Abstract
Stress is one of the most prevalent psychological conditions in the contemporary world, yet also one of the most misunderstood. Millions of people suffer from some form of stress in their lives, but few understand that not only is it an abnormality but it can also be successfully managed to lead quality lives. The most common catalyst for stress is work, where people are subjected to high-pressure situations that, if poorly handled can trigger the onset of short-term or long-term susceptibility to stress. For emergency response personnel, stress is a part of routine operations, and research has shown that leaders of most organizations either misconstrue or deliberately ignore the need to protect first responders from stress. In recent times, there has been widespread debate about managers’ role in cushioning first responders from stress. This paper adds to that debate by examining specific steps that managers take or should take to uphold the emotional, physical and psychological wellbeing of first responders. It includes an introduction, a discussion section and a reference page comprising publications cited within the essay.
Introduction
First responders face some of the most stressful situations the average person could be exposed to. Witnessing and mitigating high-risk incidents involving serious injuries, death and destruction can traumatize even the most resilient individuals. Using sound arguments and examples where appropriate, this paper will illustrate the role that management in reducing occupational stress for first responders and detail specific solutions that organizational leaders can develop to protect their employees from stress.
Discussion
This section articulates the specific roles management can play in reducing stress for first responders. Each action is identified and then discussed in detail with relevant illustrations where possible.
Comprehending the Stress Cycle
Figley (2012) contends that stress management begins way before emergencies occur. To effectively manage a problem, one must first identify it then understand its genesis, prognosis and consequences. Management should, at all times, strive to grasp the causes, onset and symptoms of stress among first responders. Willis (2014) contends that this initiative includes the ability to identify the various reactions to stress – behavioral, emotional/psychological, social, mental and physical – that convey the first symptoms of employees being overwhelmed with their duties. Once this knowledge has been assimilated, management can detect stress among subordinates and then institute the necessary measures to avoid adversarial situations.
Creating a conducive Workplace Setting
Stress management is not only about individuals but also the environments in which they work. Often, empowering first responders to manage stress without creating ideal conditions for stress prevention generates less than desirable outcomes. Everly & Mitchell (2015) argue that, for this reason, managers should enhance first responders’ view of good management support by instituting open communication, dynamic and effective leadership, functional feedback systems and employee engagement. One of the most balanced frameworks for managing stress while improving workplace environments is the Critical Incident Stress Management template, commonly abbreviated as CISM. Per Everly & Mitchell (2015), CISM is underpinned by 3 core elements that are applicable in both workplace settings and emergency situations: education, peer-to-peer support and relations, and aversion to psychotherapy.
In terms of peer-to-peer support, CISM champions peer counselors as key people in workplace and situational management of stress. Peer-to-peer counseling may involve social workers or psychologists, but employees always take the lead in communicating and addressing problems (Willis, 2014). The basis of this approach is that first responders are more receptive to people who understand their experiences, and in their case their colleagues are the best example. The fact that CISM has no connection to psychotherapy is a major plus because a majority of first responders have negative perceptions of therapists and therapy because, as reported in various studies, psychotherapy escalates their fears instead of addressing them (Meuer, 2013). Most importantly, therapy is a reactive rather than proactive measure that solves little to no workplace or stress problems for first responders. As postulated by Hope (2014), first responders would prefer to talk to their peers during or immediately following an emergency, since most of their colleagues witnessed the events first-hand.
When it comes to education, CISM enlightens first responders on the archetypical behavioral, physical, cognitive and emotional/psychological indications of stress (Meuer, 2013). While communication and talking about experiences may be helpful to civilians, first responders require more interventions. CISM also includes practical, empirically-oriented guidelines for managing stress that are formulated specifically for emergency response personnel. Recommendations include healthy diets, talking, keeping diaries, exercising and judicious use of drugs.
Pre-Event Measures
Figley (2012) argues that management can implement several preventive strategies prior to the occurrence of events, thus paving the way for the adoption of a long-term, proactive blueprint. In this regard, a number of steps can be taken to augment preplanning activities. For instance, a well-designed communications strategy can significantly curtail the effects of stress and simultaneously provide timely and reliable information both to the public and in an organization. Second, clear and effective designation and understanding of duties and procedures contributes towards successful stress management. Third, continuous training and readiness improves the outcomes of emergency situations and safeguards first responders against stress. Figley (2012) cites the United States as an example of a country that has implemented a national blueprint for disaster management. The Department of Homeland Security recommends the National Incident Management System (NIMS) as a benchmark for preparation for, prevention against, response to and recovery from incidents (Figley, 2012).
Fourth, regular drills and a comprehensive evacuation plan inspires better stress management outcomes and, therefore, reduces the likelihood of stress (Willis, 2014). Fifth, compile a list of the contact information for the next of kin of all first responders so that both parties know that communication lines are clear in the event of unexpected developments. According to Hope (2014), this list should be complimented by a predesigned communication procedure detailing how first responders will reach their loved ones if disasters occur during work hours. Finally, according to Everly & Mitchell (2015), management should develop and share with all first responders an explicit hierarchy that defines the extent and limitations of individuals’ decision-making prerogatives; this reduces confusion and the probability of stressful situations occurring.
During the Incident
Everly & Mitchell (2015) state that the role of management transitions from the pre-planning stage to the crisis phase, where first responders are actively involved in potentially stressful situations. The first step is to allocate clear personal responsibilities which should be revised depending on how the ongoing incident develops. The second step is to provide status updates at each phase of the response exercise, detailing safety procedures, safety gear and environmental changes that employees might face and implementing work breaks and flexible schedules, particularly if there are casualties. Another important action is to partner seasoned veterans with new or inexperienced first responders, effectively creating a “buddy” network that offers support and the opportunity to strengthen safety measures and survey stress.
Rotation should be practiced to avoid overexposing some employees to stressful functions; risky situations should be spread out and balanced with less risky tasks (Willis, 2014). Additionally, scenes should be cordoned off from the public where necessary to encourage focus and privacy in case first responders need to eat, sleep, shower and change their clothes while working.
Lastly, Meuer (2014) suggests that management should create a support system comprising temperature regulation, adequate lighting, security, air quality control and noise control to optimize working conditions. Based on the NIMS, this requires provision of equipment such as earplugs, facemasks, noise mufflers, respirators, telephone headsets, protective clothing, emergency lighting systems, security escorts and sufficient hydration (Figley, 2012).
After the Incident
The conclusion of an emergency response, whether it required urgent intervention or long-term restoration, can generate mixed feelings for first responders. For example, while they may be relieved that a stressful situation has come to an end, they tend to feel a sense of disappointment or loss, so much so that some individuals may struggle to adjust to their family or workplace environments (Hope, 2014). Management can take a number of steps that will accelerate transition, bridge possible disconnects and inspire positivity in place of feelings of underachievement. Hope (2014) elaborates by stating that examples of such steps include giving traumatized workers time off to reconcile their situations and then, once they are back at work, assigning them simple tasks that will enable their adjustment in the organization before they can resume intense routines.
Meuer (2013) states that besides the aforementioned roles, management should design standards through which first responders can receive free counseling to deal with the emotional component of their experiences without fear of stigmatization. Third, management should organize events such as interviews, conferences and seminars in which first responders share their experiences and receive endorsements for what they have seen, felt, thought and done. Finally, educational and self-care activities such as workshops and internal group exercises should be developed to facilitate acknowledgments and promote stress management.
Conclusion
Based on the evidence provided in this paper, it is safe to surmise that management has the most important role in the prevention of stress among first responders. It is also clear that successful stress reduction starts not during incidents but at the planning phase and in the cultivation of a progressive and balanced workplace setting in which employees can achieve a healthy work-life balance. This goes a long towards instilling a positive mindset – despite the inherent occupational hazards associated with emergency response – and registering the first victory against stress. Ultimately, the objective is to ensure that while the threat of stress is constantly looming, its impacts are nipped in the bud before they can materialize. For first responders prevention is always better than treatment.
References
Everly, G., & Mitchell, J. (2015). Critical incident stress management (CISM): A Study Guide.
Los Angeles: International Critical Incident Stress Foundation, Incorporated.
Figley, C.R. (2012). Encyclopedia of trauma: An interdisciplinary guide. London: SAGE
Publications.
Hope, M.K. (2014). The P.A.C.E. method: Conflict resolution for first responders: FIRE/EMS
edition. New York: Lulu.
Meuer, J. (2013). Damaged: A first responder’s experiences handling post-traumatic stress
disorder. New York: WestBow Press.
Willis, D. (2014). Bulletproof spirit: The first responder's essential resource for protecting and
healing mind and heart. Indianapolis: New World Library.
