Facilitating Processes in
Disaster & Crisis Intervention
Building Community Resilience and Self-Reliance
Workshop created by
Gilbert Brenson-Lazan
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strictly prohibited without prior permission.
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18 July 2006
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2
“Any given problem can be a
justification for some and a
challenge for others: take your
choice.”
Anonymous
18 July 2006
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3
Workshop Objectives
18 July 2006
•
Identify the relationship between change, crisis and
disaster.
•
Use the GFSC grief process model for assisting
people affected by a crisis, change or disaster.
•
Explore facilitation and resilience-building
techniques that can be applied to psychosocial
reconstruction.
•
Develop specific strategies to take care of ourselves
and other caregivers and develop appropriate
strategies to use as we assist others in their
recuperation.
•
Develop curriculum and intervention strategies to
use in communities impacted by natural or manmade disasters for psycho-social recuperation.
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Agenda for Day One
•
Crisis and change
•
Grief process and its management
•
Facilitation skills
•
Project/curriculum development
18 July 2006
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Crisis
In oriental thinking,
crisis is the
composite of
“danger”
and
“opportunity”
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Crisis...
•
normal, natural and necessary aspect of
human life
•
present in every change and transition
in life
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Crisis and Change
Any change can
create a crisis
18 July 2006

Small Change =
Minor Crisis

Big Change =
Major Crisis
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The Process Of Crisis
TRAUMATIC EVENT
DENIAL
INITIAL REACTIONS
DANGER
OPPORTUNITY
SECONDARY
CRISIS
18 July 2006
PSYCHOSOCIAL
RECONSTRUCTION
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A Traumatic Event
Share your
experience in the
traumatic event when
it had just happened.
18 July 2006
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Recovery Process
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
DENIAL
EVENT
18 July 2006
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Denial
We tend to deny:

the existence of a
problem

the significance of the
problem

the options available to
change

that resources or
people can help
No!
This is a normal reaction
that helps prepare us for
facing reality.
18 July 2006
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Recovery Process
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
EVENT
DENIAL

INITIAL
REACTIONS
• Physical
• Psychological
• Social
• Spiritual
18 July 2006
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Initial Reactions
We react in every dimension of our being:
18 July 2006
Physical
Mental/
Emotional
Social
Spiritual
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Physical Reactions
•
Somatic reactions
•
•
Alteration of sleep
patterns
Alteration of eating
habits
•
Changes in appearance
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Emotional & Psychological
Reactions
•
Nervousness
•
Energy level
(animation)
extremes
•
Perceptual
distortion
•
Inappropriate
use of money
and objects
•
Loss of desire to live
•
Heightened emotional susceptibility
18 July 2006
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Emotional & Psychological
Reactions
Sadness
•
•
18 July 2006
Fear
A deep and
recurring sense of
loss during a
sometimes long
period of time.
Crying is normal,
natural and even
necessary in an
intense period of
sadness.
Different kinds of
fear appear and
reappear:
•
Of another crisis
•
Of not being able
to survive
•
Of financial loss
•
Of the consequences
of these on others
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Emotional & Psychological
Reactions
Anger
Guilt or Self Blame
Illogical as it may be,
it is also normal and
natural to feel anger,
even rage at:
•
Many feel guilty for
something they did.
•
Others feel guilty
for what they think
they failed to do.
•
Some people even
blame themselves in
some way for
natural tragedies.
Nature
• Government
• Family
•
•
•
•
18 July 2006
Friends
Volunteers & Aid Workers
Even at God!
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Social Reactions
•
Group and interpersonal relationships
also feel the impact of a crisis.
•
There can be a tendency toward isolation or
the other extreme, permanent attachment.
•
Relational Stress
most often seen in individual behaviors


18 July 2006
Aggressive
Passive
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Spiritual Reactions
18 July 2006
•
Increase in magical
or mystical thinking
•
Spiritual rejection,
distortion or
fanaticism
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“The road to successful
change requires a
patient compassion for
the pain and fear of all
those involved.”
Thomas Merton
18 July 2006
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“Everything can be taken from
a person except one thing: the
freedom to choose a specific
attitude when faced by a
crisis.”
Man’s Search for Meaning
by Viktor Frankl
18 July 2006
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Coping Strategies
18 July 2006
Danger
Use of
ineffective
strategies
Opportunity
Use of
effective
strategies
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Recovery Process:
Needs, Stages, Leadership Styles
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
EVENT
DENIAL

INITIAL
REACTIONS
NEEDS
Survival
Security
Autonomy
Transcendence
• Physical
• Psychological
• Social
• Spiritual
Recovery Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
24
Ineffective Strategies:
Pseudosolutions
18 July 2006
•
Pseudosolution
(Watzlawick, 1984)
•
What we do, with the
best of intentions,
when we try to solve
a problem and end
up making it worse.
•
Like drinking salt
water to satisfy a
thirst.
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Agitate: Get Away
•
Avoid thinking about my reality by
continued isolation or excessive social
stimulation.
•
Avoid reality by abusing psychiatric,
recreational or alcoholic drugs.
•
Dysfunctional strategy
to meet survival needs.
18 July 2006
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Recovery Process:
Ineffective Strategies
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
EVENT
NEEDS
DENIAL

INITIAL
REACTIONS
Survival
Security
Autonomy
Transcendence
Agitate:
Get Away
• Physical
• Psychological
• Social
• Spiritual
Recovery Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
27
Abdicate: Get Helpless
18 July 2006
•
Refusing to accept
responsibility for
my thoughts,
feelings and
actions.
•
Dysfunctional
strategy to meet
security needs.
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Recovery Process:
Ineffective Strategies
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
EVENT
NEEDS
DENIAL

INITIAL
REACTIONS
Survival
Agitate:
Get Away
• Physical
Security
Autonomy
Transcendence
Abdicate:
Get Helpless
• Psychological
• Social
• Spiritual
Recovery Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
29
Automate: Get Stuck
•
The lack of interest or
flexibility to change my
unproductive behaviors,
struggle against
something that can’t be
changed, etc.
•
Dysfunctional strategy
to meet security and
some autonomy needs.
18 July 2006
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30
Recovery Process:
Ineffective Strategies
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
EVENT
NEEDS
DENIAL

INITIAL
REACTIONS
Survival
Agitate:
Get Away
• Physical
Security
18 July 2006
Transcendence
Abdicate:
Get Helpless
• Psychological
• Social
• Spiritual
Recovery Stage:
Leadership Style:
Autonomy
Automate:
Get Stuck
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
31
Alienate: Get Control
18 July 2006
•
Excessive priority
given to my own
interests at the
cost of those of
others.
•
Dysfunctional
strategy to meet
security and some
autonomy needs.
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32
Recovery Process:
Ineffective Strategies
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
EVENT
NEEDS
DENIAL

INITIAL
REACTIONS
Survival
Agitate:
Get Away
• Physical
Security
Autonomy
Transcendence
Abdicate:
Get Helpless
• Psychological
• Social
• Spiritual
Automate:
Get Stuck
Alienate:
Get Control
Recovery Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
Secondary
Crisis
33
Secondary Crisis
•
18 July 2006
Frequently choosing
dysfunctional
strategies to cope
with initial reactions
can rapidly become
a personal and social
pathology.
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34
Secondary Crisis Risk Factors
•
A delay in the start of
the grieving process.
•
Excessive dependency
on the deceased.
•
A previous ambivalent
relationship with the
deceased or the lost
possessions.
•
Difficulty in tolerating
or expressing
emotions.
•
A lack of preparedness
for the loss, both in the
mental and material
sense.
Previously unresolved
losses
•
•
An absence of moral
and spiritual values.
The death of a key
figure during
childhood
•
•
Traumatic anxiety at
the same time of the
loss.
Depression
or other
psychological
problems.
•
18 July 2006
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Manifestations of
A Secondary Crisis
•
Permanent Hyperactivity
•
Extended Periods of Apathy
•
Excessive Identification
•
Chronic Psychosomatic
Disorder
•
Relational Crisis
•
Drug/alcohol Dependency
•
Aggression or Suicide
Attempts
•
Psychotic Depression
18 July 2006
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New Learning Model
Group-based,
experiential
Living and
working
together
Learn
to
Develop as
a person
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New skills
and ways
to live
Jacques DeLors
1999
37
Ladder of Needs
Transcendence
Autonomy
Security
Survival
Reactive
Directive
18 July 2006
Proactive
Receptive
Interactive
Consulting
Monitoring
Coordinating
Effective strategies meet
our needs in ways that
help us grow and learn.
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38
Recovery Process:
Effective Strategies
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
EVENT
DENIAL

INITIAL
REACTIONS
Accommodate:
Come Through
NEEDS
Survival
Agitate:
Get Away
• Physical
Security
Autonomy
Transcendence
Abdicate:
Get Helpless
• Psychological
• Social
• Spiritual
Automate:
Get Stuck
Alienate:
Get Control
Recovery Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
Secondary
Crisis
39
Intervention Strategies
RECOVERY
STAGE
&
BASIC NEED
Reactive stage
to meet
Survival needs
18 July 2006
EFFECTIVE
STRATEGY
ACTIVITIES
Accommodate/
Come Through
Awareness about
the new reality and
its impact.
• Necessary to begin a
catharsis, releasing the
emotions related to the
grief.
• Necessary for adapting
to the new situation of
survival.
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SKILLS
NEEDED
•
•
Physical
Mental
• Social
• Spiritual Survival
40
Recovery Process:
Effective Strategies
•
•
•
•
Existence
Significance
Options
Resources
TRAUMATIC
EVENT
DENIAL

INITIAL
REACTIONS
Accommodate:
Come Through
Assimilate:
Come Along
NEEDS
Survival
Agitate:
Get Away
• Physical
Security
Autonomy
Transcendence
Abdicate:
Get Helpless
• Psychological
• Social
• Spiritual
Automate:
Get Stuck
Alienate:
Get Control
Recovery Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
Secondary
Crisis
41
Intervention Strategies
RECOVERY
STAGE
&
BASIC NEED
Receptive stage
to meet
Security needs
18 July 2006
EFFECTIVE
STRATEGY
Assimilate/
Come Along
ACTIVITIES
Identify, understand and
admit personal reactions
to the crisis as
something
normal, natural and
necessary for healing and
growth.
Necessary to
• understand the
implications,
• explore new options and
• recognize the positive
aspects of the negative
event.
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SKILLS
NEEDED
Accept the new
reality with
• awareness
• persistence
• reflection
• compliance
• analysis
• observation
• flexibility
• adaptation, etc.
42
Recovery Process:
Effective Strategies
•
•
•
•
Existence
Significance
Options
Resources
Activate:
Come Forward
TRAUMATIC
EVENT
DENIAL

INITIAL
REACTIONS
Accommodate:
Come Through
Assimilate:
Come Along
NEEDS
Survival
Agitate:
Get Away
• Physical
Security
Autonomy
Transcendence
Abdicate:
Get Helpless
• Psychological
• Social
• Spiritual
Automate:
Get Stuck
Alienate:
Get Control
Recovery Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
Secondary
Crisis
43
Intervention Strategies
RECOVERY
STAGE
&
BASIC NEED
Proactive stage
to meet
Autonomy
needs
18 July 2006
EFFECTIVE
STRATEGY
Activate/
Come
Forward
ACTIVITIES
Remember, use and
actively develop all
one’s inner and external
resources (those from
before the tragedy,
presently and those that
will continue despite
the tragedy.
Necessary to:
• achieve personal
growth.
• implement plans
• introduce new
alternatives.
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SKILLS
NEEDED
Participate in one’s
own growth by
• doing,
• becoming,
• assertiveness,
• validation,
• authenticity,
• personal mission,
• empowerment,
• achievement,
• creativity,
• accountability,
etc.
44
Recovery Process:
Psychosocial
Reconstruction
Effective Strategies
Associate:
Come Together
•
•
•
•
Existence
Significance
Options
Resources
Activate:
Come Forward
TRAUMATIC
EVENT
DENIAL

INITIAL
REACTIONS
Accommodate:
Come Through
Assimilate:
Come Along
NEEDS
Survival
Agitate:
Get Away
• Physical
Security
Autonomy
Transcendence
Abdicate:
Get Helpless
• Psychological
• Social
• Spiritual
Automate:
Get Stuck
Alienate:
Get Control
Recovery Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
Secondary
Crisis
45
Intervention Strategies
RECOVERY
STAGE
&
BASIC NEED
Interactive
stage
to meet
Transcendence
needs
18 July 2006
EFFECTIVE
STRATEGY
Associate/
Come
Together
ACTIVITIES
Contribute, cooperate,
collaborate and cocreate with others so
that together the
problem can be
converted into an
opportunity for personal
and group growth.
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SKILLS
NEEDED
Strengthen social
bonds and intimacy
through
• affiliation
• sharing
• advocacy
• solidarity
• alliances
• win-win
cooperation, etc.
46
Coping Strategies Discussion
Identify approaches for helping disaster survivors
recognize
•
that their behavior is dysfunctional and
•
how to create the opportunity to discuss other,
more functional behaviors in the situation.
18 July 2006
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47
Summary of
Functional Strategies
NEED &
BEHAVIORAL
STAGE
Stage:
Reactive
Need:
Survival
Stage:
Receptive
Need:
Security
Stage:
Proactive
Need:
Autonomy
Stage:
Interactive
Need:
Transcendence
18 July 2006
FUNCTIONAL
STRATEGIES
& LEADERSHIP STYLE
Functional:
Accommodate/
Come Through
ACTIVITIES
•
•
Leadership:
Directive
Functional:
Assimilate/
Come Along
Leadership:
Coordinating
Functional:
Activate/
Come Forward
Leadership:
Monitoring
Functional:
Associate/
Come Together
Leadership:
Consulting
•
•
•
•
•
SKILLS
Create awareness about the new reality
and its impact.
Initiate a catharsis of the emotions
related to the grief so that the person
adapts to the new situation of survival.
Survival Skills:
• Physical
• Mental
• Social
• Spiritual
Identify, understand and accept
personal reactions to the crisis as
something normal, natural and
necessary for healing and growth.
Necessary for understanding the
implications, exploring new options and
recognizing the positive aspects of the
negative event.
Accept the new reality with
• awareness, observation,
• reflection, analysis,
• compliance, flexibility,
• adaptation, persistence,
• etc.
Remember, use and actively develop all
the internal and external resources that
one has, had in the past and will
continue to have despite the tragedy
Necessary to achieve personal growth,
implement plans and introduce new
alternatives.
Participate in one’s own
growth by:
• doing, becoming,
• assertiveness, validation,
• authenticity,
empowerment,
• personal mission,
• achievement, creativity,
• accountability, etc.
Contribute, cooperate, collaborate and
co-create with others so that together
the problem can be converted into an
opportunity for personal and group
growth.
Strengthen social bonds and
intimacy through:
• affiliation, sharing,
• advocacy, solidarity,
• alliances, win-win,
• cooperation, etc.
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48
Summary of Strategies
PRINCIPAL
PERCEIVED NEED
& BEHAVIORAL
STAGE
Need:
SURVIVAL
FUNCTIONAL
PROCESS
FUNCTIONAL
STRATEGIES
DYSFUNCTIONAL
PROCESS
Accommodate
: Come
Through
Self-Protection:
denial or discounting
(of existence,
significance or
options) and initial
systemic reactions
Abdicate:
Get Away
Behavior:
REACTIVE
Need:
SECURITY
Assimilate:
Come Along
Behavior:
RECEPTIVE
Need:
AUTONOMY
Behavior:
INTERACTIVE
18 July 2006
Adaptive
Learning:
reflection, grief
management,
persistence,
compliance
Attenuate:
Get Helpless
PSEUDOSOLUTIONS
LEADERSHIP
INTERVENTIONS
STYLE &
GOALS
Escape:
suicide attempts,
hallucination,
prolonged denial,
desperation,
psychotic depression
Directive:
Organize a structure
that facilitates physical,
psychological and
social survival.
PassiveDependence:
co-dependency,
clinical depression,
substance abuse,
isolation, pseudocatharsis
Coordinating:
Facilitate awareness
and new competencies
through training and
workshops.
Activate:
Come Forward
Personal Growth:
flexibility, optimism,
assertiveness,
creativity,
leadership,
authenticity,
empowerment,
accountability
Automate:
Get Stuck
Inflexibility:
overvaluing of the
past or of the status
quo, obstinacy,
rigidity, manipulation,
obsessive-compulsive
behaviors, sociopathic
behaviors
Monitoring:
Facilitate individual and
group selfdevelopment and
achievement.
Associate:
Come
Together
Solidarity:
affiliation, synergy,
advocacy, win-win,
cooperation, group
consensus,
teamwork
Alienate:
Get Control
Domination:
Excessive
individualism,
aggressiveness,
competitiveness, winlose, need for control,
power struggle
Consulting:
Facilitate consensus
and mentor processes
of interpersonal and
group synergy.
Behavior:
PROACTIVE
Need:
TRANSCENDENCE
DANGER
OPPORTUNITY
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49
Recovery Process
Psychosocial
Reconstruction
Associate:
Come Together
•
•
•
•
Existence
Significance
Options
Resources
Activate:
Come Forward
TRAUMATIC
EVENT
DENIAL

INITIAL
REACTIONS
Accommodate:
Come Through
Assimilate:
Come Along
NEEDS
Survival
Agitate:
Get Away
• Physical
Security
Autonomy
Transcendence
Abdicate:
Get Helpless
• Psychological
• Social
• Spiritual
Automate:
Get Stuck
Alienate:
Get Control
Behavioral Stage:
Leadership Style:
18 July 2006
Reactive
Directive
Receptive
Coordinating
Proactive
Monitoring
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Interactive
Consulting
Secondary
Crisis
50
Crisis Intervention
Techniques
18 July 2006
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Crisis Intervention Techniques
•
Creating Interpersonal and Group Rapport
•
Linguistic Empowerment and Language of Suggestion
•
Catharsis Facilitation
•
Critical Incident Debriefing and Focused Conversation
•
Suicide Risk and Referral Criteria
•
Building Group Resilience
•
Developing Transitional Communities
•
Avoiding Conflict Escalation
•
Caring for the Caregivers and Developing
Personal Resilience
18 July 2006
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Creating Interpersonal &
Group Rapport
•
Active Listening
•
Reframe Attitudes
•
Pacing
•
Use Adequate
Recognition
18 July 2006
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Rapport and Communication
•
Listen in such a way that
others want to talk to you.
•
Talk in such a way that
others want to listen to you.
Click to return to list
of Crisis Intervention
Techniques
18 July 2006
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54
Linguistic Empowerment
•
The use of linguistic
structures which facilitate
recollection of meanings
and increase our and other
people’s options.
•
Critical for the
development of personal,
group and community
potential.
18 July 2006
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55
4C’s of
Linguistic Empowerment
•
Correspondence
•
Capacity
•
Clarity
•
Coherence
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Correspondence:
Identify Responsibilities
Not Empowered: July’s goal has been met!
Empowered: The Region Five salesmen met
the goal for July!
N: Maria makes me feel guilty when I am late.
E: I feel guilty when Maria complains for me
being late.
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Capacity:
Recognize Options
N: I have to see Juan at 3:00.
E: I am going to see Juan at 3:00.
N: I cannot talk to you now.
E: I'd rather not commit myself in talking to you now.
Can we talk this afternoon?
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Clarity:
Agreed Meanings
N: Can you give me that “whatchamacallit” over
there?
E: Can you hand me the tape recorder that is in
the left drawer, please?
N: She is always “dissing” someone, showing no
respect!
E: I don’t like how she responds to the
customers!
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Coherence:
Consistent Messages
N: I want to sell more but competition is tough.
E: I want to sell more in spite of the tough
competition.
N: Don’t you think it would be better to do this
tomorrow?
E: I think it is better to do this tomorrow. What
do you think?
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Internal Empowerment
I can change
the way I talk
and think!
Example:
N: The noise in here does
not let me work.
E: I lose my
concentration when there
is so much noise.
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Dialogic Empowerment
•
Tracking
Clarify empowered
words by asking for
specific information.
•
Paraphrasing
In your own words,
restate what you
understood, in an
empowered way.
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Tracking
Ask specific questions to
clarify

Who?

When?

What?

Why?

Where?

How?
Examples:
Nobody helps in this office.
 Specifically, how would
you like us to help you?
The interview went well.

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What results did you get?
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Paraphrasing
Do you mean that…
is that right?”
Wow, she really is
listening. I think
she’s taking me
seriously.
Restate in your own words,
and in an empowered form,
what you understood.
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Dialogic Empowerment
Recommendations
Internally empower ourselves first;
otherwise, others perceive our
incongruity and we lose credibility.
While external empowering
techniques are excellent work tools,
their use can generate problems in
some interpersonal relationships
(family, couple, etc.).
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Language of Suggestion
18 July 2006
•
Linguistic
Presupposition
•
Implicit Question
•
Implanted
Suggestion
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Linguistic Presupposition
Examples:
18 July 2006
Do you want to
practice?”
vs.
Do you prefer to
practice today or on
Monday?”
Do you have hope
for...?”
vs.
What’s your hope….?”
Do you feel
guilty?”
vs.
Up to what extent do
you feel….?”
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Implicit Question
Examples
18 July 2006

“It would be interesting to know…..”

“I ask myself if…..”

“I don’t know if you would
like to tell me……”
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Implanted Suggestion
Examples:

“Do you want to tell me what….?”

“Could you explain me how.... ?”

“Do you want to move to....?”
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Techniques
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Catharsis Facilitation
•
Talk with the person
about his/her emotions.
•
Carefully choose an
appropriate time and
place.
•
Many people do not
want to express their
feelings.
•
Repressing feelings for
an extended period of
time often provokes a
secondary crisis.
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Be Alert for…
•
The stage of total denial lasting
more than one day
•
Any initial reaction that
extends beyond six months
•
Any dysfunctional pattern
that has become a habit
•
Any secondary crisis
that is not improving
•
Suicide threats and
especially attempts
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of Crisis Intervention
Techniques
71
Critical Incident
Management/Debriefing
Guidelines:
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
Situation

Actions/Behaviors

Learning

Continuity

Perspective
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Focused Conversation
•
Objective Level
•
Reflective Level
•
Interpretive Level
•
Decisional Level
Stanfield, R. Brian
1997, ICA, Toronto
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Suicide Risk &
Referral Criteria
•
Chronic lack of sleep (total
insomnia)
•
Personal or family history of
suicide attempts
•
Chronic illness or handicap
•
Desperation or hopelessness
•
Hallucinations (voices or
visions) that give
commands
•
An increase in drug abuse
or alcoholism
•
Openly expressed opinion by
relatives or friends that it
would be "better" (because
of handicaps, etc.) if the
person died
•
Loss of several or all of
their loved ones
•
Suicide-related behaviors
•
Suicide threats
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Techniques
74
Building Group &
Social Resilience
Derivation

Physics: elasticity, buoyancy, the ability to
quickly return, often stronger, to the original
shape

Biology: survival of the most resilient (Darwin)

Sociology: observations and studies of
o Children
o Adults
Families
o Groups
o
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Social & Group Resilience
“The ability to face
internal or external
crisis and not only
effectively resolve it but
also learn from it, be
strengthened by it and
emerge transformed by
it, both individually and
as a group.”
Brenson-Lazan, 2003
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Factors in
Developing Resilience
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Personal Development
How does a group stimulate & reinforce personal
development of each member?
18 July 2006

Enhances a sense of personal identity and
role

Maintains perceptual and behavioral
flexibility

Provides self-awareness and self-correction

Reinforces self-esteem and self-confidence
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Interpersonal Development
How does a group create and reinforce
effective interpersonal synergy?
18 July 2006

Values diversity

Listens with empathy

Participates and dialogues

Demonstrates mutual affection,
forgiveness and self-help
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Vision
How does the group develop its direction?
18 July 2006

Creates a set of shared values

Envisions a promising future

Integrates individual goals and
aspirations
with those of the group
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Strategic Thinking
How does the group determine its mission and
the competencies necessary to achieve it?
18 July 2006

Sets realistic goals

Elaborates strategies to achieve them

Promotes group reflection, introspection
and self-correction

Constructively and creatively resolves
challenges, problems and conflicts

Asks for help when it is needed

Monitors, measures and
evaluates results
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Developing
Transitional Communities
•
•
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Facilitate activities that help
form new structures for
emotional support

Self-supportive groups

Cultural and recreational activities

Organization of the shelters for
displaced people

Self-administration of the shelters
Assure and mentor a leadership
style appropriate for the level of
development within the new
social structure.
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CADI: Facilitating
Self-Help Communities
“The CADI is a small group of people who agree
to form a community of holistic selfdevelopment both personal and professional,
with a Group Mentor-Facilitator.”
Brenson, Sarmiento & Rodas, 2001
Characteristics:
Purpose
Communication
Identification
Image
Governance
Sub-groups
Environment
Trust
Exchange
Participation
Borders (Limits) History
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How Does Conflict Arise?
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The Process of Conflict
GOAL
2
GOAL
1
NEED
1
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NEED
2
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Process of Conflict Escalation
DISCOUNTING
INFLEXIBILITY
•
•
•
Hardening
Persuasion
Manipulation
Responds best to
conciliation
•
AGGRESSION
Polarization (us vs. them)
•
•
Loss of respect
•
Threats
Responds best to
conciliation or mediation
•
•
Verbal Aggression
Physical Aggression
Destructive Behaviors
Responds best to
mediation or
binding arbitration
Adaptation of F.Glasl by Gnass-Brenson, 1998
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Verbal Expressions of Conflict
•
Hardening:
“I know I´m right."
•
Persuasion:
“I have to convince them
that I am right."
•
•
18 July 2006
Manipulation:
“I´ll do whatever is
necessary to show that
they are wrong."
Polarization:
“Those of us that know I
am right are now all
together."
•
Loss of Respect:
“It isn´t even worth talking
to them."
•
Threats:
“We have to dominate
those that are not with us."
•
Verbal Aggression:
"That person is a #%$*&!"
•
Physical Aggression:
“Take this!"
•
Destructive Behaviors:
“I may lose but I´ll take
some of them with me."
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Dynamics of Intervention
P1
P1
P1
F
F
F
P2
P2
1
2
P2
3
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Caring for the Caregiver
•
Know your personal limits.
•
Practice active grieving.
•
Maintain a strong support
network.
•
Generate more endorphins
and reduce cortisol.
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Cortisol
A hormone secreted
by the adrenal glands
in response to any
kind of physical,
emotional or
psychological stress
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Endorphins
A chemical substance
that creates feelings of
well-being and
stimulates the
immunilogical
system.
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The Constant Battle
•
Our attitudes, thoughts,
feelings and behaviors
can generate Endorphins
and Cortisol.
•
Endorphins and Cortisol
destroy each other.
•
Therefore it is not enough
to just lower Cortisol or
raise Endorphins.
•
Both must be done
simultaneously.
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How We Generate Cortisol
Mentally:
Physically:

Nutritional imbalance

Negative thoughts

Smoking (directly or
indirectly)

Repression of emotions

Stubborness or Inflexibility

Mockery and belittlement

Excessive use of alcohol
Socially:
Spiritually:

Arguments

Spiritualization

Telling and hearing lies

Dependence

Negative Recognition

Escapism

“Stuck” Relationships
Excessive proselytism

Excessive competition

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How We Generate Endorphins
Physically:
 Exercise
 Massage and touching
 Orgasmic sexual relations
 Deep Breathing
 Balanced Diet
Socially:
 Dialogue
 Family Networks
 Give and receive positive
unconditional “strokes”
 Participation and
Consensus
 Good friends
18 July 2006
Mentally:
 Smiling and laughing
 Positive Thinking
 Alpha-stimulating
relaxation
 Using creativity
 Flexibility
Spiritually:
 Prayer and meditation
 Connecting with Nature
 Singing and Dancing
 Samaritan Syndrome
 Defined and lived values
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Personal Resilience
…is the combination of:
 The innate human capacity to face adversity
and resist destruction
 The willingness to evolve and develop oneself
in spite of adverse conditions
 The use of the adversity itself to learn and
transform oneself
Stefan Vanistendael, 1994
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Caregiver Transition
Productivity
& Self-Esteem
TRANSFORMATION
TRAUMATIC
EVENT
DENIAL
PSEUDOTRANSITION
PROCESS OF
COMMITMENT
TO CHANGE
INITIAL
REACTIONS
Expressed
Hidden Zone
Decision to try
new options
Decision to
abandon the process
TIME
Actual State
18 July 2006
Unfreezing
Transition
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Refreezing
Desired State
96
•
Through our support of volunteer facilitators
worldwide, Global Facilitator Service Corps helps
build the capacity of communities to work through
their challenges and create sustainable solutions.
•
GFSC believes that people and communities are
capable of self-determination and that facilitation is
an effective catalyst to build, rebuild and sustain
self-reliant communities.
•
By sharing our knowledge, experience, and caring,
we enable communities and the institutions that
serve them, to identify and achieve their goals.
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