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Let disaster prompt best practices at work

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Four weeks ago most of us had a very unwelcome intrusion into our work-lives -- horror.

It entered in the form of a shocked, "Did you see what's happening?!" greetings by our co-workers that morning. We immediately became eyewitnesses to carnage as TVs were quickly located and/or the Internet was accessed.

The disasterous events in New York, Washington, D.C., and Pennsylvania were replayed again and again right before us in our offices. The unfolding story, punctuated with graphic images of fire, smoke and terrorized victims, was conveyed by shocked and overwhelmed reporters and witnesses. Its consequences and grave significance were spelled out by a rapidly recruited bevy of experts on everything from airline security to high-rise construction.

What happened at your worksite that day? For most of us, this was a day that we will long remember ... perhaps like the frozen-in-time onset of the Gulf War, Voyager explosion, or reaching back further, the Kennedy assassination or Pearl Harbor attack.

Likely, not much work got done as the shock and vigilance that accompany such events, set in. In some cases, work ceased. Offices were closed; staff (and in our case, faculty and students) were dismissed.

For the remainder of that first week there was a collective acceptance of the disruption and turmoil the terrorist actions created for all of us ... at home and at work.

But now, as we move past the first month since the crisis, we are faced with an additional challenge: returning a sense of normalcy to our personal lives, and to our work.

I believe this is no small task since the destruction and disruption of the attack are still being actively addressed, the investigation and pursuit of accomplices is in process and our military options are being pursued. It is also a real challenge since we differ so greatly in our ability to cope with disruptive life events such as the one we have just experienced.

This is the point where an extra dose of tolerance, patience and understanding is called for since it is a time when our work relationships are likely being tested.

How do you typically respond to crises? If you are one who copes by digging in, returning to your duties ASAP, putting problems behind you - which are legitimate responses - then you may find yourself annoyed by those who keep talking about the threat.

Do you typically respond to crises with anger or blame, also common reactions? You may find yourself irritated by comments of co-workers, bothered by their behavior.

Did the events of Sept. 11 bring you down; do you still struggle with feeling depressed (many are!)? You may not appreciate those who seem to take it all in stride, who quickly return to normal.

Similarly if you tend to feel numb and unfocused by a life disruption, management directives to "produce" and "get with it" may seem insensitive or impossible to achieve.

It could be that all of the above describe us at some point. Clearly, the variety and range of emotions triggered by a national disaster create a greater potential for conflict and misunderstanding in our places of employment.

What can we do to carry on at work and avoid adding insult to injury?

I believe a successful response begins with acknowledging that Sept. 11 was indeed an unusual event in our history and that its impact will certainly affect each of us differently.

As individuals, we can do our best to return to our work and routines. If we're unable to do so we can talk to someone. Alerting one's supervisor is a good start, but perhaps seeking help from a trusted friend, counselor or clergy is indicated. Fresno State employees also can call our office at ext. 8-4357.

We can be slow to express strong, intensified feelings with co-workers and avoid using threatening or overly aggressive language on the job. The opportunities for misinterpretation are greater in times like these.

We can certainly do some constructive things as well. Checking in with others, listening, expressing concern for co-workers are soothing and positive responses, as are softening criticism and avoiding ultimatums.

This is a good time to show support for those we work with who may be most vulnerable - colleagues with missing friends or family, individuals who have experienced recent losses, Muslim associates and veterans, among others.

This would be a great time to practice "random acts of kindness."

There are many other creative ways to respond to our recent disaster, and the following Web sites offer additional suggestions: www.cmiatl.com ("Terrorism response articles"), www.icisf.org ("Attack on the USA: CISM information"), www.mentalhealth.org ("Disaster mental health services"), www.ncptsd.org ("Managing the traumatic stress of terrorism"), www.helping.apa.org ("Managing disasters: tips for recovery").

This is a time to bring our best practices to work.

John B. Franz is director of Employee Assistance and Development on campus.

Back to University Journal, 10/8/01 Issue