Ethical EAP Critical Incident Response
Strongly Recommended to all EAP Response Personnel
There are no shortages of potential ethical dilemmas in EAP work. With multi-stakeholders, a dual client approach, income generating, implications for liability, multiple moving parts, integration of external systems, boundary confusion, various training formats etc. Solutions to ethical dilemmas may vary from incident to incident due to the consideration of unique variables, but having a consistent thought process of how these dilemmas get resolved when providing EAP CIR, is the focus of this training.
Ethical Dilemma: A group of employees are angry and blaming the organization for the death of their colleague. As you listen to them, they have valid concerns. They want you to speak to leadership since their efforts in the past have gone unheard.
Ethical Dilemma: As an affiliate provider of EAP organization/vendor, the HR leadership approaches you at the end or your time onsite impressed with your work. She asks you questions about your private practice and shares with you that they have not been entirely pleased with their EAP services. She is interested in discussing with you an arrangement for further onsite services and referrals as needed.
Ethical Dilemma: You need to find EAP CIR responders for a major critical incident in a somewhat remote area. Those who you have used in the past are already providing service for another EAP. You have access to clinicians, but do not know their background and have not had training in EAP CIR. Second Dilemma: You are a private practitioner called to see if you would be willing to go onsite despite not having any formal training in EAP CIR. The caller offers coaching and some handouts to review.
Ethical Dilemma: The workplace wants to you to run groups based on their work needs. They cannot have everyone attend the group at once for an extended period of time, but they can if the group is conducted as a “rolling group”, that is, employees can come in for short periods of time and leave to return to their position and relieve others to attend. While you’ve not run a group like this before, nor has any of your training identified this as an intervention, you recognize the workplaces needs and agree to this.
Ethical Dilemma: An employee committed suicide. You are asked to go onsite for a full day to be available for employees. You know who this employee is as he was a past client of yours, but wasn’t referred through the EAP.
Ethical Dilemma: While onsite, an employee comes to you and tells you she needs to take a few days off due to the incident. She wants you to support her request if her manager seeks confirmation.
Ethical Dilemma: You have strong beliefs against the organization’s mission who has had an act of domestic terrorism against it. You agree to respond. When you meet with the organization’s leadership, they ask you what your personal position is on their controversial mission to determine if you are the right person for their employees. They are satisfied with your answer and are interested in you being present during a media briefing in case there are questions about the wellness of their employees and the hatred delivered against them and the organization.
Ethical Dilemma: Risk Management Department does not want employees to discuss the incident among themselves (colleagues) or outside relationships (anyone) due to an on-going investigation and potential liability. You know that this shutting down of potential resources can be ultimately harmful and create a barrier towards resilience.
And the list goes on...
Building Organizational Resilience- A Pre-Incident Training
An optimal resilient outcome requires the impacted organization and their employees, to connect to the multiple sources that promote, among other things, safety, trust, compassion, structure, direction and leadership. We find these sources within ourselves, family, community and the workplace. EAP CIR, by virtue of its onsite presence within the workplace, searches, cultivates and draws upon existing strengths uniquely inherent within the organization's culture and integrates them within their MSRA crisis intervention approach. An organization that has prioritized or is moving towards employing a resilient workforce and creating the systems to support it, position themselves and the EAP response, for better outcomes of resilience. This training focuses on:
Increasing our understanding of the various models of organizational resilience.
Learning key elements of organizational resilience specifically beneficial in EAP CIR.
Reducing the "silo" perception of EAP CIR.
How a greater understanding and alliance with EAP CIR processes will improve synergy.
Learn a working template to offer organizations not yet fortified with a resilience directive.
Recent events like the hurricanes, earthquakes, shootings, and fires go beyond just providing primary crisis intervention response services, but additional services beyond initial response. Such impactful events require a Psychological First Aid approach initially, which promotes safety and access to concrete, physical and psychological resources. The healing, however, is not done. Our approach needs to set in motion a course for resilience and the resources that support it. This often concludes our onsite services and for many, provides the right service at the right time. There are times during our follow-up process, however, we learn that a company and its employees are still struggling. This might be due to the extreme nature of the incident, incomplete or poorly done CIRs, or other challenges inherent in complex processes. The net result, however, is that employees and organizations are still struggling with returning to normalcy or bouncing back to a state of wellness. In this training you will learn:
Potential sources of delayed or problematic recovery post EAP CIR.
How to address a workplace 1 month after the incident with a forward looking training.
Add strategies on breaking down the barriers of resilience and move towards a state of post-traumatic growth. (Seligman, 2011)