The Human Impact in Emergency Incident Response: Part One – Remember Your Response Team

Keri Griffith

An incident's impact on responders' lives can be dramatic and often not well-considered in planning

Share this post

As a crisis and emergency manager, business as usual in a typical work day consists of conducting training, building a response team and developing drills, among other duties. But life changes dramatically when an serious incident happens, and plays out over an extended period. I am often struck by how different that new reality becomes. The long hours, the change in eating and the strain on family life all become part of this new reality.

That's why it's important for emergency planners and managers to support their teams during an incident response. An incident's impact on responders' lives can be dramatic and often not well-considered in planning. As the outcomes of a fire or a spill worsen and further affect the community, co-workers, and the environment, the response team can become absorbed in their focus and motivation to stay with the problem, which is part of the job. Attending to one's own needs just isn't natural in these cases.

Working long hours in an intense environment is physically and emotionally exhausting. Moreover, responding to an incident can be a traumatic experience for team members. Several years ago, I responded to an incident involving a fatality shortly after losing a close family member, which triggered me emotionally. Experiencing a response that hit close to home while working long hours was daunting.

What can you do to help? In my experience, I found it very helpful when the command center offered regular support to help me get through the response rather than expecting me to rely solely on myself. Command center staff can cap the number of hours that responders work and encourage fellow responders to check in with each other and observe. It's also important to make sure the team receives adequate and nutritious food and water and that medicine for basic first aid, headaches, or pain relief is available.

Ultimately, having that support goes a long way toward reducing staff turnover, maintaining decision-making ability, and preventing burnout. In my next posts, I'll discuss some additional tips on how to support responders, including how digital solutions like Jensen Hughes SMARTPLAN™ can help streamline your organization’s response planning.

Headshot of Keri Griffith

About the author

Keri Griffith
Keri is an accomplished Business Crisis and Continuity professional with over 20 years of broad-based experience in emergency management, business crisis, business continuity, recovery site management and safety leadership. Keri Griffith is the Market Director for Jensen Hughes Digital Solutions, which includes our emergency management SMARTPLAN™ solution.

Get in Touch

By completing the above form you have read, understood and accept our Privacy terms as well as our Cookie terms. Read our Privacy Policy.

Jensen Hughes ensures non-discrimination in all programs and activities in accordance with Title VI of the Civil Rights Act of 1964. If you need more information or special assistance for persons with disabilities or limited English proficiency, contact the Jensen Hughes Compliance Team at 410-737-8677 or compliance@jensenhughes.com. 

More blog posts from Jensen Hughes


The Human Impact in Emergency Incident Response: Part Three – Five Tips on Transitioning Emergency Responders Back to Regular Work

Sep 12, 2023

Transitioning from a period of long hours, intense engagement and sometimes traumatic experience can be difficult for workers.

Read more
The Human Impact in Emergency Incident Response: Part Two – Ten Tips on Taking Care of Emergency Response Team Members

Aug 14, 2023

Providing support to response teams ultimately helps reduce stress, maintain decision-making ability and prevent burnout.

Read more
The Human Impact in Emergency Incident Response: Part One – Remember Your Response Team

Jul 18, 2023

An incident's impact on responders' lives can be dramatic and often not well-considered in planning

Read more