Walking Into a Crisis: Calming Situations and Supporting Colleagues

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.

Download The Power of the Pause poster.

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.