Page 166 - EMCAPP-Journal No. 14

8. Clear policies on post-assignment support
Although this information is widely available and understood, there is still a need for more organiza-
tions to provide sustainable financial and human resources to implement these practices focusing on
prevention rather than costly crisis intervention.

Managing Stress in Humanitarian Workers (five languages), Antares Foundation

SUMMARY: STRESS AND SUPPORT FOR HUMANITARIAN WORKERS
Recognizing Strengths, Vulnerabilities, and Resources

“Communities and people affected by crisis receive the assistance they require from competent and
well-managed staff and volunteers.” Core Humanitarian Standard, Principle 8

s
o
o
er
p
s
er
l
l
r

n
n
a
a
p
t

j
t
n
o
o
j
t
t

s
u
u
s
ies.

H
ies.
li
t
t
H
n-
n
-
a
um
um
a
li
p
o
o
p
r
es
es
n
b
i
i
b
n
si
si

s
s
in
g
g
t
es
es
s
t
r
r
M
a
a
1. Share the responsibility. Managing stress and trauma are not just personal responsibilities. Human-

M
n
g
g
in
n
a
a
s
a

a
um
um
a
a
e

n
r
r
e
n
n
d

a
a
d
ra
ra
t

t
itarian organizations must also accept some major responsibilities, not the least of which are recogniz-
ing and treating stress and trauma, ensuring healthy organizational practices, and integrating stress
management and resilience-building capacities across the organization and throughout all phases of
humanitarian involvement.
2. Model health. In some humanitarian settings, the worst stressors have to do with the culture of
the organization and management style rather than security risks or lifestyle demands. Hence field
leaders and managers can support their teams through more effective leadership styles, management
practices, and their own behavior.
3. Defuse stigma. Humanitarian workers can be reluctant to seek help. Both during deployments or
164