Building a Resilient Workforce Opportunities for the Department of Homeland Security: Workshop Summary (2012) / Chapter Skim
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5 Resilience Programs and Interventions
5 Resilience Programs and Interventions
Pages 95-124
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Dr. George Everly from Johns Hopkins Bloomberg School of Public Health and the Resiliency Science Institutes presented an overview of his work on resilience.
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Army's Comprehensive Soldier Fitness Program was born in response to the prevalence of post-traumatic stress disorder (PTSD) and an increase in suicides among army personnel.
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The CSF model uses four program components or pillars to measure fitness domains and to train individuals and groups: 1. The Global Assessment Tool (GAT)
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The program is focused on resilience and performance enhancement, and the elements taught are more expansive than interventions that just focus on doing something after an individual has a negative psychological, physical, social, or professional outcome. The focus of the GAT, the Comprehensive Resilience Modules, the Master Resiliency Trainers, and the Institutional Military Resilience Training is to promote long-term resilience and enhance performance.
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After deployment, people that have very low GAT scores have a significant increase in reported symptoms in their post-deployment health assessment. Master Resilience Trainers The MRT is a 10-day course intended to teach skills that increase positive adaptive psychological fitness, and it includes a foundation in how to deal with conflict, communication problems, and so on.
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Modules Comprehensive Resilience Modules are online video modules developed by experts in various fields. Many of the video modules are very similar to the materials taught in the MRT courses.
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Soldiers whose GAT scores are in the bottom 25th percentile have a 2- to 10-times higher likelihood of negative outcomes, are less likely to complete training, and are more likely to have other types of undesirable behaviors such as drug use and suicide. Individuals with high psychological fitness are more likely to complete the training and less likely to develop PTSD after a traumatic event.
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Army Medical Research Materiel Command at Fort Detrick, Maryland. He works on a broad research portfolio that includes psychological health and resilience.
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The school lunch program was a long-term effort to build a strong population in order to ensure a strong military in the future. The nation is faced with a similar long-term problem with resilience today.
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Although he is no longer working on the CSF program he believes it is the most comprehensive resilience development effort in the DOD. There were no best practices at the time the CSF was developed, and as a result the CSF was rolled out without being validated.
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They are also better able to recover from mental health and physical health challenges. Although the term the GAT uses is psychological resilience, Castro prefers emotional resilience.
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Individuals that commit suicide are often described by their peers as strange or oddball and as not fitting in. Castro believes that it is possible to target individuals more effectively if it is acknowledged that they have responsibility for their own mental health and physical health.
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. In particular, the resources from NIOSH and FEMA have assisted in developing and implementing workforce resilience programs for first responders, primarily firefighters, and paramedics.
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Beaton discussed an online training course on disaster behavioral health that he helped to developed with staff at the Northwest Center for Public Health Preparedness. Thus far a total of 850 people have completed this online training.1 Such online trainings can be offered to an entire workforce, accessed anonymously.
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Lesson 3: Understanding the Culture Beaton asserted that it is vitally important to recognize the primacy of organizational culture when developing and implementing a workforce resilience program. To build a culturally appropriate program it is necessary to understand the culture.
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Although both types of leaders are necessary, it is important to recognize that they prosper in very different types of situations. In one intervention with a fire department in Washington State, one of the leadership training components was focused around the concept of "leader match." The leaders were asked to self-assess their style and then think of situations that matched their leadership style.
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Effective leaders are more resilient and can improve the morale and performance of their subordinates and enhance their subordinates' resilience. Lesson 5: Physical Fitness Matters A wellness/fitness program funded by FEMA included multiple assessments and interventions including a baseline physical assessment, physician exams, and testing such as lipid panels.
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. RESILIENCY SCIENCE INSTITUTES George Everly is an associate professor of psychiatry at Johns Hopkins Bloomberg School of Public Health and the executive director of Resiliency Science Institutes at the University of Maryland, Baltimore County, training centers.
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The idea of resilient leadership was to use leadership as a mechanism not only to enhance compliance or followership but also to enhance resilience of individuals through enhancing the culture. In developing the course, Everly did not focus on what successful leaders do; instead he looked at leaders held in high regard by those that followed them when things did not go well.
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More than 600 people registered for the course the first year, 550 the second year, and 600 the third year. A shortened version of the same resilient leadership course was used at the FBI National Academy in Quantico for 3 years.
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He noted that to understand this component it is necessary to move to qualitative analysis. Everly quoted Henry Murray: "There is nothing so powerful as a well-phrased question," and David McClelland: "The purpose of psychological testing is to ask a question that uncovers the essence of the person." To identify resilient people Everly's group developed a questionnaire and fielded it with various groups, including deep undercover federal agents, members of SWAT teams, and Navy SEALs.
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Leadership is a mechanism to engender a culture of resilience. When Everly and his colleagues looked at the role of poor leadership in direct effects models they found burnout, job dissatisfaction, poor performance, and turnover intentions were related to the stressors of role conflict, role ambiguity, suboptimal leadership, and role overload.
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Honor in authentic leaders is exhibited by being confident and optimistic and possessing a high moral character and ethical reasoning. Strength in leadership provides purpose, motivation, and the ability to be decisive in highly stressful conditions.
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The Resiliency Sciences Institute training program is housed at the University of Maryland, Baltimore County. The certification in resilient leadership teaches three components of resilient leadership: the resilient leadership characteristics, the resilient moment communications model, and how to develop "psychological body armor." RESILIENCE PROGRAMS PANEL DISCUSSION Evidence-Based Approach Planning committee member and panel moderator Joseph Barbera noted that several presentations discussed correlations in the data and potentially implied a direct cause-and-effect relationship.
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Core Program Components Planning committee chair James Peake noted that DHS is developing a common strategic core for resilience programs and asked the speakers what program components they felt were required in order to have an effective resilience program, and how those components could be scaled up overtime. Castro responded that a chapter he authored with Dr.
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They have clear opinions about mission success. Beaton commented that in his work with the fire service, it took years of working with the fire service, the unions, and the state council before they trusted the researchers enough to even allow the surveys to be administered.
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Program Design and Evidence Building A workshop participate asked Castro to discuss the development of the CSF program and the ongoing program evaluation and evidence development supporting it. Castro noted at the time the Army started working on the program design there was very little evidence base in this field.
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For instance, an appreciation for the psychological factors within the fire service has changed overtime. Everly added that if a culture is toxic, then it needs to change.
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Series of resiliency trainings offered on site. Everett Fire Training Center, Everett, WA.
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2005. Tacoma Fire Department wellness-fitness outcomes.
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