Page 165 - EMCAPP-Journal No. 14

Those who are attracted to the field of humanitarian work are frequently adept at providing for the
needs of others. When their own needs arise, it can be quite alluring to diminish or deny that they
need time off for rest and recuperation. Instead, they push themselves past their own limitations,
which leads to a cascade effect ending in resentment, cynicism, irritability, frequent illnesses and an
‘us-them’ mentality.

Furthermore, the widely held stigma that seeing a mental health professional means that one is ‘crazy’,
keeps many people from seeking help. Additionally, those suffering from stress and trauma symptoms
may not trust that the mental health professional will maintain confidentiality. One of the authors
was contracted as an external mental health professional for volunteers in a large organization who
were suffering from symptoms on a continuum from anxiety to trauma. She was consistently asked
by each volunteer who came for therapy, if what they revealed in session would be shared with the
organization.

Many who experience stress, burnout or trauma symptoms may nt be aware that there are tools that
will effectively relieve the distress. Through the use of EMDR and stabilization techniques such as
these taught by Capacitar International, one of the authors has witnessed numerous clients’ deep sen-
se of relief, soothing and safety after having suffered from nightmares, irritability, a constant sense of
confusion or hypervigilance for months or sometimes years. Sadly, some organizations only respond
when staff has reached a crisis level and can no longer perform their duties, leading to costly interven-
tions such as evacuations and hospitalizations.

4. Organizational Culture and Management Practices

“[T]he most stressful events in humanitarian work have to do with the organizational culture, ma-
nagement style and operational objectives of an NGO or agency rather than external security risks or
poor environmental factors. Aid workers, basically, have a pretty shrewd idea what they are getting
into when they enter this career, and dirty clothes, gunshots at night and lack of electricity do not sur-
prise them. Intra-and inter-agency politics, inconsistent management styles, lack of team work and
unclear or conflicting organizational objectives, however, combine to create a background of chronic
stress and pressure that over time wears people down and can lead to burnout and even physical
collapse… Our findings suggest that strong relationships afford the best protection in traumatic and
stressful environments.” Fawcett (2003, page 6)

If poor management, lack of peer support and isolation are among the chief causes of stress for hu-
manitarian workers, then building organizational capacity, trust, and increasing loyalty to those who
are often putting their lives on the line would be some of the most critical strategies to increase both
institutional and personal wellbeing.

The Antares Foundation has created a consensually-derived, core set of Guidelines to help organi-
zations manage stress in humanitarian workers (eight principles; see the diagram below). The eight
principles are:

1. Creating a clear policy of how to prevent and address stress
2. Regular screening and assessing, before, during and after placement
3. Adequate preparation and training
4. Ongoing monitoring
5. Ongoing support
6. Crisis support and management
7. Practical, emotional and culturally appropriate support at the end of assignment

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