Humanitarian personnel often work in situations of chronic stress and crisis characterized by chaos, upheaval, and ongoing threats to safety. Even those that work in stable environments or on sustainable development programs can experience distressing events like road accidents and criminal activity.
Field managers face unique challenges and opportunities in such environments, whether the crisis is chronic or the result of a specific incident. The physical, emotional, social, familial, and spiritual resources of one's staff may be overwhelmed. Staff members may sustain personal losses and feel great grief and anguish. Rumors may fly, and people can become angry, hypervigilant, or highly panicked. This can lead to decreased productivity and inefficiency, as functioning becomes impaired or judgment compromised. In the most extreme situations, crises can lead to staff burnout and high rates of turnover.
The leadership and management choices made in this context can be helpful or hurtful—to the organization, to beneficiaries, and to employees. Examples of helpful actions include: assertively addressing safety and security concerns; disseminating information in a timely, accurate, and consistent manner; providing outlets for employees to voice concerns and express fear and anxiety; creatively and flexibly adapting human resource policies to appropriately respond to the situation and employees' needs; and responding to the differential needs of international and national staff.
The resources on this page can help you develop and refine a variety of skills that may help you lead more effectively and compassionately in a crisis environment.
Although not written for the humanitarian aid industry, this brief article offers some helpful suggestions for managers facing unpredictible events. As stated in the article, Rolston and McNerney argue that there are "four elements to leading in times of crisis. These include (1) being visible and available, (2) communicating supportively, carefully and regularly, (3) controlling one's behavior and reactions, and (4) giving the situation perspective to create alignment." Each is discussed in more detail along with suggestions about how to apply the principles in the workplace.
Written to coincide with the launch of the U.S. war on Iraq, the author, a former Army officer, provides ten suggestions for managers during a war. Not all suggestions will be applicable to the humanitarian aid community, but his emphasis on targeting fears and anxiety, cultivating a calm and compassionate leadership style, and open communication have universal applicability in situations of ongoing disruption, insecurity, and crisis.
Another piece designed for the private sector, but with useful advice about how trustworthy leaders tell the truth and respond consistently in times of crisis.
This guide is focused on stress management in humanitarian emergencies with particular reference to those serving in the field as managers and team leaders.
A Red Cross support officer reviews techniques employed during a particular incident where several colleagues of aid workers were murdered, and discusses the importance of such techniques in a general context.
The online Learning Center provides valuable resources on psychological and spiritual support for humanitarian aid and disaster relief personnel worldwide. Review this information to understand what your staff members are experiencing in a crisis situation, and use the information when discussing coping mechanisms. When you visit the learning center, you'll find articles that are geared specifically toward stress in aid workers and disaster relief workers, as well as links to additional resources that are useful for field workers, office workers, and family members. Also, be sure to browse the concise and helpful tip sheets for self-care.
If you are a manager concerned for your staff (or a staff member who has just endured a traumatic event), this document may help you identify with symptoms that may be present. Also listed are some simple yet effective tips for recovery.
The Aid Workers Network website is a window to information as well as conversation. Learn the best ways to support your staff by reviewing and sharing the information on this site with your staff. You can also use the forum to solicit input for specific issues or contribute your thoughts to a particular topic.
It's important for you to support your staff in taking care of their health, not only during critical events, but every day during their tenure. In addition, it's important to help offer them ways of taking care of themselves upon re-entry. This document offers a guide to simple ways of caring for one's physical and mental health; how to recognize normal symptoms of critical incident stress; and ways to decompress once the assignment is complete.
This article addresses the fact that contemporary humanitarian aid personnel are at risk of experiencing traumatic and daily cumulative stress. Eleven areas of situational and individual risk are proposed that are likely to have applicability across different contexts, countries and people. Psychological adjustment, medical health and staff security are discussed in relation to each of these factors and ways of promoting safety and wellbeing outlined.
For a thoroughly developed information on critical incident stress and crisis intervention, be sure to browse the many articles and research reports on the International Critical Incident Stress Foundation website. The links below provide some terrific examples of literature that will familiarize you with the subject matter and engage you in the debate over best practices in the world of critical incident stress interventions.
