Other Considerations

Location of Services

Most debriefings are done at the worksite unless it is physically damaged.  This is appropriate. A board room, meeting room, conference room are likely choices. Getting their early to set up the room to make it functional and distraction free are optimal.  Some rooms are small. Better to run several small groups, than fewer crowded groups. Use the table as the center piece. This adds to a sense of familiarity (business) and a safety barrier.  Groups run in open circles can be threatening.  They have a "therapyish", exposed feel to them.  That being said, if your employees are clinical in nature i.e. hospital staff, open circles may be appropriate. Have the right amount of chairs around the table for the number of employees attending. Do not have empty chairs as part of the "circle".  Remove them, it is too powerful a message of loss.  Some employees will try to sit in chairs removed from the table.  Sitting outside the group may seem safer for them, but do not allow it. If they just want to watch, they can do that from within the group. Gently move then to the table.  If there is space, have them slide the chair in to join the group. Cell phones should be turned off (EAP's too), assistants should be informed not to interrupt and just attending part of the group is not allowed.

" I'm expecting a call and I may have to take it", is not an acceptable excuse.  This needs to be made clear. If one makes this statement, gently let them know that "remaining in the group for only part of the debriefing will not be beneficial, and will be disruptive to the group if you have to leave.  The group needs you to be here in its entirety and if you need a few minutes to arrange this we will wait, otherwise, I can meet with you afterwards or you can attend the group scheduled for later this afternoon." Have a sign on the door not to interrupt.

Support Staff

Support staff consist of administrative assistants, secretaries, receptionists, operators, and any other position who especially work the phones. This is a special group that can easily be overlooked and should be met with separately and with the approval of management.  There are several issues to attend to.  First, their own reactions to the incident and how they may be affected. Second, how they are to handle business as usual, contacts from business clients, associates, family members, media and any other party who may be affected by or have interest in the company's response to the incident.  Some businesses rely on the development of relationships as a key component to the success of their business. Tragedy which impacts the business, may reach business clients significantly and they will call upset and want to discuss, vent, grief, get information and this generally falls onto the support staff.  Having a clear directive on what to say and what not to say is important to script out. It may be beneficial to have other departments who are further removed to help manage the phones.  Lastly, support staff when dealing with an agitated client on the phone, are likely to interrupt the group debriefing despite requests not to do so.  This is understandable, but not acceptable and support staff need reassurance that it is okay to delay the request of the client or to forward the call to another employee that is providing coverage.

Timing

Timing is everything in providing successful crisis intervention.  In theory, there are guidelines mentioned when it is appropriate to provide certain interventions. These guidelines apply here as well. However, when the call comes in and the EAP is involved, theory and reality may not line up.  The call may come in immediately after the event and a manager who has some familiarity with the EAP, and some exposure to "debriefings" may want someone there to run groups immediately. Other calls may come in a week after the event when symptoms are lingering, or management has just learned about the EAP services and now want them. As an EAP professional, when the call comes in and the request is made, the EAP responds no matter what the timing may be. It is still the EAPs responsibility to make the assessment on what type of intervention is best for employees.  It may be too soon to run a debriefing group. Maybe being onsite and offering some PFA may be what is needed early on, with a group scheduled for the next day as a more appropriate intervention. If you have ever tried to do a debriefing when the entire group is still in shock and have a glazed look about them, you quickly understand the need to adjust your approach.

Food

Food, for the most part, is a positive addition to corporate interventions. A therapist may object to having food present during the intervention as it can be used to suppress feelings, but remember this is not therapy.  The benefits of having  refreshments outweigh reasons for not. Like anything else however, there are some points to consider:

1. Having management order out for lunch or snacks will encourage employees to remain on site.
2. When management orders food, it makes the day more special and sends the message to employees that management recognizes that this day is an "employee friendly" day.
3. Food creates a more social atmosphere, decreases the sense of clinical themes.
4. Food is like a magnet.  Therapeutic interventions are not.
5. Food does provide some nurturing effect and ease anxiety about the interventions.
6. Do not offer meals just before a group (sleepy) or immediately after (can't wait to get out there).
7. If possible have food in separate room.
8. A statement about food may need to be added in the introduction phase, to keep people from going out and getting food and bringing it in.
9. Counselors get to eat too while remaining on site. Not recommended during one on ones.
10. Caffeine will activate a physiological stress response. It is not unusual that caffeinated products find their way to health care professionals and emergency responders. Tolerance and addiction to caffeine can come into play.  Grabbing a cup of coffee before going into a group may be automatic. Make a mental note. Use it in the education part of the intervention. As an interventionist, my stance is to be neutral with coffee and soda. I don't add it to the table, but won't discourage the employees from bringing it.