all rights reserved. duplication, distribution, adaptation is strictly prohibited without prior...

All rights reserved. Duplication, distribution, adaptation is strictly prohibited without prior permission.Global Facilitator Service Corps, Inc. © 2006

Facilitating Processes in

Disaster & Crisis Intervention

Building Community Resilience and Self-Reliance

Workshop created by Gilbert Brenson-Lazan

18 July 2006All rights reserved.

Global Facilitator Service Corps, Inc. © 2006 2



““Any given problem can be a Any given problem can be a

justification for some and a justification for some and a

challenge for others: take challenge for others: take

your choiceyour choice ”. ”.

AnonymousAnonymous



Workshop Objectives

• Identify the relationship between change, crisis and disaster.

• Use the GFSC grief process model for assisting people affected by a crisis, change or disaster.

• Explore facilitation and resilience-building techniques that can be applied to psychosocial reconstruction.

• Develop specific strategies to take care of ourselves and other caregivers and develop appropriate strategies to use as we assist others in their recuperation.

• Develop curriculum and intervention strategies to use in communities impacted by natural or man-made disasters for psycho-social recuperation.



Agenda for Day One

• Crisis and change

• Grief process and its management

• Facilitation skills

• Project/curriculum development



Crisis

In oriental thinking, crisis is the

composite of

“danger”

and

“opportunity”



Crisis...

• normal, natural and necessary aspect of human life

• present in every change and transition in life



Crisis and Change

Any change cancreate a crisis

Small Change = Minor Crisis

Big Change = Major Crisis



OPPORTUNITY

TRAUMATIC EVENT

PSYCHOSOCIALRECONSTRUCTION

INITIAL REACTIONS

DENIAL

SECONDARYCRISIS

The Process Of Crisis

DANGER



A Traumatic Event

Share your experience in the traumatic event when it had just happened.



• Existence• Significance• Options• Resources

TRAUMATIC

EVENT

DENIAL

Recovery Process



Denial

We tend to deny:

the existence of a problem

the significance of the problem

the options available to change

that resources or people can help

This is a normal reaction that helps prepare us for facing reality.

No!




TRAUMATIC

EVENT

DENIAL

• Physical• Psychological• Social• Spiritual

INITIAL

REACTIONS

Recovery Process



Initial Reactions

We react in every dimension of our being:

PhysicalPhysical Mental/Mental/EmotionalEmotional

SocialSocial SpiritualSpiritual



Physical Reactions

• Somatic reactions

• Alteration of sleep patterns

• Alteration of eating habits

• Changes in appearance



Emotional & Psychological Reactions

• Nervousness

• Energy level (animation) extremes

• Perceptual distortion

• Inappropriate use of money and objects

• Loss of desire to live

• Heightened emotional susceptibility




Sadness

• A deep and recurring sense of loss during a sometimes long period of time.

• Crying is normal, natural and even necessary in an intense period of sadness.

• Of another crisis

• Of not being able to survive

• Of financial loss

• Of the consequences of these on others

Fear

Different kinds of fear appear and reappear:




Guilt or Self Blame

• Many feel guilty for something they did.

• Others feel guilty for what they think they failed to do.

• Some people even blame themselves in some way for natural tragedies.

• Nature• Government• Family• Friends• Volunteers & Aid Workers• Even at God!

Anger

Illogical as it may be, it is also normal and natural to feel anger, even rage at:



Social Reactions

• Group and interpersonal relationships also feel the impact of a crisis.

• There can be a tendency toward isolation or the other extreme, permanent attachment.

• Relational Stressmost often seen in individual behaviors Aggressive Passive



Spiritual Reactions

• Increase in magical or mystical thinking

• Spiritual rejection, distortion or fanaticism



“The road to

successful change

requires a patient

compassion for the

pain and fear of all

those involved.”

Thomas Merton



Man’s Search for MeaningMan’s Search for Meaningby Viktor Franklby Viktor Frankl

““Everything can be taken Everything can be taken

from a person except one from a person except one

thing: the freedom to thing: the freedom to

choose a specific attitude choose a specific attitude

when faced by a crisis.”when faced by a crisis.”



Coping Strategies

OpportunityUse of

effective strategies

DangerUse of

ineffectivestrategies



N E E D S


ReactiveDirective

ReceptiveCoordinating

ProactiveMonitoring

InteractiveConsulting

TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS


SurvivalSurvival SecuritySecurity AutonomyAutonomy TranscendenceTranscendence

Recovery Process: Needs, Stages, Leadership Styles

INEFFECTIVE STRATEGIES

Recovery Stage:Leadership Style:



Ineffective Strategies: Pseudosolutions

• Pseudosolution(Watzlawick, 1984)

• What we do, with the best of intentions, when we try to solve a problem and end up making it worse.

• Like drinking salt water to satisfy a thirst.



Agitate: Get Away

• Avoid thinking about my reality by continued isolation or excessive social stimulation.

• Avoid reality by abusing psychiatric, recreational or alcoholic drugs.

• Dysfunctional strategyto meet survival needs.



N E E D S


Agitate:Get Away

ReactiveDirective


ProactiveMonitoring


TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS




Recovery Process:Ineffective Strategies




Abdicate: Get Helpless

• Refusing to accept responsibility for my thoughts, feelings and actions.

• Dysfunctional strategy to meet security needs.



N E E D S


Agitate:Get Away

ReactiveDirective


ProactiveMonitoring



TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS





Abdicate:Get Helpless



Automate: Get Stuck

• The lack of interest or flexibility to change my unproductive behaviors, struggle against something that can’t be changed, etc.

• Dysfunctional strategy to meet security and some autonomy needs.



N E E D S


Agitate:Get Away

ReactiveDirective


ProactiveMonitoring



TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS






Automate:Get Stuck



Alienate: Get Control

• Excessive priority given to my own interests at the cost of those of others.

• Dysfunctional strategy to meet security and some autonomy needs.



N E E D S


Agitate:Get Away

ReactiveDirective


ProactiveMonitoring



TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS





Automate:Get Stuck


Alienate:Get Control

SecondarySecondaryCrisisCrisis



Secondary Crisis

• Frequently choosing dysfunctional strategies to cope with initial reactions can rapidly become a personal and social pathology.



Secondary Crisis Risk Factors • A delay in the start of the

grieving process.

• A previous ambivalent relationship with the deceased or the lost possessions.

• A lack of preparedness for the loss, both in the mental and material sense.

• An absence of moral and spiritual values.

• Traumatic anxiety at the same time of the loss.

• Excessive dependency on the deceased.

• Difficulty in tolerating or expressing emotions.

• Previously unresolved losses

• The death of a key figure during childhood

• Depression or other psychological problems.



Manifestations of A Secondary Crisis

• Permanent Hyperactivity

• Extended Periods of Apathy

• Excessive Identification

• Chronic Psychosomatic Disorder

• Relational Crisis

• Drug/alcohol Dependency

• Aggression or Suicide Attempts

• Psychotic Depression



New Learning Model

Jacques DeLors 1999

New skills New skills and ways and ways

to liveto live

New skills New skills and ways and ways

to liveto live

Living and Living and working working togethertogether

Living and Living and working working togethertogether

Develop asa person

Develop asDevelop asa persona person

Group-based, experiential

Group-based, Group-based, experientialexperiential

Learnto



Ladder of Needs

Effective strategies meet our needs in ways that help us grow and learn.

Survival

Security

Autonomy

Transcendence

Reactive

Receptive

Proactive

Interactive

Directive

Coordinating

Monitoring

Consulting

Recovery Stage:

Leadership Style:



Recovery Process:Effective Strategies

N E E D S


Accommodate:Come Through

Agitate:Get Away


Automate:Get Stuck



ReactiveDirective


ProactiveMonitoring



TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS


EFFECTIVE STRATEGIES





Intervention Strategies

RECOVERY STAGE

&BASIC NEED

EFFECTIVE STRATEGY

ACTIVITIES SKILLS NEEDED

Reactive stage to meet Survival needs

Accommodate/Come Through

Awareness about the new reality and its impact. • Necessary to begin a

catharsis, releasing the emotions related to the grief.

• Necessary for adapting to the new situation of survival.

• Physical• Mental• Social • Spiritual Survival




N E E D S



Agitate:Get Away


Automate:Get Stuck



ReactiveDirective


ProactiveMonitoring



TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS





Assimilate:Come Along



Intervention StrategiesRECOVERY

STAGE &

BASIC NEED

EFFECTIVE STRATEGY


Receptive stageto meetSecurity needs

Assimilate/ Come Along

Identify, understand and admit personal reactions

to the crisis as something

normal, natural and necessary for healing and growth.Necessary to• understand the

implications,• explore new options and • recognize the positive

aspects of the negative event.

Accept the newreality with • awareness• persistence• reflection• compliance• analysis• observation• flexibility• adaptation, etc.




N E E D S



Agitate:Get Away


Automate:Get Stuck



ReactiveDirective


ProactiveMonitoring



TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS






Activate:Come Forward




STAGE &

BASIC NEED

EFFECTIVE STRATEGY


Proactive stage to meet Autonomy needs

Activate/Come Forward

Remember, use andactively develop all one’s inner and external resources (those frombefore the tragedy, presently and those thatwill continue despite the tragedy.Necessary to:• achieve personal

growth.• implement plans • introduce new

alternatives.

Participate in one’s own growth by

• doing, • becoming, • assertiveness, • validation, • authenticity, • personal mission,• empowerment, • achievement, • creativity, • accountability,

etc.




N E E D S



Agitate:Get Away


Automate:Get Stuck



ReactiveDirective


ProactiveMonitoring



TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS







Associate:Come Together

PsychosocialPsychosocialReconstructionReconstruction




STAGE &

BASIC NEED

EFFECTIVE STRATEGY


Interactive stage to meet Transcendence needs

Associate/Come Together

Contribute, cooperate, collaborate and co-create with others so that together the problem can be converted into an opportunity for personal and group growth.

Strengthen social bonds and intimacy through • affiliation• sharing• advocacy• solidarity• alliances• win-win

cooperation, etc.



Coping Strategies Discussion

Identify approaches for helping disaster survivorsrecognize

• that their behavior is dysfunctional and

• how to create the opportunity to discuss other, more functional behaviors in the situation.



Summary of Functional Strategies

NEED &BEHAVIORAL

STAGE

FUNCTIONAL STRATEGIES

& LEADERSHIP STYLEACTIVITIES SKILLS

Stage: Reactive Need: Survival

Functional:Accommodate/Come Through

Leadership:Directive

• Create awareness about the new reality and its impact.

• Initiate a catharsis of the emotions related to the grief so that the person adapts to the new situation of survival.

Survival Skills:• Physical• Mental• Social• Spiritual

Stage: Receptive

Need:Security

Functional:Assimilate/Come Along

Leadership:Coordinating

• Identify, understand and accept personal reactions to the crisis as something normal, natural and necessary for healing and growth.

• Necessary for understanding the implications, exploring new options and recognizing the positive aspects of the negative event.

Accept the new reality with • awareness, observation, • reflection, analysis, • compliance, flexibility, • adaptation, persistence, • etc.

Stage: Proactive

Need: Autonomy

Functional:Activate/Come Forward

Leadership:Monitoring

• Remember, use and actively develop all the internal and external resources that one has, had in the past and will continue to have despite the tragedy

• Necessary to achieve personal growth, implement plans and introduce new alternatives.

Participate in one’s own growth by:

• doing, becoming, • assertiveness, validation, • authenticity,

empowerment, • personal mission, • achievement, creativity,• accountability, etc.

Stage:Interactive

Need:Transcendence

Functional:Associate/Come Together

Leadership:Consulting

• Contribute, cooperate, collaborate and co-create with others so that together the problem can be converted into an opportunity for personal and group growth.

Strengthen social bonds and intimacy through:

• affiliation, sharing, • advocacy, solidarity, • alliances, win-win, • cooperation, etc.



Summary of StrategiesPRINCIPAL

PERCEIVED NEED & BEHAVIORAL

STAGE

FUNCTIONALPROCESS

FUNCTIONALSTRATEGIES

DYS-FUNCTIONAL

PROCESS

PSEUDO-SOLUTIONS

LEADERSHIP INTERVENTIONS

STYLE & GOALS

Need:SURVIVAL

Behavior:REACTIVE

Accommodate: Come Through

Self-Protection: denial or discounting (of existence, significance or options) and initial systemic reactions

Abdicate:

Get Away

Escape: suicide attempts, hallucination, prolonged denial, desperation, psychotic depression

Directive: Organize a structure that facilitates physical, psychological and social survival.

Need:SECURITY

Behavior:RECEPTIVE


Adaptive Learning: reflection, grief management, persistence, compliance

Attenuate:

Get Helpless

Passive-Dependence: co-dependency, clinical depression, substance abuse, isolation, pseudo-catharsis

Coordinating: Facilitate awareness and new competencies through training and workshops.

Need:AUTONOMY

Behavior:PROACTIVE


Personal Growth: flexibility, optimism, assertiveness, creativity, leadership, authenticity, empowerment,accountability

Automate:

Get Stuck

Inflexibility: overvaluing of the past or of the status quo, obstinacy, rigidity, manipulation, obsessive-compulsive behaviors, sociopathic behaviors

Monitoring: Facilitate individual and group self-development and achievement.

Need:TRANSCENDENCE

Behavior:INTERACTIVE

Associate:Come

Together

Solidarity: affiliation, synergy, advocacy, win-win, cooperation, group consensus, teamwork

Alienate:

Get Control

Domination: Excessive individualism, aggressiveness, competitiveness, win-lose, need for control, power struggle

Consulting: Facilitate consensus and mentor processes of interpersonal and group synergy.

OPPORTUNITY DANGER



Recovery Process

N E E D S





Associate:Come Together

Agitate:Get Away


Automate:Get Stuck



ReactiveDirective


ProactiveMonitoring


Behavioral Stage:Leadership Style:

TRAUMATIC

EVENT

DENIAL

INITIAL REACTIONS




PsychosocialPsychosocialReconstructionReconstruction




Crisis Intervention Techniques



Crisis Intervention Techniques

• Creating Interpersonal and Group Rapport

• Linguistic Empowerment and Language of Suggestion

• Catharsis Facilitation

• Critical Incident Debriefing and Focused Conversation

• Suicide Risk and Referral Criteria

• Building Group Resilience

• Developing Transitional Communities

• Avoiding Conflict Escalation

• Caring for the Caregivers and Developing Personal Resilience



Creating Interpersonal & Group Rapport

• Active Listening

• Reframe Attitudes

• Pacing

• Use Adequate Recognition



Rapport and Communication

• Listen in such a way that others want to talk to you.

• Talk in such a way that others want to listen to you.

Click to return to list of Crisis Intervention Techniques



Linguistic Empowerment

• The use of linguistic

structures which facilitate

recollection of meanings

and increase our and other

people’s options.

• Critical for the

development of personal,

group and community

potential.



4C’s of Linguistic Empowerment

• Correspondence

• Capacity

• Clarity

• Coherence



Correspondence: Identify Responsibilities

Not Empowered: July’s goal has been met!

Empowered: The Region Five salesmen met the goal for July!

N: Maria makes me feel guilty when I am late.

E: I feel guilty when Maria complains for me being late.



Capacity: Recognize Options

N: I have to see Juan at 3:00.

E: I am going to see Juan at 3:00.

N: I cannot talk to you now.

E: I'd rather not commit myself in talking to you now. Can we talk this afternoon?



Clarity: Agreed Meanings

N: Can you give me that “whatchamacallit” over there?

E: Can you hand me the tape recorder that is in the left drawer, please?

N: She is always “dissing” someone, showing no respect!

E: I don’t like how she responds to the customers!



Coherence: Consistent Messages

N: I want to sell more but competition is tough.

E: I want to sell more in spite of the tough competition.

N: Don’t you think it would be better to do this tomorrow?

E: I think it is better to do this tomorrow. What do you think?



Internal Empowerment

I can change the way I talk and think!

Example:

N: The noise in here does not let me work.

E: I lose my concentration when there is so much noise.



Dialogic Empowerment

• Tracking

Clarify empowered

words by asking for

specific information.

• Paraphrasing

In your own words,

restate what you

understood, in an

empowered way.



Tracking

Ask specific questions to clarify

Who?

What?

Where?

When?

Why?

How?

Nobody helps in this office. Specifically, how would

you like us to help you?

The interview went well. What results did you get?

Examples:



Paraphrasing

Restate in your own words,

and in an empowered form,

what you understood.

Do you mean that…is that right?”

Wow, she really islistening. I think she’s taking me seriously.



Dialogic Empowerment Recommendations

Internally empower ourselves first;

otherwise, others perceive our

incongruity and we lose credibility.

While external empowering

techniques are excellent work tools,

their use can generate problems in

some interpersonal relationships

(family, couple, etc.).



Language of Suggestion

• Linguistic Presupposition

• Implicit Question

• Implanted Suggestion



Linguistic Presupposition

Examples:

Up to what extent do you feel….?”

vs.Do you feel guilty?”

What’s your hope….?”vs.Do you have hope for...?”

Do you prefer to practice today or on Monday?”

vs.Do you want to practice?”



Implicit Question

Examples

“It would be interesting to know…..”

“I ask myself if…..”

“I don’t know if you would like to tell me……”



Implanted Suggestion

Examples:

“Do you want to tell me what….?”

“Could you explain me how.... ?”

“Do you want to move to....?”




Catharsis Facilitation

• Talk with the person about his/her emotions.

• Carefully choose an appropriate time and place.

• Many people do not want to express their feelings.

• Repressing feelings for an extended period of time often provokes asecondary crisis.



Be Alert for…

• The stage of total denial lasting more than one day

• Any initial reaction that extends beyond six months

• Any dysfunctional pattern that has become a habit

• Any secondary crisis that is not improving

• Suicide threats and especially attempts




Critical Incident Management/Debriefing

Guidelines:

Situation

Actions/Behaviors

Learning

Continuity

Perspective



Focused Conversation

• Objective Level

• Reflective Level

• Interpretive Level

• Decisional Level


Stanfield, R. Brian1997, ICA, Toronto



Suicide Risk & Referral Criteria

• Chronic lack of sleep (total insomnia)

• Chronic illness or handicap

• Hallucinations (voices or visions) that give commands

• Loss of several or all of their loved ones

• Suicide-related behaviors

• Suicide threats

• Personal or family history of suicide attempts

• Desperation or hopelessness

• An increase in drug abuse or alcoholism

• Openly expressed opinion by relatives or friends that it would be "better" (because of handicaps, etc.) if the person died




Building Group & Social Resilience

Derivation

Physics: elasticity, buoyancy, the ability to quickly return, often stronger, to the original shape

Biology: survival of the most resilient (Darwin)

Sociology: observations and studies of o Childreno Adultso Familieso Groups



Social & Group Resilience

“The ability to face

internal or external

crisis and not only

effectively resolve it but

also learn from it, be

strengthened by it and

emerge transformed by

it, both individually and

as a group.”

Brenson-Lazan, 2003



Factors in Developing Resilience



Personal Development

How does a group stimulate & reinforce personal development of each member?

Enhances a sense of personal identity and role

Maintains perceptual and behavioral flexibility

Provides self-awareness and self-correction

Reinforces self-esteem and self-confidence



Interpersonal Development

How does a group create and reinforce effective interpersonal synergy?

Values diversity

Listens with empathy

Participates and dialogues

Demonstrates mutual affection, forgiveness and self-help



Vision

How does the group develop its direction?

Creates a set of shared values

Envisions a promising future

Integrates individual goals and aspirations with those of the group



Strategic Thinking

How does the group determine its mission and the competencies necessary to achieve it?

Sets realistic goals

Elaborates strategies to achieve them

Promotes group reflection, introspection and self-correction

Constructively and creatively resolves challenges, problems and conflicts

Asks for help when it is needed

Monitors, measures and evaluates results




Developing Transitional Communities

• Facilitate activities that help form new structures for emotional support Self-supportive groups

Cultural and recreational activities

Organization of the shelters for displaced people

Self-administration of the shelters

• Assure and mentor a leadership style appropriate for the level of development within the new social structure.



CADI: Facilitating Self-Help Communities

“The CADI is a small group of people who agree to form a community of holistic self-development both personal and professional, with a Group Mentor-Facilitator.”

Purpose

Identification

ImageGovernance

Communication

Sub-groups

Environment

Borders (Limits)

Trust

Exchange

Participation

History

Brenson, Sarmiento & Rodas, 2001

Characteristics:




How Does Conflict Arise?



The Process of Conflict

GOAL1

GOAL2

NEED1

NEED2

STRATEGY 1 STRATEGY 2



Process of Conflict Escalation

• Hardening

• Persuasion

• Manipulation

Responds best to conciliation

INFLEXIBILITY DISCOUNTING AGGRESSION• Polarization (us vs. them)

• Loss of respect

• Threats

Responds best to conciliation or mediation

• Verbal Aggression

• Physical Aggression

• Destructive Behaviors

Responds best to mediation or

binding arbitration

Adaptation of F.Glasl by Gnass-Brenson, 1998



Verbal Expressions of Conflict

• Hardening: “I know I´m right."

• Persuasion: “I have to convince them that I am right."

• Manipulation: “I´ll do whatever is necessary to show that they are wrong."

• Polarization: “Those of us that know I am right are now all together."

• Loss of Respect: “It isn´t even worth talking to them."

• Threats: “We have to dominate those that are not with us."

• Verbal Aggression: "That person is a #%$*&!"

• Physical Aggression: “Take this!"

• Destructive Behaviors: “I may lose but I´ll take some of them with me."



Dynamics of Intervention

F

P2

P1

F

P1

P2

F

P2

P1

1 2 3




Caring for the Caregiver

• Know your personal limits.

• Practice active grieving.

• Maintain a strong support network.

• Generate more endorphins and reduce cortisol.



Cortisol

A hormone secreted

by the adrenal glands

in response to any

kind of physical,

emotional or

psychological stress



Endorphins

A chemical substance

that creates feelings of

well-being and

stimulates the

immunilogical

system.



The Constant Battle

• Our attitudes, thoughts, feelings and behaviors can generate Endorphins and Cortisol.

• Endorphins and Cortisol destroy each other.

• Therefore it is not enough to just lower Cortisol or raise Endorphins.

• Both must be done simultaneously.



How We Generate CortisolPhysically:

Nutritional imbalance

Smoking (directly or indirectly)

Excessive use of alcohol

Socially:

Arguments

Telling and hearing lies

Negative Recognition

“Stuck” Relationships

Excessive competition

Mentally:

Negative thoughts

Repression of emotions

Stubborness or Inflexibility

Mockery and belittlement

Spiritually:

Spiritualization

Dependence

Escapism

Excessive proselytism



How We Generate EndorphinsPhysically: Exercise Massage and touching Orgasmic sexual relations Deep Breathing Balanced Diet

Socially: Dialogue Family Networks Give and receive positive

unconditional “strokes” Participation and

Consensus Good friends

Mentally: Smiling and laughing Positive Thinking Alpha-stimulating

relaxation Using creativity Flexibility

Spiritually: Prayer and meditation Connecting with Nature Singing and Dancing Samaritan Syndrome Defined and lived values



Stefan Vanistendael, 1994

Personal Resilience…is the combination of:

The innate human capacity to face adversity and resist destruction

The willingness to evolve and develop oneself in spite of adverse conditions

The use of the adversity itself to learn and transform oneself



PSEUDOTRANSITION

Productivity& Self-Esteem

PROCESS OF COMMITMENTTO CHANGE

INITIAL REACTIONS

Decision to abandon the process

TRAUMATIC EVENT

Actual State Unfreezing Transition Refreezing Desired State

DENIAL

Expressed

Hidden Zone Decision to trynew options

Caregiver Transition

TRANS-FORMATION

T I M ET I M E



• Through our support of volunteer facilitators worldwide, Global Facilitator Service Corps helps build the capacity of communities to work through their challenges and create sustainable solutions.

• GFSC believes that people and communities are capable of self-determination and that facilitation is an effective catalyst to build, rebuild and sustain self-reliant communities.

• By sharing our knowledge, experience, and caring, we enable communities and the institutions that serve them, to identify and achieve their goals.

all rights reserved. duplication, distribution, adaptation is strictly prohibited without prior...

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