Crisis Intervention

A crisis might be described as an event (usually unexpected) that generates a high degree of uncertainty and may even threaten to overwhelm us. It almost invariably produces heightened levels of anxiety, and may induce panic. As these and other strong emotions are unleashed, the capacity to think rationally can be severely compromised. Moreover, the stress that one feels internally can have physical symptoms, including sleeplessness, irritability, exhaustion, panic attacks, skin rashes, diarrhoea, and chest pains.

What does ministering to a person or persons in crisis involve? While it is difficult to come up with a process that covers every crisis that one might encounter, we might identify the following 10 general elements:

 

1. Providing a non-anxious presence: Inviting the person to talk over a cuppa, listening deeply to what is said, responding empathetically, asking appropriate questions, offering to pray – these are all things that can help ease crisis-induced anxiety.

2. Knowing the person(s) you’re dealing with: Are they known to you? Are they generally credible? Is there anything in what they are saying or in how they are presenting themselves that indicates a possible mental breakdown or mental health problems? Is there anything in what you are being told that you feel you ought to verify?

3. Analysing the crisis: What are the contributing factors? What are the real issues, not just the presenting issues? What are their effects? Who is affected?

4. Identifying and assessing risk: Are there issues of personal safety at stake? Does the crisis potentially involve criminal proceedings? Is it something that is likely to attract media attention? Note: If criminal proceedings and/or media attention are a possibility in relation to a crisis involving somebody with a significant ministry role or profile in the church, advice should be sought from the Assembly Office as soon as possible.

5. Formulating a response to the crisis in consultation with the person(s) suffering it: What needs to be done right now, and by whom? What strategies need to be put in place for dealing with underlying causes and longer-term effects? Is a plan for managing risk needed? What might the Spirit be saying in the midst of all this?

6. Involving others: Who needs to be consulted or involved? What specialist help might be needed? What support structures (including prayer support) need to be put in place? How might the church, as a community of faith and pastoral care, help?

7. Integrating faith and action: What prayers, scriptures, symbolism and rituals might be helpful in providing a biblical and theological framework for interpreting what is happening and for processing feelings associated with the crisis?

8. Communicating: Which persons, agencies and/or stakeholder groups need to be informed? What do they need to be told? What should they not be told?

9. Following up: Regular contact throughout the period of the crisis and subsequent to the crisis affirms the importance of a relational approach to crisis management. But avoid so much contact that you create a dependent relationship.

10. Looking after yourself: Be aware of the toll that crisis-ministry can have on your own emotional wellbeing and energy levels, especially if your involvement is likely to be ongoing. Take appropriate steps to look after yourself.

One of the unfortunate things about crises is that they often come upon us at the most inconvenient of times, sometimes in the middle of the night. In these situations the immediate focus of your care (often over the phone) will be on providing that non-anxious presence, assessing the urgency of the situation, ensuring the person is safe, possibly referring them to the police, hospital or an emergency counselling service like Lifeline, and setting up a process for dealing with the situation the following day or week. It pays to have a list of emergency numbers on hand.

For further reading: Howard Stone, Crisis Counselling: Caring for People in Emotional Shock, Revised Edition, Augsburg Fortress Press, 1993

Have you any experience of ministering to someone suffering a crisis? What lessons did you learn? What would you add or change in relation to the above list?

Much of what is covered above relates to handling crises of a personal nature. Occasionally, however, church ministers and leaders will be expected to respond to crises that involve entire communities, as with the Canterbury earthquakes or the Pike River mine disaster. In such situations, the following checklist of things to think about might be helpful:

1. Assess as best you’re able the scope and initial impact of the crisis on (a) yourself and your family; (2) your church community; (3) the wider community. Begin to think about appropriate responses of care and support for each of those groups. Be aware that if your own family is affected by the crisis you will have a difficult balancing act between attending to personal needs and fulfilling your vocational and professional role in ministry to and for the church and the wider community.

2. Call your church leadership team together as soon as possible to help you reflect on the above and to formulate suitable responses. Such responses might include an immediate phone around and/or visit of all parishioners to see how they’re doing and to set up a network of communication, prayer, care and support.

3. Consult with ministers and leaders of neighbouring churches, as well as denominational colleagues (including Presbytery Moderator), to see how their communities of faith are faring and to explore the possibility of a combined (ecumenical) network of prayer, care and support for the wider community.

4. Consult with Civil Defence, local government officials and government agencies as needed.

5. If your church buildings are usable, consider making them available as community centres and sanctuaries of prayer. Organise prayer vigils and services of worship as appropriate.

6. Determine what channels of communication need to be established and maintained. If media interest is a possibility, appoint a media spokesperson, consult with the Assembly Office’s communication department about a media strategy, and keep your Presbytery Moderator informed.

7. Be aware that a crisis will likely have immediate, medium-term and long-term phases, consequences and dimensions. Pace yourself accordingly. As the urgency of the initial crisis passes and your heightened adrenalin levels return to normal you are likely to experience delayed exhaustion, and as you look at all the things that have to be done to recover from the crisis and build for the future you will possibly feel overwhelmed by the magnitude of the task. Self-care strategies, including supervision, collegiality, regular time out and perhaps a holiday, are vitally important during this transitional stage.

 As you reflect on ministering in a context of a community crisis, is there anything you would change or add in relation to the above list?