noticing until one day 'the straw that breaks the camel's back' happens and they crumble.

What would you consider to be the essential components of a trauma support programme?

- Provide a safe, calm, secure space

- Get the individuals concerned to share whatever it is that is worrying or preoccupying them

- When the employee begins to talk, just listen

- Respect their space

- Don't take a judgemental stance

- Be supportive and empathise with the individual concerned

- Acknowledge what they are saying but don't offer any solutions n Prompt them to share more and then offer the appropriate help and support.

What are the common mistakes when dealing with trauma?

There can be a tendency for people to try to put things right too quickly. The best approach is to provide individuals with the space, reassurance and understanding to help make them feel secure. When listening to someone's experience of trauma pay full attention to what they are saying, not only their words but also their body language. It can be easy to dismiss the little things which might seem trivial to us but could well be critical to the person suffering from trauma.

What is the latest thinking on the subject?

Increasingly it is being recognised that illness can be caused by a long-standing trauma, which may have happened many years before but was not dealt with. This trauma then re-emerges at a later date, known as the 'frozen psychic time block phenomenon'. Trauma is also being recognised as a significant causative factor in auto-immune diseases and chronic fatigue syndromes.