We are typically caught by surprise when we are required to put together a plan to manage a second large scale event when we are still in the midst of managing the first. However brief our learning, there are some lessons that we can take from the management of the hurricane as we face the second.
1). Basic human needs are paramount. Food, water and resources that support survival are imperative in the aftermath.
2). Are there emotional needs in these early hours? Of course . . . but in the majority of cases psychological interventions are not required or needed. Kindness, support and a willingness to help does not require special mental health skills - just a human touch, a willingness to listen. Forcing people to get in touch with feelings too early can inhibit their ability to move through the natural process of recovery.
3). If psychological intervention is requested or required . . . what works? Consultants should listen and help the person connect to the strengths they've developed over a lifetime to begin managing their reactions to the trauma. Most of us can begin to make plans in the aftermath of a disaster - we just need sometimes to have a "jump start" in the right direction.
4). Since you will have individuals who are dealing with the aftermath of the first, those who are being affected the first time by the incoming storm and those who have been affected by both - you must plan to offer both practical assistance and connections to resources in addition to psychological interventions that are appropriate for those who are several weeks out from the first disaster.
5). Disasters ARE NOT static events . . . Even if we were dealing with just the aftermath of Katrina, it is important to remember that not everyone moves forward in the same way. It's really more realistic to realize that in a normal recovery process we might take one step forward and two steps back for a while before we actually move steadily ahead. By keeping that in mind, it will help you plan for the resources that your employees will need.
6). In the next few weeks, you might find yourself offering both practical assistance (paychecks, connecting individuals to benefits, answering basic questions about resources that will assist in day to day survival) and unrolling a variety of psychological interventions (telephone support, crisis support groups, handouts, etc). By making these services available concurrently, your employees will be able to choose what is appropriate to their situation. New victims will be hungry for information about their livelihood. Individuals who have moved beyond these initial needs might now utilize support services.
7). Let your employees also help define their needs. That way you can be assured that you are providing the right response at the right time.
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Practical, Adaptable Crisis Response
Posted - 09/21/2005 : 9:57:02 PM
