Published November 2003

Address trauma with communication, counseling

Q. Almost as an afterthought, our executive staff met a few days after the second anniversary of 9/11 and wondered, do we have in place a plan to deal with the horror of a similar tragedy that would overtake our nation as well as our workplace? We do have a workplace violence plan in place. Is that sufficient to deal with a trauma that may not directly affect our workplace?

A. The difference between how an act of violence may impact a working relationship vs. a national tragedy on the scale of 9/11 is how it affects the individual employee. A case in which several co-workers are killed or injured in a workplace violence act can be even more traumatic on a small neighborhood of workers as any tragedy with the impact of 9/11 or greater.

The answer to your question, however, must be no. A workplace violence plan can be applied relatively to a direct threat or attack to the on-site workplace; a trauma plan must be developed for any situation that impacts the nation, a community or your employee family that may or may not be violent by nature.

In either case, someone with an intuitive sense of how individuals are being affected must be prepared to make some very important and crucial decisions. There are some guidelines, however, that you can follow.

Consider a trauma similar to 9/11. While a tragedy of that magnitude causes thousands of deaths where it occurs, its impact is felt throughout the nation and world right into our workplaces and homes. We grieve together.

Since our businesses and workplaces cannot escape being affected, it behooves every organization to be prepared.

Dennis Davis, president of Professional Workplace Inc., a consultant who specializes in workplace violence and trauma reactions, says every organization must tailor its trauma plan to fits its particular culture. It should, however, cover the three common human reactions to trauma: fear, anger and frustration.

Organizations should have a way to communicate fully with all employees reacting to trauma, Davis said. Limiting information promotes fear; fear leads to anger; and the resulting frustration at not feeling in control of a situation can paralyze an organization, he said.

Davis, in a presentation before a national human resources executive association, also suggested these practical steps to take in reacting to a trauma:

• As soon as possible, have the organization’s CEO or on-site leader provide all employees with a message that comforts and provides a feeling of security and support. The message is best delivered in person; however, a video can be substituted if necessary.
• Provide counseling by trained critical stress debriefers. These counselors are specifically trained to allow people to share feelings and experiences related to the trauma. This is best done within a few days of the trauma, Davis said.
• Allow ventilation and validation. Later, invite all employees to group meetings to encourage public ventilation of feelings and exchange of information relating to the trauma. Note all requests for information not already provided and indicate when and where answers will be provided.

Eric Zoeckler operates The Scribe, a business writing service with many Snohomish County-based clients. He also writes a column on workplace issues, which runs in The Herald on Mondays. He can be reached at 206-284-9566 or by e-mail to mrscribe@aol.com.

Back to the top/November 2003 Main Menu