Shootings and Shutdowns: Once Again On the Edge

For many in the Greater-Metro DC area, the close proximity in time and space between the Washington Navy Yard tragedy and the Government Shutdown travesty has only heightened a sense of vulnerability.  Of course, none are more impacted than Federal Employees.  Yet, even if not a Fed, so many folks in this region are connected to the federal government for their livelihood and well-being.  Holding the government hostage has wide-spread and profound ramifications.  (And with each passing day, dysfunctional trunk-like tentacles constrict and impair more and more of the nation.)  Individuals and families are once again living on an economic-political and psychological precipice.

As a friend and federal employee passionately noted after the Navy Yard horror, some system-wide support, including timely information updates, more than just water cooler discussion and rumor, would have been vital to help federal employees cope with their own emotions as well as the status of family, friends, and colleagues.  In her (national security) shop, “no one talked about their feelings or concerns…I was crying and praying for families and friends.”  And one suspects she and many others are praying such a rampage does not happen again.

The Rise of Grief Ghosts and the Need for Grief Groups

Not surprisingly, this current intersection of crises stirs memories related to previous shutdowns or threats as well as previous shootings (e.g., the sniper-related reign of terror back in 2002).  Grief ghosts will likely be walking the halls and cubes of government buildings as well as in basements and warehouses for the foreseeable future.  Employees won’t just be burnt up; many will be feeling burnt out!

When this brinksmanship finally ends, there will be numbers of employees who will not be able to return to “business as usual.”  While some individuals may benefit from counseling services through the federal Employee Assistance Programs (EAPs), federal agencies can send a much more positive and proactive message.  Agencies need to recognize the normative nature of trauma-induced or trauma-related stress as well as the tension inherent in repeated exposure to critical uncertainty.  Large numbers of people may need time to vent and share with their colleagues, including the need for some communal grief work and emotional/team support. Please consider the following intervention/prevention steps for positively moving and supporting people through this challenging if not crisis-riddled time:

1.  Management Training:  Helping managers and supervisors understand the impact of the challenges and crises hitting federal employees today, including the likelihood of stress-induced or trauma-like echoes.  Also, we know that individuals carrying around their own personal pressures and tensions, not related to the recent upheavals, can become quite anxious or agitated, may feel more out of control, during such a stormy period. Such training will enable management personnel to more compassionately, effectively, and efficiently recognize and reach out to employees needing collegial or professional assistance.  This training would also help managers facilitate some team sharing and support.  Of course, some of the management personnel may need their own counseling, coaching, or emotional bolstering.  Again, many folks are uncomfortable reaching out to the EAP.  This strategic step would provide an additional resource.

2.  Employee Support.  Two forms of employee support come to mind:

a. All Hands Meetings – this would provide some of the content mentioned above; again, it’s a way of disseminating to the branch or division, as a community vital information and to acknowledge the recent confusion and chaos; sharing and grieving is seen as normal and natural; a 30-60 minute session seems appropriate

b. Support Groups – these groups would be voluntary and smaller in number (based on my experience as a stress and critical incident consultant, group size should not exceed fifteen).  And, if given sufficient time, say one half-day, some truly productive grieving, problem-solving, and individual/team healing can occur.  And this setting will enable a trained facilitator to identify and encourage individuals needing more emotional support to seek appropriate assistance.

The bottom line:  Through no fault of their own, federal employees are caught in a political crossfire.  Eventually, appropriate follow-up debriefing and/or additional support will be needed.  The above interventions will help employees be more resilient in managing the aftermath of these stressors; people will sooner be able to productively resume their missions, roles and responsibilities.  And in contrast to the factions of dysfunctional and erosive stalemate, federal management will be perceived as a proactive and constructive force for the greater good.

Mark Gorkin, LICSW, “The Stress Doc” ™

Stress and Critical Incident Consultant

stressdoc@aol.com

www.stressdoc.com