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  • 6 - Debriefing with emergency services: Critical Incident Stress Management

  • from Part II - Debriefing: models, research and practice
  • Edited by Beverley Raphael, New South Wales Health Department, Sydney, John Wilson, Cleveland State University
  • Book:
    Psychological Debriefing
    Published online:
    06 January 2010
    Print publication:
    12 October 2000, pp 91-107

  • Summary

    This chapter focuses on Mitchell's model of Critical Incident Stress Management (CISM) and Critical Incident Stress Debriefing (CISD) in emergency service agencies. CISM has all of the characteristics of a crisis intervention model. Knowledge about recovery from trauma is growing. Organizational problems in which the CISM programme is not accepted by the organization or unduly conflicts with existing support services. The essential elements of debriefing needs to be seen within a time context and within a framework that considers the individual and his or her interaction with others, including a debriefing, the immediate social and work support network and the broader community. Emergency services continue to lead the field with respect to trauma management in the workplace. It is important that constructive forums for discussion and writing be developed and maintained so that new developments can be described and improved evaluation research implemented.