An In-Depth Guide to Operational Debriefing and Critical Incident Stress Debriefing

 
 
 
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To explain the principles of debriefing
 
To introduce you to the Met’s approach to
operational debriefing
 
To enable you to identify if the approach could
apply in your organisation.
 
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Provides individuals with a chance to have their say
Provides an opportunity to learn from others
 
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Listen to each others’ points of view
Understand the reasoning for actions/behaviour
Promotes collective learning
 
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Improved service delivery
Improved performance
Improved service to families/communities
 
Operational
 
 Operational not
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 Any incident (not
necessarily traumatic)
 
 Aims for practical
change and future
improvement
 
Psychological
 
 Critical Incident Stress
Debriefing (CISD)
 
 Traumatic events,
often with significant
loss of life
 
 Aims to reduce
psychological after-
effects
 
Unusual or new approach was needed in an
incident/operation
 
High profile and/or sensitive incident
 
Range of external stakeholders/ partners
involved
 
Particularly successful or problematic
 
Relatively quick – on average 1½ hours
Common sense method
No specific equipment
Flexible and scalable
Method focusses on learning & generating new
ideas for personal & organisational
development
Non attributable feedback
 
Sponsor
 
De-briefer(s)
 
Participants
 
Note Taker(s)
 
3 Stages:
1.
Preparation for the de-brief
 
2.
The de-brief
I.
Setting the Scene
II.
Sharing and discussion
III.
Closing
 
3.
Report writing and sign off
 
 
To establish an understanding of the incident
To identify the key issues relating to the
incident
To agree the logistics of the debrief:
Date and times
Venue
Participants
 
Your role
Not here as a police officer
Here to facilitate and gather information
Aims and objectives of the session
Length of session
Ground-rules
Open environment for honest exchange
Not about rank or band or seniority.  Everyone’s view is valid
Not about blame-seeking
Non-attributable
Focus on learning and identifying improvements
Explanation of process
Explanation of what will happen with the information
Any questions or concerns
 
 
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Participants do not need to comment on all
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Key issues related to the incident
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Identification of less effective aspects x 3
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Identification of effective aspects x 3
-
What worked really well?
-
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-
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Manage the discussion by:
Ensuring everyone has a chance to speak
Not letting strong characters dominate the session
Keeping the discussion flowing by bringing in other participants
Does anyone else have a similar point?
Asking probing questions:
To gather more in-depth information/get under the surface
Use ‘Who’, ‘What’, ‘’Why’, ‘How’, ‘Where’, ‘When’ questions.
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Summarise and Next Steps
 
Thanks
 
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Quantifiable
 
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Diplomacy and tact but without losing meaning
 
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Recommendations must be:
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Consider sending to participants to confirm
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Send on to Sponsor for final sign off and
agreement to how it is progressed
 
Where relevant, send a copy to stakeholders
 
    
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Dive into the world of operational debriefing and critical incident stress debriefing, exploring their principles, benefits at individual, team, and organizational levels, and techniques like CISD. Discover how these approaches facilitate learning, improve service delivery, and reduce psychological after-effects. Explore stages like preparation, setting the scene, discussion, and closing, with a focus on understanding incidents and generating new ideas for personal and organizational growth.


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  1. Experience: that most brutal of teachers. But you learn, boy do you learn. A Guide to Operational Debriefing

  2. To explain the principles of debriefing To introduce you to the Met s approach to operational debriefing To enable you to identify if the approach could apply in your organisation.

  3. Individual level Cathartic Provides individuals with a chance to have their say Provides an opportunity to learn from others Team level Listen to each others points of view Understand the reasoning for actions/behaviour Promotes collective learning Organisational level Improved service delivery Improved performance Improved service to families/communities

  4. Operational Psychological Operational not welfare perspective Critical Incident Stress Debriefing (CISD) Any incident (not necessarily traumatic) Traumatic events, often with significant loss of life Aims for practical change and future improvement Aims to reduce psychological after- effects

  5. Unusual or new approach was needed in an incident/operation High profile and/or sensitive incident Range of external stakeholders/ partners involved Particularly successful or problematic

  6. Relatively quick on average 1 hours Common sense method No specific equipment Flexible and scalable Method focusses on learning & generating new ideas for personal & organisational development Non attributable feedback

  7. Sponsor De-briefer(s) Participants Note Taker(s)

  8. 3 Stages: Preparation for the de-brief 1. The de-brief I. Setting the Scene II. Sharing and discussion III. Closing 2. Report writing and sign off 3.

  9. To establish an understanding of the incident To identify the key issues relating to the incident To agree the logistics of the debrief: Date and times Venue Participants

  10. Your role Not here as a police officer Here to facilitate and gather information Aims and objectives of the session Length of session Ground-rules Open environment for honest exchange Not about rank or band or seniority. Everyone s view is valid Not about blame-seeking Non-attributable Focus on learning and identifying improvements Explanation of process Explanation of what will happen with the information Any questions or concerns

  11. Poster size Bespoke Key issues related to the incident Not restrictive/exhaustive Participants do not need to comment on all issues Enables participants to see the main clusters and patterns

  12. Support and welfare Team working Decision making Information and document management Communication, press and media Staffing and resources Work/life balance Risk Security and vetting Costs, budgets and finance Legal advice and support assessment and management Terms of reference Physical and organisational location of team Relationships with external Inquiry Internal and external partnerships

  13. Team working Witnesses Links with previous incidents Decision making CCTV Leadership and management Video identification Legal issues Roles and responsibilities Community, cultural or diversity issues Forensics Welfare and well-being Intelligence Family liaison Resources, equipment and logs Staffing and workload Press and media Communication and information sharing Relationships with borough HOLMES/MIR

  14. Poster size Bespoke Key issues related to the incident Not restrictive/exhaustive Participants do not need to comment on all issues Enables participants to see the main clusters and patterns

  15. Identification of less effective aspects x 3 What did not work so well? What were you unhappy with? What problems did you experience? - - - Identification of effective aspects x 3 What worked really well? What examples of good practice can you identify? What were you particularly pleased with? - - -

  16. Manage the discussion by: Ensuring everyone has a chance to speak Not letting strong characters dominate the session Keeping the discussion flowing by bringing in other participants Does anyone else have a similar point? Asking probing questions: To gather more in-depth information/get under the surface Use Who , What , Why , How , Where , When questions. Who made that decision? What was the impact (on the family/the team/the borough/on progress)? Why were you asked to re-interview the witness? How many members of the team were involved? Where did you get that information? When did that happen?

  17. Key final question Identification of improvements for the future x 3 - What would you do differently next time? - What ideas do you have for improvements? Summarise and Next Steps Thanks

  18. Reduces group influences Reduces affect of hierarchy/seniority Everyone has a chance to have their say Visually see clusters of effective and less effective areas Build from less effective to effective Quantifiable

  19. Report Structure Incident summary Debrief details Effective aspects Less effective aspects Recommendations for change Writing up the information Quantify each point based on the number of times the issue was raised on the post-it note and show in brackets after each point. e.g. The team established a very good working relationship with Counsel who was responsive to the needs of the team, helpful and friendly (4) Diplomacy and tact but without losing meaning

  20. Recommendations should explain how identified improvements can be made Recommendations should be evidence based. In this case, based on information collected during the debrief Recommendations must be: Specific, clear and direct NOT We need to improve training for Senior Investigators INSTEAD Unit X to introduce media training by (date), particularly on appeals, updates and following court judgements. This will increase the confidence of Senior Investigators when they have to deal with the press and media and improve the effectiveness of the messages they are trying to deliver. Recommendations should answer these questions: What needs to be done? Why does it need to be done? How is it to be done and by whom? When does it need to be done?

  21. Consider sending to participants to confirm details of their recommendations, but not to add new information Send on to Sponsor for final sign off and agreement to how it is progressed Where relevant, send a copy to stakeholders

  22. ?

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