The purpose of the Critical Incident Stress (CIS) Debriefing Management Tool was originally to help first responders after they responded to gruesome calls with great loss. It is presently used to help the primary people, the victims, and the secondary people, the responders, cope with various level of exposure to traumatic situations. CIS Management is ‘‘a comprehensive, systematic, integrated, and multi-tactic form of crisis intervention that is applied to manage critical incident stress after traumatic events’’ (Pender & Prichard, 2009). The goals of the CIS Management model is to determine the severity of the impact of the crises event, assist in the process of recovery, and to help people restore their ability to adapt and function after the incident.
The debriefing part of this management tool is set in the small group environment. During this process there are seven phases that are encountered to handle the psychological aspects of the event, try and prevent the development of post-traumatic stress syndrome, and determine if there are individuals who will be in need of further treatment by mental health professionals. The seven phases include the introduction, during which the parameters are established; the fact phase, where participants share their interpretation of the event; the thoughts phase, where participants express their thoughts about the trauma; the reactions phase, where facilitators encourage the group members to share their personal rationale of the event; the symptoms phase, where participants identify changes since the tragedy; the teaching phase, where facilitators help teach coping skills and stress education; and the re-entry phase, where participants work towards trying to reestablish their lives and routines, although there may be changes. The CIS Management tool has been utilized by firefighters, law enforcement personnel, nurses, and by victims of violent crimes (Pender & Prichard, 2009).
Violence in the workplace is an increasing phenomenon. There is an average of 15 murders weekly in the United States’ workplace. It has been documented in research studies that one in four American workers are harassed, threatened, or attacked while on the job each year. Since the United States has the highest rate of homicide in the industrialized world, workplace violence is now being tracked by the FBI. Workers are frequently overstressed. Violence in the workplace has been traced to two significant causes: workers are paranoid and frustrated and workplaces tend to be punitive and aristocratic. These types of environments breed workers that reach a point of ultimate frustration in a society which advocates the use of violence. Additionally, psychologists report that the most disturbed perpetrators of workplace violence often exhibit symptoms of violence, depression, and paranoia (Johnson & Indvik, 1996).
The use of the CIS Management Tool can be useful in aiding personnel who have had to deal with a traumatic incident. Just by an employee realizing that an employer is acknowledging the stressful event and the employer’s willingness to put into place the CIS Management Tool can help employees realize their value, that they are appreciated, and that the employer cares about their well-being. Knowing that these feelings are being acknowledged in and of themselves can reduce workplace stress.
Physical ailments related to stress can include increased blood pressure, poor diet, and poor sleep as well as decreased ability to fight illness. Cognitive impairments related to stress also include poor sleep, resulting in decreased mental functioning and less attention to details. Emotional reactions to stress can include depression, anxiety, and panic attacks. Behavioral reactions to stress can include the use of drugs or alcohol, sexual promiscuity, and physical violence towards people at the workplace or in family situations (Keita & Jones, 1990).
References
Johnson, P. R., & Indvik, J. (1996). Stress and violence in the workplace. Employee Counseling
Today, 8(1), 19-24. Retrieved from
Keita, G. P., & Jones, J. M. (1990). Reducing adverse reaction to stress in the workplace:
Psychology's expanding role. American Psychologist, 45(10), 1137-1141.
doi:10.1037/0003-066X.45.10.1137
Pender, D., & Prichard, K. (2009). ASGW Best Practice Guidelines as a research tool: a
comprehensive examination of the critical incident stress debriefing. Journal For
Specialists In Group Work, 34(2), 175-192.
