| Jim Burtles worked for several years as Principal | | | | best solutions on imaginary events in the future. |
| Consultant with Safetynet PLC, where he taught | | | | Through practicing in a safe, risk-free environment |
| business executives how to cope with, and plan | | | | they are able to develop the confidence to face |
| for, minor emergencies, disasters and absolute | | | | the future and what it may hold. They will feel |
| catastrophes ranging from a faulty air-conditioning | | | | they are able to regain control of themselves and |
| system to the aftermath of major earthquakes | | | | their emotions under stressful conditions. This |
| or terrorist attacks. In his current role, as a | | | | completes the process and provides complete |
| Director of Total Continuity Management, he is | | | | relief from their fears of the unknown. They can |
| now working with senior executives of | | | | go out and face the world once more. |
| international corporations and government | | | | Tyler: Will you tell us a little bit about how these |
| departments to help them develop complete | | | | sessions are held? Do you do individual counseling, |
| emergency response plans and processes which | | | | or group counseling for a business when they |
| include appropriate counseling and training | | | | undergo this kind of event? If you are called in to |
| programs to cope with emergency situations. | | | | deal with the aftermath of a crisis, what are the |
| Tyler: Welcome, Jim. I'm glad you could join me | | | | steps that happen and how is it all organized? |
| today. To begin, tell me a little bit about how you | | | | Jim: Tyler, I am sure you will appreciate that each |
| became involved in crisis management? Did you | | | | situation has to be approached with an open mind |
| always intend to have a career in this field? | | | | so there is no prescriptive way of responding to a |
| Jim: To be honest I was fortunate enough to | | | | crisis. However, I can describe a typical response |
| have stumbled into crisis management. In other | | | | for you. |
| words I didn't come to the subject with any | | | | Obviously the first step is to ensure the event is |
| pre-conceived notions or prior knowledge. I was a | | | | over, or under control, and everybody is safe |
| research engineer who had evolved into a | | | | before we intervene. Health and safety is of |
| computer engineer with a reputation for rescuing | | | | primary importance. |
| and restoring equipment after disastrous events | | | | Where it is practical, I prefer to start the process |
| such as lightning strikes, floods and fires. Mostly it | | | | with what I like to call an opportunity meeting |
| was a matter of thinking on one's feet under | | | | which is a lightweight form of group counseling. |
| strange circumstances or making it up as you | | | | Working with business units or departments of |
| went along. I suppose I could claim I was | | | | people who are familiar with each other and who |
| self-taught because there was usually no-one else | | | | share the same accommodation, we explain how |
| to turn to. | | | | it is perfectly natural to experience some reaction |
| Somehow I managed to get a reputation for | | | | to such an event and that we are there to help |
| performing well under pressure; consequently I | | | | them to learn to deal with these reactions. Then |
| was wheeled in whenever there was a major | | | | we ask each of them to describe what happened. |
| incident and so I began to establish myself as a | | | | During this session we watch for any signs of |
| specialist in what we used to call disaster | | | | special needs amongst the participants. If we spot |
| recovery work. As time went on I became more | | | | someone who appears to need extra help, we |
| interested in the bigger picture which meant | | | | deal with them off-line after the meeting. |
| dealing with the people. | | | | At the end of this meeting, we offer everybody |
| However the irregular and unsociable hours of this | | | | the opportunity to speak directly to a counselor in |
| type of work led to a broken marriage and some | | | | private. We also offer them the opportunity to |
| serious personal problems. These were resolved | | | | attend further similar meetings where we will |
| by an ad-hoc mixture of acupuncture and | | | | continue with the Restabilization process. |
| counseling. This caused me to realize how the | | | | If the event has not revealed or produced any |
| incidents I was called to were capable of | | | | severe symptoms amongst the group we can |
| producing traumatized or disturbed people. | | | | usually continue to work with them as a group. |
| (Including me perhaps, although I am not sure I | | | | Apart from speeding up the process, this |
| would have been prepared to admit this at the | | | | approach has the advantage of sharing their ideas, |
| time). | | | | thoughts and concerns. This has a powerful |
| I was already beginning to think of moving away | | | | bonding effect so we end up with a better team |
| from the transient technical-based issues to the | | | | spirit than before the event. |
| rather more durable people-based issues. There | | | | Often, the event has only had a direct effect on |
| were operational, management, procedural and | | | | one or two individuals. In this case, we offer the |
| personal perspectives to every major incident and | | | | victims the opportunity to have an interview with |
| I wanted to make a contribution. | | | | a counselor. During the interview, assuming they |
| Soon I found myself taking responsibility for what | | | | turn up, we describe the Restabilization process to |
| you might call the crisis management aspects of | | | | them and offer them the chance to try it. If they |
| what was happening around me. Once again, I | | | | want to go ahead we can start the first session |
| found people looking to me for help and support | | | | straight away or arrange an appointment. Usually, |
| which I willingly gave. I hadn't followed any | | | | they like to get started straight away. |
| particular career path but apparently I had arrived | | | | Irrespective of the number of people involved, or |
| at a destination where I was both welcome and | | | | the choice of group or individual counseling, we |
| comfortable. | | | | always explain that Restabilization involves four |
| Tyler: That's fascinating, Jim, especially because | | | | meetings or sessions which will be completed over |
| you used your own "traumatic" experiences to | | | | the next couple of days. I think it is important to |
| help others. Looking back now, do you wish your | | | | dispel the idea that they might be attending |
| journey to where you are today had been | | | | counseling sessions for weeks or months on end. |
| different, or do you feel grateful for even the | | | | Usually, when I am called in to deal with one of |
| bad because of where it has led you? | | | | my regular clients the staff will already be aware |
| Jim: I take full responsibility for what has | | | | of the fact that we are able to offer |
| happened to me over the years and I am happy | | | | Restabilization and they will have a rough idea of |
| to be where I am, with what I have. At the end | | | | what is entailed. Making people aware of the plans |
| of the day, whatever happened to me was | | | | and their implications is all part of the normal |
| because I willingly exposed myself to the | | | | business continuity management process. In many |
| opportunities and the attendant risks. My father | | | | instances the first session will have been |
| always used to say, "If you don't play the game, | | | | conducted by the manager of the department in |
| you can't win. If you don't take chances, you | | | | the form of a de-briefing session. When I arrive I |
| won't win." I believe there is always someone | | | | simply continue what has been started until we |
| who has bigger problems than mine, so I am | | | | reach the end point of the first or Recap session. |
| relatively lucky. I also believe you can only get out | | | | I like to schedule the second session within a few |
| of life what you are willing to put in. In other | | | | hours of the first one-later that same day in |
| words, helping others paves the way for | | | | most cases. Each session takes between half an |
| someone to help you. At the end of the day, | | | | hour and an hour on average and I feel they need |
| there is no profit for those who don't invest. | | | | to have a couple of hours between sessions |
| Tyler: The subtitle of "Coping with Crisis" is "A | | | | before they are ready to return to dealing with |
| Counselor's Guide to the Restabilization Process." | | | | their feelings. Usually we are finished within 48 |
| Who are you referring to as a counselor? Does | | | | hours, or even less sometimes. It is not a lengthy |
| the book apply to school counselors, counselors in | | | | process, but it is very effective. |
| the workplace, or any type of counselor, or is the | | | | Tyler: Jim, are you ever called in to deal with the |
| book more specific? | | | | aftermath of a crisis when you feel it is too late |
| Jim: My original intention was to provide guidance | | | | to be effective, or have you counseled people |
| for counselors in the workplace. However the | | | | who did not get the help they needed following a |
| Restabilization Process can be applied in almost | | | | crisis so they now have to deal with |
| any situation where the client, or the victim, has | | | | post-traumatic stress disorder? |
| been subjected to an unpleasant experience. I | | | | Jim: I wouldn't say I have ever been called in |
| believe the counseling techniques, guidelines and | | | | when it is too late to be effective; although there |
| the training drills which are designed to support | | | | have been occasions where someone has |
| the correct delivery of the method will prove to | | | | suffered unnecessarily due to ignorance or |
| be of interest and benefit to anyone who | | | | oversight on somebody's part. Although my |
| contemplates counseling of any sort under any | | | | treatment has not been subjected to a formal |
| circumstances. | | | | clinical trial, I am inclined to believe the process is |
| Tyler: I understand the company you worked for, | | | | an effective one that will produce a positive result |
| Safety-Net, wanted to focus on computer related | | | | at any time. The first two steps might take a |
| issues, but your focus grew to the effects of | | | | little longer and require more patience but I am |
| disasters on personnel and the entire business | | | | sure we would get there in the end. Remember, |
| environment. Why can't you just focus on the | | | | each session has a definite and recognizable end |
| actual technology issues? | | | | point which means we keep digging until we hit |
| Jim: At the end of the day technology is only | | | | pay-dirt and then we stop to enjoy the benefits |
| there to support the business and the personnel | | | | for a while. |
| who work there. If we were simply to focus on | | | | Because counseling is not my primary line of |
| fixing the technology we could end up with a fully | | | | business, I do not get called in to deal with people |
| functional office from a technical point of view, | | | | who have had time to develop PTSD which, as |
| but there would be nobody there to make use of | | | | you probably know, does not kick in until several |
| it. It would be more like a museum than a place | | | | weeks after the traumatic event itself. These |
| of business. Continuity of the business operation is | | | | people are usually referred to someone who |
| what counts and technology is only one of the | | | | specializes in counseling or psychotherapy. |
| support tools that enable profitable business to be | | | | Tyler: Have you had any experiences dealing with |
| conducted. Skills or competence, information and | | | | the government or the military or veterans of |
| resources are necessary to sustain any | | | | wars? |
| community, business or otherwise. | | | | Jim: Whilst I have considerable experience of |
| Tyler: I understand you have dealt with direct | | | | dealing with government in a business continuity |
| exposure to dozens of real-life disasters, almost a | | | | context, I have no experience of dealing with |
| hundred emergencies, and countless problem | | | | them as a counselor. As regards the veterans of |
| situations. Would you tell us about the most | | | | warfare I have no experience whatsoever. TIR |
| memorable of these situations for you? | | | | would seem to be the only type of treatment |
| Jim: Because I've always talked it through I don't | | | | that might be able to help people who have been |
| have any particularly haunting memories so that | | | | subjected to the horrors of military service. |
| makes it difficult to choose one. Nevertheless, I | | | | Tyler: Are there different types of strategies or |
| do have rather clear memories of one or two | | | | counseling appropriate for different situations such |
| which particularly touched me at the time. | | | | as a hurricane where people lose their homes |
| Some years ago one of our customers, a Turkish | | | | versus a bank robbery? |
| bank, was subjected to an attack by a suicidal | | | | Jim: From an individual's purely self-centered point |
| arsonist who drenched himself in petrol and then | | | | of view, the only difference between these |
| set fire to himself. This set off the fire alarm and | | | | tragedies is the sheer scale of the event. Larger |
| the security system causing the sprinklers to go | | | | numbers don't necessarily alter personal needs or |
| off and shutting down their power supply. As a | | | | reactions. Each victim sees the ill-fated event |
| result, two of the cashiers were left in total | | | | from his or her own perspective and background |
| darkness, drenched and shivering inside a locked | | | | that causes him to respond accordingly. If his |
| room. | | | | response was ideal there is no problem; if his |
| Tyler: What was involved in coping with this crisis | | | | response was less than idea,l then we need to |
| and getting it resolved? | | | | help him to understand what happened and how |
| Jim: The emergency services arrived within a few | | | | he reacted before encouraging him to invent and |
| minutes, and they quickly put out the fire and | | | | explore better solutions. |
| released the imprisoned staff. The arsonist was | | | | In the context of "Coping with Crisis", I don't think |
| taken away in an ambulance but was pronounced | | | | a hurricane is much different than a bank robbery, |
| dead on arrival at the hospital. | | | | a car crash or a forest fire; at a personal level, |
| Fortunately the bank had a disaster recovery | | | | the mental processes and reactions are the same. |
| contract so all of its business was transferred to | | | | Or, at least the results are very similar. |
| an alternate location within 24 hours where it | | | | Tyler: Jim, what made you decide to write |
| remained for about four weeks. The premises | | | | "Coping with Crisis"? |
| had to be repaired, cleaned and decontaminated | | | | Jim: Documenting my thoughts and experiences |
| before anyone could return to work there. | | | | was originally part of the development process. |
| The two cashiers who had been trapped together | | | | Before entering into a counseling session with |
| in a locked room required several hours of trauma | | | | anyone, I always felt it was necessary to have a |
| counseling before they felt ready to return to | | | | game plan; so writing things down became a |
| work in what for them had come to be a | | | | natural part of the evolution of my counseling |
| dangerous place. | | | | technique. I felt I needed to have a robust and |
| From a business perspective, much of the effort | | | | effective counseling technique because I came |
| involved in coping with this event was the | | | | across so many victims of circumstance in my |
| thoughtful upfront preparation. This meant the | | | | work as a disaster recovery specialist. |
| workload could be redirected whilst the repairs | | | | Eventually, I reached a point where I had a |
| and refurbishment were being carried out. The | | | | precise method which I felt was a useful tool that |
| two cashiers were replaced temporarily by | | | | could be taught to others. A book was a natural |
| employees from another branch for a few days | | | | outcome of this thinking; it was a kind of thesis |
| and all employees were given a week's special | | | | setting out my thoughts on the subject. |
| leave before returning to their normal place of | | | | Tyler: I know you are also the author of |
| work. They were also given the choice of | | | | "Principles and Practices of Business Continuity." |
| changing their place of work although nobody | | | | Will you tell us a little bit about that book and how |
| took up that option. | | | | "Coping with Crisis" is different from it? |
| Tyler: I understand you now deal with business | | | | Jim: With a wealth of experience behind me and |
| executives in helping them plan for disasters. Have | | | | retirement lurking somewhere in the foreground, I |
| you found that most companies are pro-active in | | | | felt it was time for me to pass on some of my |
| preparing for disasters, or do you think most | | | | knowledge and ideas to those who will succeed |
| companies need to give more forethought to the | | | | me. In particular, I felt it might be useful to the |
| potentials that could disrupt their business? | | | | students who attend some of my training |
| Jim: Companies that operate in the financial sector | | | | courses. It covers a wide spectrum of skills and |
| tend to be pro-active in this regard; partly | | | | areas of interest including regulations, standards |
| because they can see the sense but mostly | | | | and codes of practice from around the world. |
| because their regulators require them to be able | | | | "Principles and Practice of Business Continuity" |
| to prove they are resilient. In most other | | | | sets out the theory behind the practice and |
| branches of commerce only about half of the | | | | covers a wide range of specialized skills that are |
| businesses have bothered to do much about | | | | necessary to ensure resilience in almost any type |
| planning for the unexpected. Generally speaking, it | | | | of organization. In short, it represents a lifetime's |
| is the market leaders who tend to be the most | | | | work of innovation, discovery and practical |
| prudent in this respect, but I suppose that is only | | | | experience. It offers the reader a broad |
| to be expected. | | | | understanding of the complete panorama of |
| Tyler: Even in the best planned out situations, | | | | business continuity management and includes a |
| what sorts of problems have you seen arise that | | | | comprehensive toolkit for a wide range of |
| may be unexpected? | | | | activities. |
| Jim: Of course, it is almost always the unexpected | | | | "Coping with Crisis" on the other hand focuses on |
| that catches us out. That goes without saying, | | | | one particular aspect that is covered in depth. It is |
| but there have been some rather strange causes | | | | aimed at the specialist who is prepared to help |
| over the years. A mouse sleeping in the power | | | | others through difficult times. |
| supply produced the short circuit that brought a | | | | Tyler: Jim, what makes "Coping with Crisis" stand |
| large computer to a standstill. | | | | out from other counseling advice that is available |
| There was the mystery of the fire extinguishers | | | | to the public? |
| that did not work. Apparently these CO² | | | | Jim: First and foremost it is based upon long-term |
| fire extinguishers were empty because they had | | | | practical experience in a relatively narrow field |
| been used to make cold drinks during a hot | | | | although the concepts may prove to be useful in |
| summer spell. | | | | other similar fields. I have a pragmatic rather than |
| In the middle of a training course, a pheasant flew | | | | a clinical or academic background so the writing |
| through the window scattering glass everywhere | | | | style is relatively simple and easy to understand. |
| and creating mayhem. Training was suspended on | | | | Restabilization requires a 'muzzled' counseling |
| Health and Safety grounds until the room was | | | | approach where evaluation, emotion and |
| cleaned up and the window replaced. | | | | comment are excluded. It requires a great deal of |
| Tyler: Jim, you must constantly be surprised by | | | | practice before a counselor can follow this |
| stories of disaster in the news, from wildfires to | | | | approach rigorously. "Coping with Crisis" describes |
| Hurricane Katrina to the September 11 attacks. | | | | a set of drills for developing the distinctive |
| What are your feelings about these types of | | | | communication skills which are needed to support |
| events and how they are handled, and what could | | | | the process. The section on guidelines for |
| the government or other agencies do better? | | | | counselors provides invaluable advice for those |
| Jim: In my line of work we expect the | | | | who might wish to consider working in this field. |
| unexpected and so these events aren't really a | | | | The training drills together with the guidelines are |
| complete surprise. They obviously vary in detail | | | | likely to improve the performance of any |
| and scale, but the effects are fairly predictable | | | | counselor. They will ensure consistent results |
| and it is the effects we have to deal with. | | | | through the enhancement of the basic technique |
| Without being too specific, I would suggest some | | | | that is controlled dialogue with the client. |
| governments and their agencies do seem to | | | | Tyler: Jim, I imagine helping others cope with a |
| respond better than others. Behind the scenes | | | | crisis can be very stressful for you. Now that you |
| there are often restraints imposed upon them | | | | know so much about counseling, what do you do |
| such as lack of support, resources, training, | | | | for yourself to protect yourself from being |
| information and funding. Sometimes the restraints | | | | overwhelmed or stressed? |
| stifle the response leading to apparent | | | | Jim: Whilst I agree that helping others can be |
| incompetence. At other times they manage to | | | | stressful, I have not suffered from this problem |
| deal with everything that is thrown at them | | | | so far. There are probably two main reasons for |
| despite a few inadequacies. For every event thar | | | | this. Firstly, I am not engaged in counseling on a |
| hits the news, there are probably a dozen others | | | | full time basis, so I have plenty of time to |
| being prevented or managed without any fuss or | | | | recover between bouts, so to speak. In any case, |
| long term consequences. As you are probably | | | | my wife and I both have regular counseling as a |
| aware, good news doesn't travel well. | | | | matter of routine to help us sort out any little |
| However, the biggest hurdle would seem to be | | | | domestic or personal issues which may crop up |
| co-operation and information sharing, especially | | | | from time to time. She talks about it as 'cleaning |
| prior to the event. Better liaison might lead to a | | | | out the mental cobwebs.' On average, I suppose |
| prompter and more suitable response which would | | | | we have about two or three sessions a year. |
| probably reduce both the cost and the extent of | | | | My second reason for remaining sane is through |
| the suffering. | | | | the impersonal style of counseling I use. In |
| Tyler: Of course, the people are the most | | | | Restabilization, one remains focused on the client |
| important to help during a crisis. Your book talks | | | | rather than on the events they are describing; we |
| about the indicators of stress. What signs are | | | | do not get into sympathetic or other emotional |
| there that a person is in need of help during or | | | | attachments to the client or their problems. If |
| following a crisis? | | | | counselors remain disciplined and uninvolved, they |
| Jim: Most people will find it difficult to remain | | | | are able to remain effective; avoiding |
| focused on the job in hand; their powers of | | | | transference of emotions and demonstrating to |
| concentration will be reduced. Some of their | | | | the client that it is perfectly possible to retain |
| attention will be drawn inevitably towards thinking | | | | control of one's self and one's emotions at all |
| about what happened and the effect it had upon | | | | times. In this way one can become a role model |
| them and their surroundings. This makes them | | | | rather than a fellow sufferer. After all, they are |
| more error-prone and, perhaps, less inclined to | | | | seeking help not sympathy. A sympathetic |
| take on the extra responsibility implicit in bringing | | | | approach tends to reinforce or even exaggerate |
| the business back up to speed. This is a kind of | | | | their problems, whereas we should be encouraging |
| 'mental exit' that can also lead to an actual | | | | them to find solutions. |
| physical exit. Often people find, or invent, reasons | | | | My backstop is a loyal and understanding wife |
| to leave once they have discovered that their | | | | who is always prepared to talk things through no |
| place of work can be dangerous or | | | | matter what kind of a day I have had. |
| uncomfortable. | | | | It is also worth bearing in mind that I am usually |
| Some individuals may show distinct symptoms of | | | | dealing with victims of a single unpleasant |
| nervousness or find it difficult to relax and sleep | | | | experience rather than those who have been |
| at night. | | | | thoroughly messed up by a regime of abuse or |
| On the other hand there may be one or two who | | | | some longstanding painful situation. The treatment |
| feel stronger as a result of facing up to and | | | | is relatively short and sharp; leading toward a |
| coping with a difficult situation. For them it will | | | | positive result, and it is that final positive result |
| have been a positive experience, full of | | | | both the client and I take away with us. Because |
| excitement and interesting possibilities. | | | | the work is successful, it is satisfying and |
| Tyler: Your book discusses the "restablization | | | | rewarding rather than disturbing or depressing. |
| method" in four steps. Would you please tell us | | | | Tyler: What kinds of responses have you |
| what that re-stabilization method is? | | | | received so far to "Coping with Crisis" and to the |
| Jim: Beforehand there will have been a trigger | | | | methods that you've used for dealing with |
| event that has become the basis of some | | | | traumatic situations? |
| discomfort. The first step is a Recap session in | | | | Jim: To be honest, I have been quite flattered by |
| which people are asked to describe what | | | | some of the comments I have received. One |
| happened from their perspectives and to explore | | | | young student said they were thinking of changing |
| their reactions. The process of recalling and talking | | | | their career as a result of reading my book. |
| about the event and their responses to it will bring | | | | Some professional counselors have told me it |
| some relief and prepare them for the next step. | | | | made 'interesting reading'; suggesting it may have |
| The second step is a Review session where | | | | influenced their approach to this type of work. |
| people are asked to look at the appropriateness | | | | One went so far as to say they were adopting |
| of their reactions. During this session they will | | | | my methods as a better way of dealing with |
| come to appreciate that they have a choice | | | | clients who were presenting a single specific |
| about how they react. This is an important | | | | experience as the cause of their difficulties. |
| moment; they have a cognition. In other words | | | | Others have described it as 'well presented and |
| they begin to understand the effects and how | | | | easy to read' and 'full of good sense.' Generally |
| they occurred. This brings further relief because | | | | speaking, the feedback has been quite positive. |
| they realize there may be better solutions | | | | Tyler: Before we go, Jim, will you tell our readers |
| available. | | | | where they can purchase a copy of "Coping with |
| The third step is a Repair session where they are | | | | Crisis" or get more information about your book? |
| asked to analyze what happened and how they | | | | Jim: The easiest place to find out about "Coping |
| responded before looking at some of the | | | | with Crisis" is at the publisher's website: - |
| alternative solutions. Once they have explored and | | | | Tyler: Thank you for joining me, Jim. I hope your |
| compared the alternatives they will recognize that | | | | book just enhances the important work you've |
| there are better solutions and the choice is theirs. | | | | been accomplishing. |
| Again, they will experience a sense of relief | | | | Today, Tyler R. Tichelaar of Reader Views is |
| because they have now identified the better | | | | excited to be joined by Jim Burtles, author of |
| solutions including, perhaps, the best solution. | | | | "Coping with Crisis: A Counselor's Guide to the |
| The fourth and final step is a Reinforce session | | | | Restabilization Process," Loving Healing Press |
| where they are asked to practice these better or | | | | (2007), ISBN 9781932690415. |