Walking into a crisis

No matter what type of setting we work in, there are times when we find ourselves unexpectedly encountering a situation where an individual is in crisis. They may be in a heightened state of arousal, and unable to regulate their emotions or control their behaviour. We may also see a colleague struggling to manage the situation, or looking for support.

Without knowing the context, or being witness to the build-up, we often have little or no insight into the reasons behind the escalation; we can only deal with what is in front of us.

When we walk into a crisis, then, we need to quickly assess what is going on, and make incisive decisions about how best to de-escalate the situation and support our colleagues.

Finding the pause

Walking into a crisis can trigger a natural surge of adrenaline in our bodies; we instinctively want to get involved, and help to defuse the situation. When we are in a heightened state ourselves, it’s easy to react hastily, especially if we can see that behaviour is escalating, and that the individual is in danger of harming either themselves, or others around them.

However, by stepping in too quickly, without taking a moment to assess what is going on, we risk escalating the situation, and triggering further crisis.

Finding a ‘pause’ is essential before taking aligned and appropriate action. This is known as making a dynamic risk assessment. In quickly-evolving scenarios, this ‘in the moment’ process encourages us to stop and think, consider a response that is in the best interests of the child, young person or adult, and ask ourselves what we would want somebody else to do if that was our loved one in crisis.

When less is more

Sometimes, less really is more when responding to a crisis. Becoming involved in a situation without prior knowledge of the build-up, triggers, and overall bigger picture, can sometimes do more harm than good. It can undermine the member of staff dealing with the crisis, and cause heightened stress and anxiety for the individual.

Depending on the level of risk we perceive, and the messages we are picking up from all parties involved, through their words, behaviour, or body language, it might be more appropriate to observe from a distance, signalling to our colleague that we are available to support if needed.

Sharing information

We tend to work in close-knit teams in education and health and social care settings, because we know that by operating collaboratively, and sharing knowledge, skills and information, we can provide the best provision for children, young people, and adults in our care.

Shared knowledge of an individual’s support plan helps to facilitate a joined-up approach during a crisis. This document contains clear and concise information around a person’s unique triggers, and support strategies that have been effective in the past.

While we cannot always predict behaviour, or foresee every circumstance, having an awareness of previous de-escalation strategies gives staff the confidence to support individuals, and each other, in the most appropriate way.

Using ‘help scripts’

When walking into a crisis, effective communication is key, so employing well-rehearsed ‘help scripts’ ensures that clear messages are passed without misunderstanding, and without causing further escalation. They also allow colleagues and individuals, where necessary, to exit situations calmly and safely, while maintaining their dignity and self-respect.

Help scripts are codes to be used when things are becoming difficult, and their careful wording makes it easy to offer or accept assistance. For example, if we see a colleague who is dealing with a crisis situation, our assessment might be that, in the first instance, we focus our attention on the individual in distress:

‘John. I can see that something has happened. Talk and I’ll listen. Let’s go outside for a chat.’

In this example, the help script involves addressing the individual by name, acknowledging that something has happened, and inviting them to move away and talk to us. This may be all that is required in some instances.

Help is available

If we notice that our colleague is in need of a little more help, we can use the ‘help is available’ cue:

Offer: ‘Help is available.’

Response: ‘You can help by sitting with John and me.’

By being clear with the offer, and allowing our colleague to choose the type of help they require, we minimise the likelihood of confusion, and ensure that all members of staff know what to do next.

More help is available

There are times, however, where a colleague is not best placed to decide what to do next, either because things are going on that they are not aware of, or because they are becoming heightened themselves. In scenarios such as these, the ‘more help is available’ prompt is preferable:

Offer: ‘More help is available.’

Response: ‘What do you suggest?’

Offer: ‘I suggest a change of face.’

The person offering support is taking responsibility for making the decision, rather than the colleague already involved.

It’s worth noting that using help scripts should never be perceived as a weakness; asking for and offering support to colleagues in need is always a sign of professional strength.

Employing ‘change of face’

Sometimes, it can be hard to walk away from a situation, and accept that perhaps personal feelings are driving our behaviour and decision-making. That’s where ‘change of face’ comes in.

This is a powerful tool for ensuring that the actions of our colleagues are not feeding further stress and conflict. Suggesting ‘change of face’ allows the member of staff involved to exit the situation with dignity, and another, more regulated team member or someone with a different relationship to the individual, to take over.

To step back, both emotionally and physically, takes a huge amount of self-awareness and trust, and is only possible in supportive and positive working environments where a culture of offering and accepting help is deeply embedded.

Post-crisis support

Once an incident has passed, it is vital to continue to offer support and reassurance to both the individual and our colleagues. Experiencing a crisis can be traumatic for everyone involved, and it takes time to recover and reconnect.

People need space, time and guidance to get over what happened, and re-regulate. When all parties are ready – which may take some time, and should not be rushed – the incident can be talked over in a calm, non-judgemental and supportive manner. Only then can we reflect on the underlying causes, and consider ways to avoid similar situations in the future.

Walking into a crisis is never easy; it can present us with unknown challenges and difficult decisions. But by pausing to assess what is going, making a dynamic risk assessment, and using help scripts where required, we can de-escalate the situation effectively, and offer timely, appropriate support.

If you’d like to talk to us about your needs when it comes to supporting behaviour in your setting, please get in touch any time.