Issue link: http://lawandordermag.epubxp.com/i/98779
SPECIAL REPORT Solutions to Stress from Traumatic Incidents not only be able to discern with the issues of stress, but make a conscious effort to contact the offcers regularly after an incident. It is not only a matter of saying something wrong, but saying nothing may carry a far greater danger for your role as a leader. It is not uncommon for offcers to say they are doing fne and that they do not need additional assistance; however, that does not mean they are providing an accurate account of their feelings or level of functioning. Field supervisors who know their offcers well are in a position where they can discuss their observations with offcers rather than having it appear as though they are badgering their subordinates with a barrage of questions about the incident. Supervisors who are trauma-informed and know their offcers can have unrelated conversations while drawing conclusions in reference to the traumatic incident. A voluntary Critical Incident Stress Debriefing following an especially bad incident is one option. But it is not a cure-all. Supervisors should make a conscious effort to regularly contact the officers involved in an especially severe traumatic event. is not a stop-gap mechanism that once completed, allows administration to ���wash their hands��� of any further obligation to their offcers. Nor should they be utilized as the sole means of intervention. Debriefngs can be a starting point for early trauma intervention and can also be utilized to prevent the development of long-term stress disorders. Unfortunately, studies suggest that those attending a CISD may not be any better off than not attending at all. Process of Early Intervention Police agencies need to set goals and practices to deploy in the event offcers are exposed to trauma. First and foremost, police administrators cannot assume their past is an accurate way of measuring what offcers are experiencing. If a CISD is used, it should be voluntary and not the mission end for assisting the offcers in the agency. The agency should have a process for early intervention by having feld supervisors better trained to identify some of the stressors accompanying a traumatic incident. Supervisors and managers should 36 LAW and ORDER I December 2012 Beneft from Others��� Stories? Some key points to remember when confronting offcers are that they are not necessarily emotionally able to hear or beneft from the personal stories of others. Comments made that frequently focus on ���how it could have been worse��� or ���I know how you feel,��� while perhaps genuine and made with the best of intentions, can make the victim feel worse. Comments of that nature can feel like attempts to minimize the event and can be perceived as more of an insult than supportive. Supervisors should be able to see some of the most common symptoms associated with trauma such as social isolation and wanting to spend more time alone; lack of self care or change in uniform appearance; poor concentration or memory; agitation or irritation over simple issues; or change in communication pattern (less talkative). The long-term effects of allowing stress to continue unmitigated may ultimately create problems even with outstanding offcers. An initial untreated or mismanaged traumatic incident can easily spill over into other problem areas within the agency and can create unpredictable liability issues. Operating under the auspice of ���It will not happen here��� or even, ���We will cross that bridge when we get to it,��� will only exasperate the problem and could result in the offcer leaving the agency, the career, or developing full-blown stress disorder. If agencies do not properly and continually support their offcers involved in traumatic incidents, they are not absolved from responsibility for future diffculties. Offcers may have other unrelated issues that arise as they unsuccessfully attempt to cope with ongoing stressors in isolation. Seek Professional Help The next crucial component to managing offcers involved in a traumatic incident is providing them with a professional mental-health care worker. Agencies should consider having a mental health offcial on the payroll but not under their control. The counselor should not be required to report any of the results of a session with victims unless it may be deleterious to the agency or the person. The mental health counselor could ride with offcers and spend time with the agency to have a better understanding of those personnel within the agency. This would also help employees build a rapport with the counselor. However, following a traumatic event, employees should be encouraged to speak with the counselor and