These tips are not intended to become scripts for debriefings – don’t memorize, use your own words. It is essential to “keep it real” as a debriefer. People will figure out quickly if you aren’t speaking from your heart.

Sometimes, the hardest part of a debriefing is just making it happen! People are reluctant, they think the incident wasn’t so bad or they believe they can get through it on their own.

In the aftermath of a truly major incident, focus on basic needs first – shelter and food.  After four Oakland police officers were killed in the line of duty one day, the Oakland Fire CISM Team responded by setting up a barbecue at the OPOA building.  This create a safe environment – away from the public and press – for people to be together and if they wished, to defuse informally with each other.  When you provide food, ask what kind of food the affected personnel would like; as always, giving people choice returns to them a sense of control.

“Debriefings are automatic, not mandatory.” This means that whenever there is an event that meets the criteria for a critical incident, a debriefing is scheduled automatically, but attendance is not mandatory.

“Even though you might not need this, it would be great if you could be there so that others could understand the incident from your point of view.”

“We debrief the small incidents so that we are ready when the big ones hit.”

“Sometimes the hardest part of an incident is what might have happened.” (See Acknowledgment tips for examples.)

“Instead of a debriefing, how about a short class on CISM, so that you’ll be better prepared to support others?” This can work well when the affected personnel are in the caring professions – psychologists, teachers, social workers, etc – and imagine that they are already experts on stress. In reality, every CISM class is an opportunity for a debriefing.

“In order to create a safe environment, we ask that command staff be debriefed separately.”