Breaking Bad News A Thrive Worldwide Resource
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Breaking Bad News
A Thrive Worldwide Resource
How to break bad news There are a variety of situations
that would require you to break
isn’t always part of
bad news. It may be a matter of a
management training. staff member dying unexpectedly
And it's something you from an illness. Or you may
would hope to never have been working to secure the
release of an abducted staff
have to do.
person with confidentiality
considerations for weeks.
But if you are a manager in a
humanitarian organisation, it’s
You may be the first person that
likely that in the event of a crisis
your team hears the news from,
or tragedy, you will have to break
or some may have already heard
bad news to your team. And the
the news. Conveying news
way in which you do so is shown
as soon as possible prevents
to have a lasting impact on how
misinformation and helps to build
an individual and team responds
trust. In any scenario, there will
to the situation. In fact, doing it
be mixed responses. Recognise
well can be a meaningful
that the circumstance around a
experience for you and the people
staff member's death may trigger
you’re speaking with.
1past painful memories for some.
The following '5 Ps' of breaking
bad news provides a basic and
Enlist the support
reliable framework for this difficult
meeting: of a colleague or
two to review
1 BE PRESENT what you will say
and to accompany
Our first piece of advice is to
be present. As simple as it you to meet the
sounds, it can be hard to staff.
do - your own anxieties about not
knowing what to say, mixed with
hyperactive feelings of needing to 3 PRESENT INFORMATION
be productive, can stand in the
way of authentic and caring You should present information to
presence. the whole team, and create an
atmosphere that respects a
2 PREPARE variety of responses. When
giving bad news, be direct and
Write down what you would like to compassionate. Tell them what
cover and bring these points with happened and what will happen
you to the meeting. Enlist the next. If information needed to
support of a colleague or two to be kept from team members (ie
review what you will say and to kidnapping), explain why that was
accompany you to meet the important.
staff. Liaise with the Crisis
Management Team (if activated) Let team members know
and get as much information as what is going to happen next
possible, including what will and, if appropriate, invite them to
happen next, and any ongoing participate. This may include
supports available. funeral arrangements,
commemorations, and memorials.
Point them towards committee
2leaders if they have been Understand that emotional
formed. Provide preliminary responses will vary: disbelief,
information on time-off and sadness, crying, denial, shock,
return to work. anger, among others. Recognise
that someone’s anger is not
personal, but an expression of
frustration, guilt, or worry.
Also understand cultural
differences and perceptions of
Hearing bad news
death will influence individual
may disorient responses. Son’t presume to
some people and know how someone may
so information will respond.
need to be
Other reactions may include:
communicated
several times. Difficulty thinking clearly
Dwelling on meaningless
activities
Expressing hostility or
4 PROVIDE AN numbness
OPPORTUNITY TO SPEAK Impulsiveness
Dependence
Provide an opportunity for staff Feeling incompetent
to speak and ask questions.
Some staff may have reflections, Refer to special psychological
while others will have questions. support if symptoms are
Listen attentively and give clear persistent and aggravated,
and concise responses; letting drastically interfere with work,
them know that you will “look family or social life, present risk
into it”, if you don’t know the of harm to self or others, exhibit
answer to a question. Make a addictive behaviours, or present
note and ensure you with severe abnormal
communicate back.
3symptoms. Yet, assume that way when faced with needing to
most if not all of your team provide bad news.
will recover naturally, without
specialist intervention. ADDITIONAL RESOURCES
5 PERSONAL WELLBEING Disaster Ready’s
Management and
Lastly, make sure you are Leadership Training
leaning on your supports and disasterready.org/humanitari
finding rest. Giving bad news is an-leadership-training
very stressful. Often times, EISF's Liaison & Support
we have sufficient energy and During A Crisis
fortitude in the immediate www.eisf.eu/library/familyfirst
aftermath of a crisis, but be -liaison-and-support-during-
aware of the “adrenaline crash” a-crisis/
and have compassion on your [This is a Family Liaison
feelings of exhaustion. As Manual, and is useful for
explained above, get into a breaking bad news to family
healthy routine and avoid members]
isolating or escaping with drugs Management of Dead
or alcohol. Bodies in Disaster
Situation
You could also invite external who.int/hac/techguidance/m
psychosocial support to offer an anagement_of_dead_bodies
optional Psychological First Aid .pdf
(PFA) session within 3 days [A technical manual -
following the incident. During chapters 4-5 relate to the
PFA, it may become apparent psychosocial considerations
that some team members would at the individual and
like additional support. Provide sociocultural level]
clear information on how to
access further psychological
support. Invest in building team
cohesion and resiliency during
good times. This goes a long
2 4Thank you for accessing this resource. For more resources and dedicated support: visit www.thrive-worldwide.org email info@thrive-worldwide.org Resource Author Ben Porter
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