ability to problem solve and de escalate crisis situation

Crisis De-Escalation: Tips and Advice for Defusing Difficult Situations

Dec. 16, 2020

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Think back to the last time you witnessed another person become very upset or agitated. What caused them to feel this way, and what did they do in response? Did you or another person attempt to calm them down? What did you try, and how effective was it? Was the situation defused successfully, or did it escalate?

When someone is extremely annoyed, angry or afraid, they may react with hostility toward the person or situation that caused these feelings. This can often lead to conflict between two or more people, which might include verbal argument or even physical violence. In some situations, the person may enter a state of crisis , which Merriam-Webster dictionary describes as “a [sudden and violent] attack of pain, distress, or disordered function.”

A person who is in crisis may be especially dangerous during a conflict. Because they are highly agitated, they may act on their emotions without stopping to consider the consequences, which could bring harm to themselves or others. Knowing how to effectively calm a person in crisis— known as crisis de-escalation or intervention —is a highly valuable skill in these situations.

However, de-escalation can be a complicated task. The intervening person must be able to assess the situation and react in a way that will disarm it rather than inflame it. They must understand what has upset the person in crisis and know which words and actions have the best chance of calming them down.

To learn more about crisis de-escalation, we spoke with Carmen Bergman, MSW, LSW, a school-based therapist in Fort Wayne, IN. Bergman is a Master-level instructor of Nonviolent Crisis Intervention, a popular de-escalation model taught by the Crisis Prevention Institute. As an experienced trainer in the CPI model, Bergman explained how someone can identify when a crisis is developing, what they can do to defuse that crisis, and how they can stay calm and focused during the difficult work of de-escalation.

Spotting the Signs of Crisis

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Carmen Bergman, MSW, LSW, school-based therapist and Master-level instructor of CPI crisis de-escalation

To begin, it’s important to note that the goal of de-escalation is to defuse crises before they reach the point of physical aggression or violence. “When you talk about nonviolent crisis intervention, some people immediately think of holding skills and how to protect yourself from physical attacks. But that’s only a small chunk of it,” Bergman explains. “All the rest is about preventing escalation to the point where it becomes physical.”

Under the Nonviolent Crisis Intervention model, also known as the CPI model or simply CPI, the person doing de-escalation must think about the safety and well-being of everyone involved in a crisis situation. Bergman says, “The main philosophy is care, welfare, safety and security for all. It’s not just for the person who’s in crisis and the person handling the crisis; it’s also for any people who are witnessing the event.”

The first element of successful de-escalation is early identification that a crisis may be developing. Many factors go into this process, but it largely involves being aware of the person’s behavior and the larger situation at hand. Bergman explains some of the things she considers when looking for signs of crisis: “I’m assessing what’s in the room and who is in the room. I’m assessing nonverbal communication , because it’s not what someone says, but how they say it. I’m looking at facial expressions, I’m looking at body language, I’m looking at the spatial piece, like how close they are to me and how close I am to the exit. I’m also looking at how they’re speaking—their tone, their volume, and their cadence.”

Once we’ve assessed the potential for crisis—or how far the crisis has already progressed—we can begin to determine the appropriate response. Bergman illustrates what this might look like:

“As I’m collecting all this information, I use what’s called the ‘decision-making matrix’ to assess the situation. Whether it’s somebody I’ve worked with before or somebody I’ve never worked with before, I take all the information that’s coming in and continually use the decision-making matrix to assess: Do I just need verbal de-escalation? Or do I need to use disengagement skills, like protecting myself if somebody tries to hit or kick me, or if they’re grabbing at me? Or is it to the point where there’s immediate risk of harm to myself or others? Do I need to use a holding skill?”

Strategies for Verbal De-Escalation

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Whenever possible, de-escalation should begin with a conversation between the person in crisis and the person attempting to intervene—otherwise known as verbal de-escalation. As always, the goal is to defuse the situation by making the agitated person feel heard, understood and respected.

The way we speak to a person during de-escalating is just as important as the words we say to them. “When I teach de-escalation, I talk about paraverbal and nonverbal communication. Paraverbal communication is the tone, the volume and the cadence,” Bergman explains. “For example, I immediately ask everybody, ‘Who speaks sarcasm as a second language?’ Because if you approach someone with sarcastic, dry humor to try to lighten the mood, it’s going to make it worse. Put the sarcasm away and just use very natural, even-keeled, even-toned patterns of communication.”

The volume of our speech is also important in these situations, and we can even use it to help lower the level of tension. Bergman says, “Sometimes if somebody is screaming and yelling, I’ll bring my volume down a notch, and sometimes they’ll match me. And I’ll bring it down a bit more, and they’ll match me again until we’re having a nice, even, calm conversation.”

Other strategies for verbal de-escalation include: lowering yourself to the other person’s eye level if you are taller than them, which can make you appear less threatening; persuading them to sit down with you, which can help them feel more calm; and standing beside them rather than across from them, which can make the conversation feel less confrontational.

It’s also important to remember that the individual in crisis may respond negatively to your de-escalation attempts, so you should try not to take any insults or aggression personally. Bergman explains,

“We talk about rationally detaching and not taking it personally. You know, it’s not about you. Sometimes we can get very egocentric, like, ‘If you don’t respect me, I don’t have to respect you.’ That’s kind of like two fools arguing; nobody wins in that situation. There have been times when I’ve taken it personally, and I needed to step back and take a breath. It’s not about me, but it became about me when I let that power struggle happen. If I’m met with rudeness and disrespect, I’m going to still respect the other person as a human being, because that’s who I am, and that’s my character.”

Staying Centered During De-Escalation

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Unfortunately, crisis de-escalation can be very stressful work. It can be difficult to deal with aggression and negativity without reflecting it back to the person in crisis. Therefore, we need to know how to manage our own emotions and mental well-being in order to stay focused and effective during de-escalation.

Self-awareness is the first component of this. In order to regulate our emotions, we need to monitor how we feel and understand what things are likely to upset us. Bergman says, “What makes you anxious? What are the things that make you fearful? What are you worried about?” Once we know the answers to these questions, we’ll be better prepared to handle upsetting words and actions without becoming agitated.

Self-care is another vital part of maintaining resilience. Dealing with other people’s crises is mentally and emotionally taxing, which is why we must find ways to replenish that spent energy. Bergman refers to this as “refilling your Care Cup”: “We’re absorbing so much negative energy that we need to do something positive to fill up our Care Cup. We’re pouring so much out that if we don’t fill it up again, we’re not going to be useful anymore.” Normal wellness behaviors like getting plenty of sleep , eating a health diet , exercising regularly and practicing mindfulness can help with this.

Bergman points out that de-escalating with a team can be an excellent option if others are available to help. In these situations, one person can lead the de-escalation while the others provide support as needed. “When you respond as a team, sometimes the leader is the first person who arrives, sometimes it’s the person who has the best rapport with the individual, and sometimes it’s just the person who is most competent and confident,” Bergman says.

Finally, sometimes the best we can do just isn’t good enough. When this happens, it’s best to cut our losses and let someone else take over, if possible. “When I teach, I talk about ‘tap outs,’ “ Bergman explains. “If somebody is starting to add fuel to the fire—if you’re trying to de-escalate, but the person is mad at you—have somebody else step in. It’s not that you aren’t doing your job well enough. It has nothing to do with you. It’s just what’s best for that person at that moment.”

Conflict and crisis can be frightening and stressful when they occur. A person who is experiencing an emotional crisis may pose a danger to themselves and others, which is why proper de-escalation is so important.

We encourage you to use the information and strategies in this blog when attempting to de-escalate someone who is in crisis. However, you shouldn’t hesitate to seek out professional assistance when necessary. If you ever feel overwhelmed or afraid for your safety while attempting de-escalation,  get help from someone with more training and experience handling difficult situations!

With the right help, crises can be de-escalated and individuals who experience them can get the behavioral health care they deserve!

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For advice on handling other types of difficult situations, we recommend reading our blog posts on Conscious Discipline and domestic violence intervention below!

  • Conscious Discipline: A Constructive Approach to Behavior Modification for Children
  • Domestic Violence Intervention: How Rehabilitating Abusers Helps Victims

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Recognizing, Addressing and De-Escalating Mental Health Crisis: Important Skills for Challenging Times

  • May 28, 2020

A mental health crisis is scary and confusing to both the individual and their family and friends, but by knowing what to look for and how to address a crisis quickly, recovery is possible. Join Laura Wilson Slocum and Marisa Aguilar from Integral Care’s Crisis Services Team as they share signs and symptoms of a mental health crisis, mental health resources, de-escalation techniques and ways to support yourself and others. This community conversation includes an opportunity for audience members to ask questions.

Mind Matters at Home, presented by Ascension Seton, brings mental health experts and advocates straight into your home to share valuable information and tools for deepening our community’s understanding and managing of mental health during the challenging situation caused by the coronavirus.

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Laura Wilson Slocum, LPC

Practice Administrator for Crisis Services and Justice Initiatives at Integral Care

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Marisa Aguilar, LPC

Practice Manager of the Expanded Mobile Crisis Outreach Team at Integral Care

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Knowledge and Skills for Social Workers on Mobile Crisis Intervention Teams

Amar ghelani.

1 Faculty of Social Work, Wilfrid Laurier University, Kitchener, ON Canada

2 Health and Counselling Centre, University of Toronto, Toronto, Canada

Public outrage over police-involved deaths of people in mental health crisis has prompted governments to expand access to crisis services that partner police with social workers. Mobile Crisis Intervention Teams (MCIT) offer assessment and support for people in distress while averting escalation. Little attention has been given to the requisite competencies for social workers on MCITs. This narrative review, informed by crisis theory and the author’s experience as an MCIT social worker, provides a roadmap of knowledge and skills to familiarize practitioners, educators, and students with this growing intervention model. Social workers on MCITs should have the capacity to engage complex clients, de-escalate tension, assess for risk, plan for safety, provide brief addiction counselling, diffuse interpersonal conflict, link clients with community resources, advocate for change, challenge systemic racism, build constructive relationships, and document services with awareness of relevant legislation. The role of social workers on MCITs is multifaceted and requires attention to balancing client well-being, client safety, and community safety. The practice insights discussed in this article are relevant to preventing harm and loss of life while facilitating engagement between clients and mental health services.

Introduction

Mental health problems are a factor in as many as 1 in 2 fatal law enforcement encounters in America and the risk of being killed during a police incident is 16 times higher for those with untreated mental illness (Fuller et al., 2015 ). In Canada, over 70% of deaths by police involve people with mental health concerns (Marcoux & Nicholson, 2018 ; Statistics Canada, 2015 ). Black, Indigenous, and racialized populations are overrepresented in these tragic occurrences across both Canada and the United States (ACLU, 2020 ; Singh, 2020 ). Public outrage over police-involved deaths has put pressure on governments to increase access to alternative crisis services that partner police officers with mental health clinicians such as registered social workers or nurses (Adhopia, 2020 ; Bretneff, 2020 ; Bronskill, 2020 ; Houghton, 2021 ; Ling, 2020 ; Owen, 2020 ; Sam, 2020 ). These services, known as Mobile Crisis Intervention Teams (MCIT), provide assessment, support, and referrals for people in mental health crisis while averting escalation and use of force (Lamanna et al., 2015 ). In regions ranging from Toronto to Montana, politicians and police services are moving forward with the expansion of these programs to better meet the needs of people in crisis (Houghton, 2021 ; Toronto City Council, 2020 ). Although the competencies police require to respond to mental health crises have been studied extensively (see Iacobucci, 2014 ; IACP, 2016 ; Usher et al., 2019 ), little attention has been given to the requisite skills for social workers on MCITs in the existing crisis and social work literature. This review article will provide a roadmap of essential knowledge and skills for social work practitioners, educators, and students interested in this timely and growing intervention model.

The need for MCITs and the modern role of police as emergency responders for people in mental health crisis emerged in the 1970s and 1980s as a product of the deinstitutionalization movement (Iacobucci, 2014 ; Lord & Bjerregaard, 2014 ). As North American governments cut mental health spending and shuttered unsafe psychiatric facilities, resources proposed for community programs were insufficient or failed to materialize (Chaimowitz, 2012 ; Fuller et al., 2015 ). Significant numbers of people with severe and persistent mental illnesses were left without adequate housing, treatment, income, or social support systems. These gaps in care facilitated the disproportionate representation of people with mental illness in interactions with police and their subsequent criminalization (Chaimowitz, 2012 ; Morabito, 2007 ). Today, 1 in 10 law enforcement interactions in the United States involve a person with significant mental health concerns (Fuller et al., 2015 ) and the Royal Canadian Mounted Police respond to approximately 10,000 mental health calls monthly (Tunney, 2020a ).

Estimates suggest there are over 1000 mobile crisis programs worldwide, with significant variations in makeup and implementation (Watson & Fulambarker, 2012 ). The American Crisis Intervention Team (CIT) model is the most prevalent, relying on specially trained police-only teams who partner with community, health, and advocacy organizations to redirect individuals with mental illness from judicial systems to health care systems (Dupont et al., 2007 ; Usher et al., 2019 ). The first CIT, developed in Memphis, Tennessee in 1988, emphasized the training of police officers in the areas of mental health, de-escalation techniques, and collaboration with mental health services to facilitate referrals and transport of people in crisis to psychiatric centers (Watson & Fulambarker, 2012 ). The CIT structure is considered a ‘best practice’, though there is little evidence supporting its efficacy in improving client or community outcomes and some have suggested that the model has been misapplied by many police services (Watson et al., 2017 ; Westervelt, 2020 ). Non-police affiliated mobile crisis units offer an alternative for people in distress who may not be comfortable with police-only responses and are available in States such as Arizona, Georgia, California, New York, and Texas (BEAM, 2017 ). The most popular is the 30 year old Crisis Assistance Helping Out On the Streets (CAHOOTS) program, which originated in Eugene, Oregon to improve the city’s response to mental illness, homelessness, and addiction (Climber & Gicker, 2021 ). This model partners a social worker with a nurse or paramedic to respond to nonemergency, mental health-related 911 calls, and has been expanded to numerous cities such as Denver, Oakland, Portland, Olympia, and others (Climber & Gicker, 2021 ). The Los Angeles Police Department was first American force to embed mental health clinicians with officers for on-site interventions in the Systemwide Mental Assessment Response Team (SMART), though Montana, Austin, and other regions have followed with their own unique crisis intervention formations (Houghton, 2021 ).

These police and mental health worker co-response services have a long history and are more widely accessible in Canada (Iacobucci, 2014 ). Vancouver’s ‘Car 87’ was Canada’s first co-response program in 1987 (Vancouver Police Department, 2020 ), with Hamilton’s Crisis Outreach and Response Team (COAST) following in 1997 (CMHA Ontario, 2014 ). These programs, as well as Toronto’s MCIT, offer secondary responses to crises and are called by attending officers to address complex mental health situations. In 2013, Hamilton introduced the first primary co-response team for 911 calls with a mental health component (CMHA Ontario, 2014 ). In Toronto and Vancouver, psychiatric nurses affiliated with local hospitals are preferred while registered social workers, occupational therapists, and nurses are utilized in Hamilton, Peel, and other regions (Lamanna et al., 2015 ). As demand for these services intensify, social workers are likely to be called upon to meet the growing need.

Outcome studies evaluating the efficacy of MCITs are scarce, though the few available studies show promising results (Bailey et al., 2018 ; Blais et al., 2020 ; Kirst et al., 2015 ; Kisely et al., 2010 ; Lamanna et al., 2015 ; Semple et al., 2020 ). A systematic review found co-responder crisis models can reduce the number of mental health act apprehensions and use of police custody for people with mental illness (Puntis et al., 2018 ). The Sherbrooke, Quebec MCIT demonstrated effectiveness in reducing police use of force, connecting distressed individuals with community services, and avoiding unnecessary emergency department (ED) visits (Blais et al., 2020 ). A co-response team in Indianapolis was found to reduce short term incarceration risk (Bailey et al., 2018 ). Toronto’s MCIT was found to have lower rates of injury, arrest, and involuntary escort to hospital compared with police-only teams (Lamanna et al., 2018 ). An evaluation of the South Simcoe MCIT also reported decreased involuntary apprehensions compared with general patrol officers (Semple et al., 2020 ). MCITs are a small but valued component of a broader crisis system, and most clients and stakeholders appear to agree this approach is more appropriate than police-only teams in responding to moderate to severe mental health crises (Kirst et al., 2015 ).

A mental health crisis is an “acute disruption of psychological homeostasis in which one’s usual coping mechanisms fail and there exists evidence of distress and functional impairment” (Roberts & Ottens, 2005 , p. 331). For the purpose of this paper, a ‘person in crisis’ or ‘client’ is an individual “whose behavior brings them into contact with police either because of an apparent need for urgent care within the mental health system” or because they are acting in a manner that is “sufficiently erratic, threatening, or dangerous” that police are called to protect them or those around them (Iacobucci, 2014 , p. 49). Training programs for CIT’s and MCITs typically follow a 40 h structure involving didactic presentations by mental health professionals on mental illness, substance use, suicide assessment, de-escalation, psychiatric medications, and community resources, as well as role playing, site visits to local psychiatric services, and presentations from affected individuals/families (Fahim et al., 2016 ; Watson et al., 2017 ). While a comprehensive training guide for law enforcement has been published by CIT International (Usher et al., 2019 ) and crisis intervention skills, theory, and modalities have been described thoroughly in other publications (Dattilio & Freeman, 2010 ; James & Gilliland, 2016 ; Regehr, 2011 ; Roberts & Ottens, 2005 , Yeager & Roberts, 2015 ), literature focusing specifically on social workers and MCITs is sparse, dated, and limited by lack of focus on practice skills (Patterson, 2004 ; Roberts, 1978 ; Watson & Fulambarker, 2012 ).

Informed by crisis theory (Regehr, 2011 ; Roberts, 2000 ) and the author’s experience as a social worker on a Canadian MCIT, this narrative review examined relevant literature to identify beneficial knowledge and skills for social workers on MCITs. A search of academic and practice-oriented literature published in English was conducted from July 2020 to September 2020. Databases such as PubMed, PsycINFO, MEDLINE, Social Work Abstracts, and Google Scholar were utilized. Search terms included mobile crisis intervention, police co-response crisis intervention, mobile crisis unit, and crisis outreach and response. Literature unrelated to crisis intervention or mental health treatment was excluded. Grey literature, including newspaper articles and reports, was searched via Google, ProQuest, and OpenGrey and included to highlight current events and context related to the subject matter.

The review of literature led to identification of the following eleven practice skills. For the purpose of this paper, the term practice skills refer to capacities required for social workers engaged in the operational activities of MCITs. This overview of skills and related knowledge is not intended to be exhaustive, but a primer for social workers to guide further learning.

The first few minutes of interaction with a person in crisis are crucial to reviewing the reason for the meeting, setting the tone, building rapport, and gaining pertinent information (NAMI, 2016 ). People with serious mental illness can be difficult to engage and clients supported by MCITs typically start off ambivalent or not wanting involvement (Dixon et al., 2016 ). Requests for these services come from family, professionals, community members, or officers concerned about an individual’s distressing and unsafe behaviors, as well as clients themselves. Manic episodes and symptoms of psychosis such as paranoia can trigger referrals to mobile crisis units and make engagement the most difficult yet vital component of crisis intervention (Coid et al., 2016 ; Lamanna et al., 2015 ). Without adequate rapport (with clients and supports) subsequent elements of an intervention become more challenging (Roberts & Ottens, 2005 ).

People in crisis are known to prefer compassionate, empowering, and non-criminalizing approaches when interacting with MCIT workers (Lamanna et al., 2018 ). The presence of a police officer and crisis worker can be perceived as frightening and professional requirements to wear a mask and maintain distance to prevent the spread of COVID-19 can exacerbate anxiety. A clinician’s demeanour, attitude, and ability to take the lead have a direct impact on reducing tension in a high-risk situation (Bretneff, 2020 ). Social Work skills such as reflective listening, validation, sensitivity, empathy, and encouragement, alongside recognition of client strengths and protective factors can set the basis for an engaged therapeutic connection (Marcoux & Nicholson, 2018 ; NAMI, 2016 ). Ability to concisely explain legal caveats such as limits to confidentiality, duty to warn, risks/benefits of engagement, and records processes are necessary to establishing trusting and ethical services (CASW, 2005a , 2005b ). Knowledge of the recovery model and person-centered care, as well as a quick ability to identify therapeutic goals and needs can help develop a hopeful vision for beyond the crisis (Dixon et al., 2016 ).

Crisis De-escalation

De-escalation strategies are central to reducing risk for injury and death among people in crisis and responders (Iacobucci, 2014 ). Talking in a calm, non-confrontational tone while maintaining safe distance, using a volume lower than the client, and setting limits are all useful first steps (Saunders, 2016 ). Providing a sense of choice and control, such as reminding clients of their autonomy or offering options for community treatment, can enhance a sense of self-efficacy (Lamanna et al., 2015 ). Removing distractions, using a non-threatening posture, maintaining congruent body language, being consistent, using “I” statements, identifying needs, and avoiding promises one cannot keep are useful for maintaining trust while reducing distress (Saunders, 2016 ). Commitments to using as little non-lethal force as possible lays the foundation for an approach that recognizes the inherent value of the client’s life (Iacobucci, 2014 ). Many people in crisis have experienced trauma, therefore elements of trauma-informed care, including safety, trustworthiness, transparency, collaboration, and incorporating client voice and choice are important for empowerment (CDC, 2018 ; Yeager & Roberts, 2015 ). Grounding techniques or dialectical behavior therapy (DBT) skills such as distress tolerance can offer in-the-moment, evidence-informed coping strategies to strengthen internal modulation mechanisms and enhance focus on problem solving (Linehan, 2014 ; Najavits, 2002 ).

Risk Assessment

A key role of crisis workers is assessing for signs of mental distress, imminent danger, and lethality (Regehr, 2011 ; Roberts & Ottens, 2005 ). The first six chapters of the American Psychiatric Association's (2015) ‘Guidelines for Psychiatric Evaluation of Adults’ offers an evidence-informed framework to steer mobile interventions and triage clients with severe mental health issues. Components include assessment of psychiatric symptoms, mental status (i.e. insight, judgement, mood, etc.), psychosocial stressors, risk of harm to self or others, past hospitalizations, self-harm history, medications, substance use patterns, family history, medical history, protective factors, and other relevant areas. Signs of psychosis such as paranoia, perceptual disturbances, delusional beliefs, blunted affect, emotional withdrawal, catatonia, and functional impairment should also be assessed. Operational knowledge of the Diagnostic and Statistical Manual of Mental Disorders 5 (American Psychiatric Association, 2013 ), Brief Psychiatric Rating Scale (Ventura et al., 2000 ), and Regehr and Glancy's ( 2014 ) social work assessment is valuable for comprehensive psychosocial assessment.

Promotion of client self-determination and autonomy are embedded in social work values and ethics (CASW, 2005b ), though MCITs are sometimes legally required to overrule the wishes of people in crisis. Section 17 of the Ontario Mental Health Act (MHA), similar in provinces across Canada and the United States, gives power to police officers to apprehend individuals acting in a “disorderly manner” who have (a) threatened to “cause bodily harm” to themselves, (b) behaved “violently towards another person” or (c) shown “lack of competence to care” for themselves; and transport them to a hospital for examination by a physician (Mental Health Act, 1990, s.17). Police must be of the opinion that the person in crisis is suffering from a mental disorder that may result in serious bodily harm. This legal authority effectively makes police a type of “psychiatric ambulance” (Iacobucci, 2014 , p. 100). Despite some training and expertise, police officers are not regulated mental health workers and MCITs offer a structure for appropriate professionals to advise officers.

Mobile responders are known to attend calls involving people in crisis with psychotic, mood, and/or substance use disorders who are unwilling to speak with a professional (Lamanna et al., 2015 ). Those presenting with acute psychosis, excited delirium, and/or paranoid ideation are statistically less likely to engage and present with higher risk for aggression, especially when under the influence of substances (Coid et al., 2016 ; Fazel et al., 2009 ; Large & Nielssen, 2011 ; Takeuchi et al., 2011 ). Should the client in crisis not be communicative or refuse transport to an ED, a review of MHA criteria and use of the Crisis Triage Rating Scale (CTRS), for example, can determine eligibility for involuntary apprehension (Lamanna et al., 2015 ; Turner & Turner, 1991 ). In cases of excited delirium, where people in crisis present acutely agitated and aggressive due to substance abuse, rapid sedation in a hospital setting is essential for positive outcomes (Takeuchi et al., 2011 ). Of the 1237 times Toronto MCITs escorted clients to an ED in 2014–2015, 19.1% were “responder initiated” or involuntary (Lamanna et al., 2018 , p. 5). These types of assessments are fluid and unpredictable, requiring open communication between officer and worker to determine a mutually agreed upon course of action. When social workers are required to override a client’s wishes, they must “take care to use the minimum coercion possible” (CASW, 2005a , p. 4). Voluntary transportation to hospital is always striven for in these situations.

Crisis services routinely respond to referrals with overlapping psychosocial issues. In addition to the diagnostic categories described above, MCITs also support clients with anxiety, personality, neurocognitive, developmental, and eating disorders (Lamanna et al., 2015 ). Adaptability is essential, as a social worker may assess a client with severe dementia and agitation in a long term care home at the beginning of the day, develop a safety plan with a youth with panic disorder and self-harm at school by mid-day, then guide a family with language barriers expressing concerns about a homeless son on the autism spectrum at the end of the day. Knowledge of the developmental disabilities sector, forensic system, problems of adolescence, geriatric issues, immigration system, neurocognitive complications, and mental disorders related to medical conditions is beneficial even though these types of calls are less frequent (Regehr & Glancy, 2014 ).

Safety Planning

The development of a safety and action plan is paramount for engaged clients demonstrating non-urgent risk for self-harm (James & Gilliland, 2016 ; Roberts & Ottens, 2005 ). Wellness checks, where police are asked by family or community members to check-in on persons with mental health concerns, can also be enhanced through written safety plans. Reports from watchdogs identifying a concerning pattern of police use of force during wellness checks highlights the vital need for mental health professionals to lead these checks (Adhopia, 2020 ; Bretneff, 2020 ; Tunney, 2020a , 2020b ). Input from family or significant supports can facilitate the process, as others may have relevant collateral information and be the primary supports after the MCIT leaves (James & Gilliland, 2016 ). Conversely, providing space to decline the involvement of others after discussing confidentiality is useful to offering control and building trust.

The Zero Suicide Model is an evidence-informed prevention and intervention practice that can be applied by MCIT social workers to assess and reduce the risk associated with suicidality or self-harm (Brodsky et al., 2018 ). Applied Suicide Intervention Skills Training (ASIST) alongside the Suicide Intervention handbook (see Ramsay, 2004 ) also offer strong models for assistance, risk reduction, and safety planning. These programs emphasize screening, lethal means reduction, linkages to community services (i.e. crisis lines), using abridged CBT/DBT methods, and development of written ‘safe-plans’ (Brodsky et al., 2018 ; Ramsay, 2004 ). Plans are co-constructed with the client and focus on identifying triggers, signs of distress, supportive people, coping skills, safe spaces, helpful services, medications, strengths, long term goals, dates of future appointments, and activities which should be avoided (Yeager & Roberts, 2015 ).

Clients with signs of psychosis who call emergency services repeatedly due to fears based in paranoid belief systems often become known to MCITs. From the author’s experience, those concerned about intricate conspiracies, paranormal activity, and other unusual problems are regularly referred. In these cases, the person in crisis typically requests to speak with the officer and questioning related to mental health is perceived as an insult. Ability to hear their concerns, create a sense of safety, validate emotions, and understand the logic and meanings behind their fears, without agreeing or arguing, are important to establishing trust (Bullimore, 2013 ; Lego, 1984 ). As a relationship is built through repeated respectful encounters, clinicians can gradually identify the content of the delusional system, investigate how these thoughts are affecting the person’s life, and gently introduce more adaptive coping strategies (Lego, 1984). Cognitive-behavioral approaches for psychosis such as identifying triggers, physical sensations, and goals may reveal entry points for referrals to services that can better address underlying psychosocial issues (Hagen, 2011 ).

Conflict Resolution

Many of the situations crisis teams encounter are related to relationship problems or family violence (Lamanna et al., 2015 ; Patterson & Swan, 2019 ). Even when not the primary concern, family and relational challenges are intricately imbedded in many crisis situations (James & Gilliland, 2016 ). A common crisis scenario involves a family conflict with an intoxicated client demonstrating high levels of emotion, behavioral dysregulation, and signs of mental illness. Police officers are typically experienced in deescalating these types of crises and social workers can support them with assessment, contingency clarification, instilling therapeutic hope, referrals to counselling, and calls to child protection services as needed (James & Gilliland, 2016 ). At times, the family may request more support than the person in crisis. Evidence-informed approaches such as solution focused brief therapy (SFBT) can help maintain focus on the present, explore options for problem solving, identify small steps toward change, highlight what is working, review what worked previously, and negotiate a more positive way foreword (Franklin et al., 2011 ; Shazer & Dolan, 2007 ). In situations where potential for violence or family breakdown is high, physical transportation to a shelter or safe house may be necessary (James & Gilliland, 2016 ). Intimate partner violence represents close to one third of all violent crime reported to police, with women accounting 79% of the victims and women of color over-represented (Conroy et al., 2019 ). In circumstances with escalation or history of intimate partner violence, actual or pending separation, and/or intuitive sense of fear on the part of the victim, crisis workers must assess for homicide risk, as 60% of intimate partner homicides are preceded by past family violence (Conroy et al., 2019 ; Dawson & Piscitelli, 2017 ). The most common characteristics of domestic homicide perpetrators are obsessive behavior, depression, suicide threats/attempts, threats to kill the victim, unemployment, attempts to isolate the victim, and substance abuse (Dawson & Piscitelli, 2017 ). Social workers can help prevent escalation of unstable situations by expressing concerns about safety, contingency planning, and linkages to services specializing in intimate partner violence. Utilizing a culturally-aware, systems model of assessment and care, alongside validation and pragmatic planning, can help diffuse interpersonal conflict while guiding distressed families toward options for resolution (Regehr & Glancy, 2014 ).

Brief Addiction Counselling

Problems related to substance abuse are prevalent among people in crisis (Lamanna et al., 2015 ). These challenges can include withdrawal syndrome, concerns about relapse, overdose prevention, amotivation, and disruptive behaviors related to acute intoxication. Knowledge of the effects of street drugs, addiction, drug interactions with medications, polysubstance use disorder, substance-induced psychosis, and concurrent disorders is recommended when conducting substance-related interventions. The transtheoretical model (also known as stages of change) can help assess motivation for change and tailor interventions to meet client needs (Prochaska et al., 2007 ). Motivational interviewing techniques are shown to address ambivalence and encourage movement toward recovery (Miller & Rollnick, 2012 ). Clients in the precontemplation or contemplation stages of change can benefit from harm reduction strategies that offer choices for minimizing risks associated with substance use (CMHA Ontario, 2018 ). Those already in recovery may require an updated relapse prevention plan to keep focused on long-term goals. For clients wanting to discontinue substance use, knowledge of withdrawal management, outpatient services, and treatment options is essential (Bailey et al., 2018 ). Since March 2020, many rehabilitation programs have slowed or moved online to prevent the spread of COVID-19, requiring workers to maintain viable service partnerships and up-to-date awareness of referral processes to effectively connect marginalized clients with the programs they need to survive (Armstrong, 2020 ).

Housing and Community Referrals

An evaluation of Toronto MCITs found 6.3% of referrals were related to housing, 12.5% of clients were homeless, and 11.5% resided in supportive housing (Lamanna et al., 2015 ). While housing systems and client needs vary across localities, knowledge of shelters, housing programs, and referral processes are key to short term resolution of housing crises. Many of the problems clients experience are exacerbated by material conditions of poverty and referrals to income supports, food banks, employment programs, and others can alleviate socioeconomic stressors (Regehr & Glancy, 2014 ). Ability to match clients with appropriate community services can prevent hospitalizations and incarcerations while enhancing the quality of care received in the community (Lord & Bjerregaard, 2014 ). An evolving awareness of specialized services such as Housing First, Early Psychosis Intervention, and Mental Health and Justice Case Management can increase the efficacy of interventions. Similar to addictions referrals, formal partnerships, informal collaborations, and streamlined communications among participating agencies are valuable to ensuring clients in crisis are not in the same position the next day (Bailey et al., 2018 ; Lamanna et al., 2015 ).

Stigma related to mental illness in the forms of prejudice, stereotypes, and discrimination can impact access to health care, safe housing, and employment (Corrigan & Watson, 2002 ). Structural stigma describes the systematic exclusion of people with mental illness from full participation in civic and social life (Livingston, 2013 ). Social workers have an obligation to promote social justice and equitable distribution of resources through reducing barriers to care and expanding choice for marginalized groups (CASW, 2005a ). Affordable and supportive housing is in short supply across North America, though stable housing is crucial to mental well-being (FCM, 2020 ). When people with mental illness are released from hospitals or prisons, adequate housing, income, and community treatment supports are needed to prevent costly repeat crises (Torrey et al., 2017 ). Crisis workers are in unique positions of power and can identify gaps in community support systems through repeated requests for assistance. Social workers need to be able to advocate for individual clients at community tables while lobbying institutional leaders to adequately resource organizations supporting people with mental illness (Livingston, 2013 ; Torrey et al., 2017 ).

Challenging stigma also involves advocating against practices that misrepresent people with mental illness. For example, it is standard protocol for police on MCITs to handcuff those apprehended under the Mental Health Act when escorting to hospital (Iacobucci, 2014 ). This practice assumes the potential for violence or flight and appears to criminalize people with mental illness who have committed no crime and are not under arrest (Lamanna et al., 2015 ). While some clients with acute psychosis, agitation, or intoxication can present elevated risk, a definitive causal relation between mental illness and violence has not been established and the vast majority of people with mental illness are no more likely to engage in violent behavior than the general population (CMHA Ontario, 2012 ). Not only can hand-cuffing stigmatize clients, it erodes trust and escalates crisis. In line with recommendations from previous reports, social workers must advocate for more clinical discretion in situations where handcuffing may not be necessary (Iacobucci, 2014 ; Lamanna et al., 2015 ).

Challenging Systemic Racism

The historic and ongoing impact of systemic racism on people of color in the United States and Canada have been well-documented (Boyd, 2001 ; Fry et al., 2018 ; O’Neill, 2020 ; OHRC, 2020b ; Solly, 2020 ; Solomon et al., 2019 ; TRC, 2015 ). Racial bias in policing is particularly problematic, as Black and Indigenous peoples are over-represented in police arrests, charges, use of force, and killings (Desilver et al., 2020 ; Maynard, 2017 ; OHRC, 2020a ). Systemic racism reflects deeply embedded assumptions about how society should function and structurally subjects people of color to discriminatory treatment (Hughes, 2020 ). Intersecting stigmas related to race, poverty, and mental illness can magnify police officers’ perception of risk and potentially contribute to use of force (Bretneff, 2020 ). In hospitals and community health services, too many people of color are experiencing barriers to care, inadequate care, degrading treatment, or excessively coercive interventions (Allan & Smylie, 2015 ; Halwani, 2004 ). Workers on MCITs have an ethical responsibility to challenge entrenched patterns of systemic and interpersonal racism.

Anti-oppressive social work practice emphasizes reducing power imbalances between social service users and providers while recognizing the intersecting forms of oppression inherent in health, criminal justice, and social welfare systems (Mullaly & Dupré, 2018 ). Concrete steps can include opposing racist practices (such as carding or use of excessive force), advocating for equitable treatment of racialized groups, and protecting people in crisis from harm (CASW, 2005a ). MCIT social workers must also acknowledge racism exists, observe personal biases, reflect on privilege and power, be aware of how racism affects service delivery, avoid coercive tactics, and fight for individuals falling through gaps in societal systems (CASW, 2005b ).

Relationship Building

The ability to develop and maintain constructive and respectful relationships with people in crisis, police, families, and a range of community partners, sometimes with explicitly competing interests, is a hallmark of this role. For example, a family may want their loved one hospitalized due to acute psychosis, hospital staff may prefer community diversion due to limited bed availability, officers on scene may desire an expeditious assessment, and the person in crisis may not want to speak with the team. Diplomatic balancing of these contradictory demands is challenging in even the most straightforward interventions. Capacity to empathize with all parties involved is key to communicating in a manner that develops connections. Almost 30% of MCIT referrals in Toronto are for clients known to the program (Lamanna et al., 2015 ). Building trusting therapeutic relationships through balancing validation and change is critical to connecting clients with services that may help prevent perpetual disruptions in homeostasis (Linehan, 2014 ).

There is a dearth of literature focused on building productive relationships with police officers on MCIT’s while balancing the tensions inherent in working with policing organizations that are implicated in maintaining oppressive societal structures. From the authors experience, it is important to distinguish the individual officers on MCIT’s from broader institutions that perpetuate systemic racism. While social workers have a primary responsibility to support clients, officers have an added responsibility to ensure the safety of the worker. Ability to see problems from a security perspective and compliment the work of police can facilitate relational development. A sense of humor and aptitude for light conversation is not only useful for building relationships, it can help prevent burnout (Maxwell, 2003 ; Talbot & Lumden, 1999 ). Ability to build constructive relationships with hospital and shelter staff is also valuable for problem solving and referral processes (Steadman & Morrissette, 2016 ).

Applied Legislation and Documentation Practices

Mobile crisis workers require an awareness of legislation that frames their work. In Canada, this includes the Mental Health Act, Personal Health Information and Protection Act (PHIPA), the Health Care Consent Act, the Substitute Decisions Act, and the Child and Family Services Act (Iacobucci, 2014 ). Confidentiality is the bedrock of trusting therapeutic relationships, though these assessments can occur in settings such as coffee shops, parks, and multi-family homes where privacy is difficult to establish. Familiarity with professional guidelines around confidentiality, records, and consent allows clinicians to provide ethically sound services (OCSWSSW, 2011 ; Van Sickle, 2018 ). A duty to warn may arise when an individual poses a clear and imminent risk to an identifiable person or group, with the potential for harm resulting in severe bodily injury, death, or serious psychological harm (Betteridge, 2013 ). Due to the nature of the program and clientele, there is higher than usual potential for clinical records to be requested or subpoenaed. Therefore, crisis clinicians must be especially careful and precise when documenting assessments, interventions, and rationale. Comfort consulting with colleagues, supervisors, physicians, legal advisors, and professional bodies is imperative for ethically sound documentation practices.

This article addresses a gap in the crisis intervention literature and provides social workers a roadmap of requisite knowledge and skills to offer competent care to clients supported by MCITs. Social workers have ethical responsibilities to help people in need, challenge social injustice, and continually strive to enhance their practice capabilities (NASW, 2017 ). The skills described in this article can aid social workers in preventing harm and loss of life while promoting a sense of hope for people in crisis. Social service agencies have worked alongside police for over a century (Patterson & Swan, 2019 ), and the recent expansion of MCITs reflects progress in the collaboration between social workers and police toward providing more appropriate responses to mental health crises. As police organizations come under increasing pressure to reform the manner in which they engage with marginalized communities, and stop using excessive force against people in distress and people of color, social workers can be a valuable part of the reformation process (Adhopia, 2020 ; Ling, 2020 ; Owen, 2020 ; Reston, 2021 ). The skills clinicians bring to these teams are integral to elevating non-violent communication, protecting the lives of vulnerable populations, and shifting emphasis away from criminalizing distressed people of color.

Widespread anxiety related to the coronavirus pandemic has also heightened the need for more accessible crisis response programs, and social workers on MCITs present a novel avenue to meet the complex demands of a rapidly changing mental health landscape (Mereli, 2020 ). Many programs have moved online to prevent the spread of COVID-19 (SAMHSA, 2020 ) and waitlists for mental health support are growing across Canada and the United States (CIHI, 2021 ; Mental Health in America, 2021 ). Unlike other services, MCITs provide prompt opportunities for clients in crisis to receive in-person assessment, triage, and guidance from a qualitied mental health care provider. Through engagement, brief counselling, referrals, and transport to suitable services, these teams bridge the divides between people seeking support and community programs offering it. The capacity to de-escalate tense situations, diffuse interpersonal conflict, and develop evidence-informed safety plans can help clients and families cope to a point where more intrusive intervention may not be necessary. Those with an identifiable mental disorder who pose a risk to harm others can be diverted away from criminal justice systems and offered the treatment they need to remain safely in the community. For clients contemplating a shortened existence, assistance with validation, community linkages, and a plan for a more hopeful future can be life-sustaining. The role of social workers on MCITs is multifaceted and involves balancing attention to client recovery, client safety, and community safety to meet the needs of clients and stakeholders in difficult circumstances.

Many social problems are beyond the capacity of a single worker, team, or program to resolve. The need for MCITs is an indicator of broader structural deficiencies (such as lack of supportive housing) that push people with mental illness into crisis. These teams act as Band-Aids to protect social wounds from infection and, due to the reactive nature of program design, typically only treat the superficial manifestations of deeply rooted societal problems like mental illness, racism, and stigma. Despite the primary responsibility to respond to the crisis at hand, social workers on MCITs must also endeavour to address systemic gaps in care for disadvantaged groups while advocating for individual client needs. A flexible, responsive, and collaborative continuum of crisis services is crucial for these teams to function effectively and achieve intended results (Steadman & Morrissette, 2016 ).

As MCIT services mature, there are a number of program components that require further study before the model can be considered an evidence-informed practice. Ongoing program evaluation is essential to determining whether specific MCITs are meeting the needs of communities, families, and clients in crisis. Research is needed to understand how MCITs can better deescalate distress, promote client recovery, increase consumer and family satisfaction, and prevent repeat crises. Although some MCITs have demonstrated efficacy in improving community connections, reducing police use of force, and averting involuntary transport to hospital, more research is required to identify specific skill sets among social workers that can predict desired outcomes.

This article reviewed literature and skills important for social workers partnered with police in a timely and growing crisis intervention model. Eleven practice skills were identified for social workers, students, and educators to enhance competence and guide further learning in this area. The skills described include engagement, de-escalation, risk assessment, safety planning, conflict resolution, brief addiction counselling, linking clients with housing and community resources, advocacy, challenging systemic racism, relationship building, and documentation with awareness of relevant legislation. When applied within police co-response programs, these skills can contribute to harm prevention and reduction efforts and offer hope to clients in crisis. Broader structural change is needed to address deeply rooted social problems such as racism and stigma, though social workers on MCITs can endeavor to address systemic gaps in care for disadvantaged groups. Ongoing program evaluation is crucial to determining whether MCITs are meeting the needs of communities, families, and clients in crisis and further research is needed to identify social work skills which can predict desired outcomes.

Acknowledgements

Assistance provided by Professor Eliana Suarez with the Wilfrid Laurier Faculty of Social Work is greatly appreciated.

is a registered social worker with the University of Toronto Health and Counselling Centre and PhD Candidate with the Wilfrid Laurier University Faculty of Social Work. He has worked as a full time Crisis Intervention Specialist with a Canadian Police Service and Mobile Crisis Intervention Team.

This research is financially supported by the Canadian Social Science and Humanities Research Council (SSHRC).

Declarations

The author declares no conflict of interest with respect to the authorship and/or publication of this article.

Research included in this manuscript has not involved human subjects and does not require REB/IRB approval.

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

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6 De-Escalation Techniques to Diffuse Conflict

Dr. Amy Marschall is an autistic clinical psychologist with ADHD, working with children and adolescents who also identify with these neurotypes among others. She is certified in TF-CBT and telemental health.

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Dr. Sabrina Romanoff, PsyD, is a licensed clinical psychologist and a professor at Yeshiva University’s clinical psychology doctoral program.

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  • Address the Conflict ASAP

Identify the Goal of De-Escalation

Remain calm and regulated, practice active listening and take turns, engage with a third party, resources that can help you deal with conflict.

Conflict and disagreement are a part of life, albeit often an unpleasant one . Whether caused by a disagreement in values or simple miscommunication, we all encounter conflict at some point in our lives. Unfortunately, when conflict is not addressed productively, it can escalate, sometimes to the point of violence.

Emotions are contagious. When we encounter someone who is experiencing stress, we pick up on their stress. The same is true for other emotions, including anger, which is why we might feed off of someone else’s anger, causing a conflict to escalate further.

In the workplace, unresolved conflict leads to less creativity and productivity, and interpersonal relationship conflict can destroy relationships, including friendships and marriages. It is essential to build and use healthy, appropriate skills to de-escalate conflicts in a healthy way.

Address Conflict As Soon As Possible

As the saying goes, an ounce of prevention is worth a pound of cure. Conflict can grow over time , and you can become resentful of an ongoing issue.

If you have a problem with another person, addressing it as soon as possible can prevent escalation. It can be tempting to ignore a conflict that seems small, but then the issue grows until we can no longer ignore it, which sometimes leads to an explosive confrontation.

Long-term conflicts are more difficult to resolve because of the history and more intense feelings attached. Bring the conflict to the other person’s attention and find a resolution early on to prevent escalation before it begins.

Sometimes we know something is wrong but struggle to articulate exactly what the issue is or our desired outcome. How can you resolve something if you do not know what that looks like?

Understand each person’s perception of the problem and desired resolution beforehand.

It can be helpful to ask yourself, “How will I know that this is resolved?” What change would make things right for you? Before working towards a resolution, each party in the conflict can think about the kind of resolution they need or want and what that would look like.

Do you need to see a specific behavior change? Do you feel wronged and need an apology ? Do the parties have different communication styles and need to get on the same page?

The longer a conflict has gone on, the bigger your feelings about it and the other person are likely to be. While your feelings are valid, they can interfere with your ability to communicate and address the conflict in a productive way.

When addressing a conflict, make sure you are in a calm headspace. This will allow you to engage the other person and make progress towards a resolution. It is possible for big feelings to come up during the conversation, so be aware of this possibility, and use coping skills as needed to regulate yourself .

Sometimes a conflict is complex and needs long-term work in finding a solution. It is OK to take a break if you feel yourself getting worked up.

Often, each person has a different perception of the conflict and what resolution is needed. It can be tempting to cling to our perception of what is going on and not address the other person’s side. However, when both sides dig into their own view of the situation, they are unlikely to make progress toward a resolution.

If you are truly interested in resolving the conflict, practice active listening and open communication with the other person.

Use 'I' Statements

Make sure that both sides have the opportunity to speak their truth, and actively listen when the other person is sharing. When expressing your side of the conflict, using neutral language and “I statements” can reduce the risk of further escalation.

A neutral third party or mediator can aid in conflict resolution. Since they are not directly involved in the conflict itself, they do not have an emotional investment in the outcome. A mediator can help both parties see an acceptable resolution.

If your conflict is in a relationship, a mental health professional may be able to provide resolution support through couples therapy . If your conflict is with a colleague, your workplace may employ trained mediators to help you come to an appropriate resolution.

As noted above, it is tempting to get caught up in your perception of a conflict and vision of an appropriate resolution, forgetting that there is another side to the story.

The other party has its own agenda and priorities for the outcome as well. Recognize your values as well as what you might be able to bend in order to come to a solution that is mutually agreeable.

The other party’s needs might align more closely with yours than you think. When you are open to compromise, you can more easily find an appropriate resolution to your conflict.

Sometimes, you might need outside help to manage or de-escalate a conflict. Even if you take steps to diffuse the situation, the other party might not be receptive or may choose to continue to escalate regardless of your efforts.

Depending on the nature of the conflict, you might benefit from additional support:

  • Workplace conflict : Consult your job’s human resources department. They can intervene and help you and the other party work through the conflict in a healthy environment.
  • Conflict with your partner : If you and your partner are struggling with conflict, a couples therapist can help you work through it.
  • Divorce : Sometimes, the safest or healthiest option in a marriage is to end the relationship. Professional mediators can help work through conflicts impeding a divorce proceeding.
  • Family conflict : If members of your family are struggling with conflict, a marriage and family therapist or another qualified mental health professional can help you work through and build appropriate communication skills.
  • Conflict among friends: Even the best of friends disagree sometimes. Involving a neutral third party can help you work through the disagreement and communicate effectively.

Remember that you can only control your response to the conflict and not the other person’s, but you can use these tips to make de-escalation as painless as possible.

US Department of Justice. The Interpersonal Conflict and Resolution (iCOR) Study.

Engert V, Plessow F, Miller R, Kirschbaum C, Singer T. Cortisol increase in empathic stress is modulated by emotional closeness and observation modality .  Psychoneuroendocrinology . 2014;45:192-201.

De Clercq D, Belausteguigoitia I. The links among interpersonal conflict, personal and contextual resources, and creative behaviour .  Can J Adm Sci . 2021;38(2):135-149.

By Amy Marschall, PsyD Dr. Amy Marschall is an autistic clinical psychologist with ADHD, working with children and adolescents who also identify with these neurotypes among others. She is certified in TF-CBT and telemental health.

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How can I de-escalate a situation when someone is angry or agitated?

​at a glance.

When there are signs of anger or verbal aggression it is important to remember that:

  • you need to stay calm
  • anger may be a sign that the person is in distress, experiencing fear or frustrated
  • it is not possible to reason or problem solve with someone who is enraged
  • effective communication skills are the key to settling, resolving and de-escalating a situation.

Use the strategies below to de-escalate a situation:

  • L isten to what the issue is and the person's concerns.
  • O ffer reflective comments to show that you have heard what their concerns are.
  • W ait until the person has released their frustration and explained how they are feeling.
  • L ook and maintain appropriate eye contact to connect with the person.
  • I ncline your head slightly, to show you are listening and give you a non-threating posture.
  • N od to confirm that you are listening and have understood.
  • E xpress empathy to show you have understood.

It is not your job to stop the person being angry, but these steps may help to make the person feel calmer. It is only then that you can look at how to deal with the situation and their concerns.

In a situation like this, workers can panic because they don’t know how to “stop” the anger, and they need to know that periods of intense anger do not last. … intense feelings like anger naturally dissipate as time passes.

- A person with lived experience of a mental health condition

De-escalation Techniques This web page provides de-escalate techniques. Estimated reading time: 5 minutes Produced by: Department of Health - Tasmania

Facilitate responsible behaviour This is a free online eLearning module which covers monitoring of client behaviour, communication strategies to de-escalate conflict and managing conflict. In order to access this training, you will need to set up an account and search 'facilitate responsible behaviour' in the search bar. Type: eLearning Produced by: QCOSS Community Door

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De-escalation Skills and Tips for Mental Health in the Community

May 3, 2023

View all blog posts under Infographics | View all blog posts under Master of Social Work

A program in Eugene, Oregon, where social workers and medics, instead of police officers, respond to certain calls, saves the city $8.5 million a year in policing costs. With police officers spending 21% of their time on people with mental health issues, employing more mental health professionals to work alongside police officers makes sense.

To learn more, check out the infographic below, created by Regis College’s online Masters of Social Work program.

How social workers can help alleviate the threat of elevated mental health problems.

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Mental health in the u.s..

Mental health problems are difficult enough to deal with on their own, but those issues often cascade into other problems, including homelessness, incarceration, and encounters with law enforcement .

Studies show those with severe mental illness are 10 times more likely to be incarcerated than receive care in a treatment facility, and four times more likely to be jailed for low-level offenses compared to offenders without mental illness. Studies also indicate mental illness plays a role in 10% of all homicides, 29% of family homicides, and 50% of mass murders.

People with mental health issues are far more likely to encounter law enforcement. One of the key reasons for this is because mental health is the only health-related issue for which the police are usually first responders. In fact, 30% of those with mental illness first receive treatment following an interaction with law enforcement. Additionally, 25% of all fatal police shootings involve someone with an unrelated mental illness.

The use of law enforcement agencies in situations with a mental health component can have a profound impact. When a mental health component is involved, law enforcement agencies use 90% more resources, 21% of their time, and 10% of their financial budgets.

How Social Workers Provide Assistance

Some municipalities are trying different methods to better serve mentally ill community members and free up law enforcement resources. To support these efforts, social workers focus on treating people with dignity and respect and determining the root causes of the issues at hand. Dealing with underlying causes helps people access appropriate treatment and assistance rather than become incarcerated.

Eugene, Oregon: Crisis Assistance Helping Out on the Streets (CAHOOTS)

Founded in 1989, CAHOOTS pairs an emergency medic and a mental health professional. Together, they respond to roughly 20% of incoming 911 calls. 60% of the calls’ care recipients are homeless, and 30% have severe mental illness. These calls are often related to mental illness, counseling, anxiety, alcohol, medical or shelter issues, depression, drugs, need for food and water, or family.

The program, which saves the city about $22 million annually on public safety and medical care, provides services including suicide prevention, conflict resolution, welfare checks, counseling, and psychological evaluation.

Denver, Colorado: Support Team Assisted Response (STAR)

Founded in 2020 after a four-year trial, STAR also teams up an emergency medic and a mental health professional, who are dispatched via the city’s 911 call center. STAR responds to situations such as drug overdoses, mental health calls, people experiencing homelessness, or people at risk for suicide.

Houston, Texas: Crisis Intervention Response Team (CIRT)

Founded in 2008, CIRT features 12 teams of social workers and specially trained police officers dispatched via the city’s 911 call center. In 2019, CIRT took 5,519 calls. Some services provided include information on mental health and treatment abuse resources, family mental health education and outreach, and support for SWAT teams as a mental health resource.

De-escalation Skills and Tips for Social Workers

De-escalation is avoiding or preventing an escalation in undesired behavior. It’s sometimes called conflict resolution, verbal de-escalation, or crisis intervention.

It’s an essential skill for social workers , who must also display patience, empathy, compassion, and a genuine desire to help people in crisis. De-escalation is important because social workers can face volatile situations, including people who are hostile, delusional, defiant, paranoid, or schizophrenic.

Fortunately, social workers are uniquely qualified to assist individuals in the community and connect people to resources. They are specifically trained to identify a person’s needs, strengths, and current available support; provide mental health and behavioral counseling; and assist people in adjusting to the challenges they face.

Here are some tips that social workers (or anyone else) should consider when dealing with people in crisis:

  • Maintain non-threatening body language.
  • Stand back about three feet.
  • Stay calm and professional.
  • Focus on solving the immediate problem.
  • Show empathy.
  • Accept slow responses.
  • Give simple, clear instructions.
  • Look for the root of the problem.
  • Be flexible, if possible.
  • Give the person time to think about the situation.

Providing a Vital Helping Hand

With protests across the country calling for reform in American policing, many cities are already taking steps to involve social workers in an effort to divert people experiencing mental health crises away from the judicial system. Judging by the results of programs such as CAHOOTS and STAR, social workers play an important role in connecting struggling people with community resources.

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Crisis Intervention: How De-Escalation Training Can Save Lives

When it comes to conflict resolution , de-escalation training can go a long way toward calming the situation and everyone involved. However, while de-escalation can work in virtually all conflicts, it can actually save lives in the field.

Various industries can benefit from this kind of training, including law enforcement, social work, and educators. Although not all conflicts can be life-or-death situations, the same elements of de-escalation can apply to those incidents where life is at risk.

Specifically, we’re going to discuss how de-escalation training can influence and enhance crisis intervention. When applied correctly, this training can help bring people back from the brink of harming themselves or others. Here’s a breakdown of how these two elements can work together.

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What is Crisis Intervention?

Crisis intervention is a technique of helping someone in crisis avoid devastating or long-term damage as a result of their experiences. A crisis is defined as an overwhelming negative emotional event that can override someone’s ability to think and act clearly.

Examples of these overwhelming events can include divorces, instances of cheating, the discovery of a fatal illness, or the passing of a loved one. However, because everyone responds to stimuli differently, what can trigger a crisis for one person may not have the same effect for another.

Typically, crisis intervention happens on behalf of the affected individual and not always with their consent. However, for someone to step in and intervene in a crisis without the person’s permission, the situation has to be dangerous. Unless the individual is a threat to themselves or others, outsiders may not be able to intervene, at least not completely.

Because of the nature of crisis intervention, the process needs to be handled by a trained professional. Individuals experiencing crisis are more likely to act irrationally, which can trigger violence and destructive episodes. Without the proper training, a specialist could put themselves in danger by involving themselves in the situation.

How De-Escalation Training and Crisis Intervention Go Hand-in-Hand

While crisis intervention specialists may learn de-escalation techniques, not all de-escalation trainees are equipped to handle crises. That said, there are some overlapping strategies and tactics, so let’s break them down.

Active Communication

The only way you can properly intervene in a crisis situation is to know what’s going on and how it’s affecting the person. So, active communication is a crucial component of figuring out the best course of action.

Active communication involves more than just listening. It also requires participation in the conversation. Some ways to show that you’re actively listening can include:

  • Summarizing the other person’s words
  • Repeating what they’re saying
  • Offering insight into what they’re experiencing

Overall, the goal is to show that you understand what they’re saying and that it matters to you. Active listening is crucial because it helps the individual feel like they’re being heard and that their thoughts and emotions matter.

Calming the Situation

De-escalation and crisis intervention are all about stabilizing the situation so it’s possible to move forward in a positive direction. As long as the crisis or conflict is still happening, it’s impossible to do anything about resolving it.

The exact circumstances of what it takes to calm the situation can vary from one scenario to the next. In some cases, simply talking through the problem can be enough to de-escalate it. In other cases, individuals may need to be restrained so they can’t harm themselves or others.

The words you use also have to be calming and reassuring. Even your tone of voice can affect the situation. Also, it’s imperative to understand that what works for one incident may not work for another.

For example, speaking a low, calm voice may work for someone who’s experiencing a crisis to let them know you’re a trained professional. Conversely, though, the same tone could be seen as condescending during a conflict, creating more tension between you and the affected individuals.

Providing Applicable Solutions

While de-escalation is the primary goal in each situation, it’s also imperative to discuss future options (both short and long-term). Once the person (or people) are ready to discuss these options, it’s your job to provide real-world solutions. Otherwise, the individual may fall right back into old habits or conflicts.

With crisis intervention, the need for immediate solutions is often more severe than it is for standard conflict resolution. For example, a person in crisis may need a safe place to stay for the night. Once that’s handled, they can start thinking about the next day and beyond.

People meeting in a desk inside a library

How De-Escalation Training Can Save Lives

Depending on the industry and the scenario, de-escalation techniques can make the difference between life and death. Here’s a breakdown of the various situations where these strategies can help with crisis intervention.

For Law Enforcement

Unfortunately, there’s a tendency for law enforcement officers to bring physical violence into each situation. Whether it’s using lethal force or restraining an individual, violence only escalates the problem and can lead to fatal encounters.

De-escalation for law enforcement takes a much different approach to these encounters. For example, rather than reaching for a gun, an officer can start talking to the individual and show that they’re there to help, not to harass or harm.

In many cases, simply stating that the officer is there to de-escalate the situation can go a long way. Many individuals can freak out or get more stressed when they see police officers show up. There’s a tendency to assume that they’ll get arrested or thrown in jail, making the situation far worse. For someone experiencing a crisis, the stress of those thoughts could make an overwhelming event even more intense, and it’s hard to know what they would do next.

Fortunately, in areas where de-escalation is being used as the default type of interaction, law enforcement agencies have seen significant reductions in violent interactions. For example, in Kentucky, officers had 28 percent fewer use-in-force incidents and 36 percent fewer officer injuries.

For Social Workers

Social workers provide a vital service to citizens who are already struggling, so they are far more likely to be involved in a crisis intervention scenario. Thankfully, the presence of a social worker doesn’t immediately escalate the situation, so these individuals don’t have to worry as much about being involved in an altercation.

That said, someone in a crisis can still do some real harm, so it’s imperative for a social worker to have comprehensive de-escalation and conflict resolution training. They may encounter individuals who may be contemplating self-harm or those who might want to harm others they perceive as causing the crisis (i.e., a cheating spouse).

Another reason why de-escalation is so critical is that children are often involved in social work cases. Having kids present can create stressful challenges, so it’s imperative to calm the situation as quickly as possible and work toward a positive and peaceful resolution.

The other advantage that social workers have is that they can communicate with individuals more than once. While a police officer may only interact with someone one time, a social worker will likely do so multiple times. That said, because social workers are often overstretched and overworked, it’s hard to follow up with someone as much as they may need to resolve their crisis.

For Educators

Teachers and education faculty have to deal with more problems and challenges today than in years past. The rise of school violence and shootings has made it more crucial than ever for educators to learn de-escalation techniques.

However, this kind of training isn’t necessary across the industry. Some schools have far fewer incidents than others, so teachers don’t have to worry as much about violent encounters.

Still, in areas where students are more likely to act out violently, conflict resolution training can go a long way. Teachers need to know how to approach a student experiencing a crisis and settle them down before things escalate.

Also, this kind of training can help teachers identify students who may be involved in a situation but aren’t acting out. By knowing the warning signs and being proactive, teachers can potentially prevent a violent or life-threatening incident in the future.

Training course where the trainees are seated at a desk and the trainer is writing on the whiteboard

Let Pollack Peacebuilding Help With Your De-Escalation Needs

Although crisis intervention and de-escalation training are two different things, they’re both sides of the same coin. At PPS, we can help your team learn the most valuable de-escalation techniques so they can respond to conflicts and help resolve them quickly.

We also offer comprehensive training programs for workers in high-risk industries. While we don’t train crisis intervention specifically, we can discuss situations where de-escalation can potentially save lives. By having these kinds of discussions, we can prepare trainees for what they may encounter in the field.

If you’re ready to see how well de-escalation strategies can work for you and your team, contact us today.

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Jeremy Pollack

Jeremy Pollack is the Founder and CEO of Pollack Peacebuilding Systems.

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De-Escalation Techniques: 19 Best Ways to De-Escalate [Top Tips + Data]

Caroline Forsey

Published: April 25, 2023

No matter your business, your customers are your greatest asset, so keeping them happy is critical.

service rep using de-escalating techniques to diffuse a situation

It's natural for your customers to become frustrated or upset occasionally when dealing with an issue related to your business — but how your customer service team handles and de-escalates the situation is vital for customer retention and loyalty.

Free Download: Crisis Management Plan & Communication Templates

With the long-term satisfaction of your customers at stake, your team must learn effective de-escalation techniques. In this post, we'll dive into 19 de-escalation techniques and why they work.

Table of Contents

What are de-escalation techniques?

Why de-escalation matters in customer service, how consumers react to 6 de-escalation techniques + why they work [new data].

  • 13 De-Escalation Techniques

The Benefits of De-Escalation in a Company

De-escalation is a process by which you calm the situation before it gets worse. This can be done through a variety of techniques involving breathing, active listening, asking questions, being compassionate, and the use of body language.

what are de-escalation techniques; diagram showing de-escalation techniques.

Image source

Recently, I had an upsetting experience with an airline after dealing with a flight cancellation.

I wanted a refund, so I waited three hours to speak with a member of their service team, only to hear: "I'm sorry, ma'am, but there's nothing I can do for you."

Now, I'm not blaming this airline or this service rep. But one thing I learned throughout the encounter was how much empathy mattered to me.

I didn't necessarily need the rep to give me exactly what I wanted: I just needed to feel heard and understood.

And, apparently, so does everyone else.

de-escalation techniques and empathy; interview about using empathy as a de-escalation technique.

In a recent survey I conducted with 100 consumers across the U.S., "listening carefully, understanding the problem, and demonstrating empathy" was the most popular response to this question:

"Think of a time when you were upset at a company and customer service helped you have a positive outcome. What did they do to make the experience positive?"

Listening and demonstrating empathy exceeded even "they offered me a refund, upgrade, or promo code." In other words: People care more about a service rep's behaviors than they do a rep's actions .

All of which is to say: How your reps behave when a customer is upset could make or break that customer's loyalty. So it's a critical component of long-term customer retention.

Let's dive into six of the most effective de-escalation techniques next.

De-escalation techniques. Consumers' response poll ranking the most effective de-escalation techniques by percentage.

1. Practice active listening and demonstrate empathy.

46% of respondents rated active listening and empathy as the most important de-escalation technique practiced by service reps.

Improving your communication will help prevent misunderstandings and help you to de-escalate them when they do.

Active listening requires you to actually listen to the other person, rather than interrupting them, rushing them, or spending the time in your head plotting out what you'll say next.

When you listen to the other person, they feel heard and appreciated, and their anger will begin to subside.

Asking questions (and listening to the answers!) allows you to hear their side of the story and get down to the root of the problem.

Remember that there are always three sides to a story: yours, theirs, and what actually happened. Be open to hearing how they have interpreted something and how it may differ from how you intended it.

"When I encounter escalation situations during consulting calls, the first thing I do is lay a strong foundation of listening by way of asking strategic questions and giving the customer the space to air their frustrations and their needs,” HubSpot Senior Inbound Consultant Bradlee McKibben told me.

"My goal is to dig deeper into what the actual root problem is, as sometimes frustrations can be misaligned. Everyone encounters roadblocks and challenges; customers simply want to know we understand the why and are here to help," she says.

Showing empathy by putting yourself in their shoes will help de-escalate the situation. Once they know you'll try and do what's best for them, they can calm down, and you two can work together to resolve their issue.

2. Offer refunds, upgrades, or promos to make up for an issue.

Money can often be a major cause of contention. If your customers feel they've lost or wasted money and haven't received the full package in return, it makes sense for them to feel frustrated or angry.

Money can also be the answer. In fact, roughly one-third of respondents marked this as the de-escalation technique that led to a positive customer service experience.

While offering anything for "free" to a customer can feel painful, you'll want to keep in mind that acquiring a new customer is much more expensive than retaining an existing one.

Of course, you'll want to abide by your company's refund policies whenever possible. Speak to your manager to understand what you can offer an unhappy customer if you cannot resolve their issue.

In the situation with the airline, I felt much better about purchasing another ticket from them once a service rep offered me a refund on my canceled flight.

It proved they valued my future business more than their bottom line and increased my trust.

If you can't provide a refund, consider offering a promotion or discount on a future purchase.

Bradlee McKibben offers advice on the de-escalation advice of active listening.

3. Don't say no. Instead, tell your customer how you'll work to resolve their issue.

There's nothing more frustrating than hearing "No," "I don't know," "I cannot," or "It is not within my power" from a customer service rep — so, to truly de-escalate an issue, avoid these terms.

Instead, you might say phrases like, "I will investigate this issue," "I will try to resolve this issue," or "I'm digging into this." If possible, explain specifically how you're planning to help resolve the customer's issue.

For instance, you might explain that you're going to send their ticket to your IT team so they can dig into an issue with your software. Tell them they can expect a follow-up from you within the next 48 hours, and you'll pause payments until the issue is resolved.

As McKibben puts it, "Sometimes I encounter escalation situations that are outside my role's scope. I make sure to clearly explain to the customer how my expertise isn't best suited to solve the problem but that I will take the following steps: loop in the correct point of contact, file a roadblock with our product team, and/or follow up with the Support rep who is handling the ticket."

She adds, "I make sure my follow-up is timely, actionable, and detailed so that the customer knows I'm keeping track of the issue. Lastly, I will provide helpful resources or ways other customers have tackled similar issues, if applicable."

4. Be honest, and don't make promises you can't keep.

HubSpot's Senior Customer Success Manager Jen Berenguer told me honesty is her number one de-escalation technique.

She says, "Firstly, because it aligns with HubSpot's value of transparency, but mainly because managing expectations is one of the most important aspects of my role. When I'm honest with how much I care about a customer's problem, the steps I'm taking to help, and, more importantly, what I won't be able to do, it helps them understand the complexity of the matter and how feasible it is to get to their desired outcome."

"Most of the time, honesty leads to a stronger relationship with my clients, even when we have a problem that can't be solved."

Lying to your customers to make them happy might seem like an easy solution for de-escalating a situation. Still, it will ultimately backfire by creating a major sense of distrust. Personally, I wouldn't want to work with a business that encouraged its support reps to lie — would you?

Rather than lying or over-promising when you're unsure whether you'll be able to deliver, simply ask for time to explore the issue further.

Instead of saying, "I can promise you we can help you," you might say something like, "I can promise you I'll try my best to help you." Customers know when you're lying, and promising you can help is a lie unless you've already found a surefire solution.

5. Stay calm, even when your customer is frustrated.

While raising your voice or becoming equally emotional when speaking to an angry customer can be tempting, it won't de-escalate the issue and might even make it much worse.

Instead, it's critical you remain calm. Breathing can help with this. When an argument begins, our bodies are forced into a fight, flight, or freeze mode. Our breathing becomes labored, our heart rate increases, and we're literally ready to fight our "attacker" or flee the situation.

Neither of these solutions is ideal for workplace conflict.

Controlled breathing benefits a heated situation in multiple ways. First, taking a deep breath calms your nervous system, allowing you to think (and respond) clearly and calmly.

de-escalation techniques, how to practice deep breathing.

Image Source

6. Tell customers you value and appreciate them.

While only 16% of respondents rated this as important for de-escalation, it's undoubtedly a nice extra step you can take once you've de-escalated a situation.

However, you'll want to time this one wisely: Telling your customer you value them before solving their problem could seem disingenuous, especially if they're upset.

Once you've identified a solution, however, it's a good idea to emphasize that you truly appreciate the customer's business.

13 De-escalation Techniques

So what does de-escalation look like in practice? We've compiled 13 of the best de-escalation techniques for you to implement in your business.

1. Skip the hold button.

If a customer has a problem, don't put them on hold. Customers today expect a higher level of service and may feel devalued if you place them on hold when they complain.

Instead, stay with them, physically or on the line, until you find the person they should speak with or get the resources you need to address their problem.

What we like: Skipping the hold button allows you to maintain a human connection with a customer when it matters most and helps set a more positive tone for the rest of your interaction.

2. Remain calm.

Upset customers will come to you with various emotions, including anger, frustration, disappointment, or sadness.

Your reaction can aggravate them further if you let these emotions impact you personally. Remain calm while interacting with the customer to learn about their complaint and direct them to the correct personnel.

Pro tip: While exuding calmness is important, you don't want to show indifference or a lack of concern. Get engaged with the customer while not escalating the situation with your response.

3. Use active listening.

Customers who want to escalate want to be heard and know that you're listening. By using active listening, you can show them you care and potentially even de-escalate the situation or at least keep a ceiling on their frustrations.

If speaking in person, show the customer you're actively listening. Nonverbal cues such as eye contact, nodding, and leaving your arms uncrossed can demonstrate your active engagement with the customer.

When speaking with the customer, recount their main points and ask thoughtful questions to clarify their complaint and probe into potential causes.

Pro tip : Take notes during the interaction, if possible, or after it, and inform the customer so they know their complaint is being recorded.

What are de-escalation techniques? How to be an active listener.

4. Express sympathy.

Customers with complaints often want validation that their feelings are legitimate.

Even if you don't think they are, expressing sympathy can help defuse a customer's anger and frustration.

Regardless of how the interaction gets resolved, the customer will at least remember your sympathetic response to their problem, which can prevent further issues.

Pro tip: An upset customer may not be entirely rational. Your sympathy can help calm them down and ease their suspicions of you.

5. Be confident.

By speaking confidently with customers, you can assure them that you will handle their complaints.

Your confidence can also pre-empt the customer from experiencing further questions and doubts. You'll also be better able to guide the interaction instead of following the customer's lead.

Pro tip: There's a difference between being confident and cocky. You can manage a customer complaint and regain initiative in the interaction by staying humble yet confident.

6. Mirror the complaint.

Mirroring is an active listening technique that can help you build rapport and demonstrate engagement with a customer. Repeat their complaint without interrupting to show you heard and remember what they have to say.

You'll make the customer feel validated while also seeing the problem from their perspective, which may help you find a solution faster.

Best for: Mirroring is especially useful if a customer has a complex problem but shouldn't be overdone. Try to mirror the key points of a customer's complaint to demonstrate your attention to their problem without repeating them word-for-word, which can be off-putting.

7. Use scripts.

Customer complaints often follow similar patterns.

Scripts can make it easier to address customer complaints without escalating the situation further with your own emotions.

You can also use scripts to avoid getting stuck on a complaint and move an interaction toward resolution.

Pro tip: Scripts can ground you in a stressful situation, but you don't want to sound like you're reading from one. You might use a script as a reference point rather than something to repeat verbatim to make your response and empathy natural.

8. Simplify complex problems.

You can de-escalate a customer by breaking their complex problems into simpler ones. Simplifying the problem can make the situation easier and faster to resolve.

You may also discover that the customer's emotions or lack of information made the problem seem more complex than it really was.

What we like: Breaking down a complex problem can help you score quick wins for the customer. You can also naturally shift the focus of the conversation from the problem to its resolution.

9. Identify the problem's root cause.

Identifying the root cause of a customer's frustrations can make solving them easier. You can also identify what needs to be changed.

Once the customer has aired their frustrations, ask tactful but pointed questions to get to the bottom of the problem.

Pro tip: Ask the customer about the specific use cases in which they had a problem to determine the source of their complaints.

What are de-escalation techniques? The 4 phases of a problem-solving situation.

10. Set realistic expectations.

It's vital to set realistic expectations for customers when trying to de-escalate.

You could be shocked into overpromising when customers share their complaints with you, especially if they're emotional.

However, this can cause more frustration for a customer when you can't deliver on your promises.

Pro tip: Avoid firm commitments on what you can accomplish for a customer. Instead, commit to making your best effort to help them and to reach out to anyone else who can help.

11. Narrate your actions.

Communication is essential for de-escalation. Narrating the actions you're taking to assist customers can help them.

They don't want to feel abandoned or ignored. By telling customers what you're doing to help them, they'll know you're trying to make progress.

What we like: Narrating your actions can make the customer more useful to you, as they, too, begin thinking of potential solutions and new ways to help.

12. Make an apology.

A simple apology can go a long way in establishing goodwill during a customer complaint.

No one wants to admit fault, but doing so can make a customer feel appreciated.

By apologizing, you can calm the customer down and make them better able to work with you through their problem.

What we like: By apologizing to a customer, you can make their return more likely even if you can't solve their problem. At the very least, they could leave with a positive view of your company.

13. Offer compensation.

As you bring the customer complaint to an end, consider offering compensation.

A coupon, discount, or free offer can show a customer that your company values them, even if you couldn't resolve their problem.

Even if you lose the customer, they'll at least remember your gesture, protecting your reputation.

Best for: Compensation is ideal for customer retention and allows you to end a potentially negative interaction on a positive note.

Learning de-escalation techniques and training your entire team, from HR to managers to your frontline workers, can benefit your organization, not just customer relations.

These include (but are not limited to):

  • Minimizing Conflict: You'll see less conflict and less drama when team members can communicate better and work out disagreements before they become full-blown battles.
  • Improving Teamwork: When employees respect one another and can work peacefully with one another, they work better and accomplish goals faster. You'll have an actual team, instead of individuals working in silos.
  • Increasing Your Bottom Line: When people work better together, they work faster, accomplish more, and earn more money for your organization.
  • Reducing Turnover: Happy employees with high levels of job satisfaction rarely jump ship in search of new opportunities. Rather than constantly trying to replace valuable team members, you'll hold on to the employees that are moving your organization forward.
  • Better Crisis Management: During a crisis, your company can suffer damage due to confusion and panic. A culture of de-escalation is central to effective crisis management .

Misunderstandings are bound to happen when different personalities come together to complete a common goal.

With the right de-escalation training, you can ensure that minor issues don't turn into major battles that ruin relationships and damage your bottom line.

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De-Escalation Is a Go-To Tactic for Behavior-Related Incidents

Reducing the intensity of problematic behavior is a step-by-step process..

Posted February 1, 2022 | Reviewed by Vanessa Lancaster

  • The goal of de-escalation is to reduce the intensity of a volatile or potentially dangerous situation.
  • Challenging behavior is often the result of an unfulfilled need or want.
  • Speaking loudly or making demands of the person in distress will generally make the situation worse.

Behavior-driven problems in schools and health care facilities continue to increase, both in the number of incidents and severity. Teachers, administrators, doctors, nurses, direct care workers, and other professionals are faced daily with handling situations involving individuals who are, for one reason or another, causing some sort of disruption.

Disruptions can range in seriousness from making a distracting noise to posing a physical threat to themselves or others. The causes of behavioral challenges can be mental health issues, neurological conditions, traumatic experiences, or physical problems and restrictions.

Most experts and professionals would agree that taking preemptive measures to prevent incidents of violence and behavior-driven problems from even occurring is the best approach. Such measures could include mental health and wellness services, after-school programs for troubled youth, or periodic evaluations of individuals at risk for behavior-related issues.

Even when preemptive measures are taken, however, behavioral challenges in certain settings are unavoidable. In these instances, the go-to tactic is de-escalation.

Understanding De-Escalation

The primary function of de-escalation is to help the distressed person reduce the intensity of their problematic behavior quickly and effectively while maintaining that person's safety and others. When attempting to de-escalate troublesome behavior, it is important not to inadvertently make the situation worse by doing or saying something that will exacerbate the problem.

In addition to reducing the intensity of the current situation, de-escalation also prevents the further escalation of a problem. Escalation generally occurs in observable steps. The first step might resemble agitation, such as nervous movements or unsettled facial expressions.

Agitation can then lead to a more disruptive behavior such as screaming and then advance to dangerous or violent behavior such as hitting other people or throwing objects. The better we know an agitated person, the more readily we can recognize subtle or idiosyncratic early indicators of escalation, and the more quickly and effectively they will be able to intervene.

Maintain Safety During De-Escalation

During any attempt to de-escalate a potentially dangerous situation, it is critical to try and maintain the safety of everyone involved. First, quickly assess the situation and determine if any assistance is needed. This can range from calling the police to asking another teacher to come to the classroom.

If any individuals are in harm’s way, move them to a safe area as soon as possible. If there are any dangerous objects near the person that could hurt themselves or others, such as scissors, try to remove them from the immediate area. It is also useful to identify the nearest exit if you need to remove yourself or others from the area.

Means of De-Escalation

The first step in a de-escalation attempt is to pay attention to your behavior and how you present yourself to the person in distress. Make sure to moderate the tone and volume of your voice; do not raise your voice or talk to the other person in a way that could come across as angry, demanding, or condescending.

Try to be aware of your facial expressions and physical behavior to ensure the person does not feel threatened. If the person feels they are in a power struggle or argument with you, it will only escalate the situation and make it more difficult to bring the incident to closure.

Often a person exhibiting difficult or dangerous behavior is experiencing frustration, trying to fulfill some sort of a need, or requires assistance with something. A classroom student may have difficulty with an assignment, a patient in a hospital may be hungry, or a child with autism may be unable to express themselves to a peer. In these instances, the best way to deal with the person is to try and understand what they want and proceed with a calm discussion about how to fulfill their need.

As tempting as it may be to just give the person what they want, instead show them how to use proper communication to express themselves in a way that will enable them to fulfill their need. Getting what they want needs to be contingent on calmer and safer behavior.

Alexander Raths/Shutterstock

If what the person is asking for is not possible, or the situation continues to escalate despite your best efforts, try asking the person to do something specific.

This may help them calm down and reset themselves in such a way that will hopefully enable them to regain control of themselves. Instead of telling the person to “calm down” or stop doing the disruptive behavior, ask them to do something. This could be as simple as asking them to hand you a nearby object or giving them a drink of water.

Broken Heart

Depending on the circumstance, you might ask the person to take a brief walk with you or tell you what they did last weekend. Doing these simple things can frequently give the person a momentary distraction that will redirect the situation to a better path. It will also get them focused on cooperation with you rather than what is causing them to be upset.

There are certain instances where the best approach is to stand by and do nothing. If the person indicates, they need to be left alone or seems to get more agitated when you try to talk with them, back down. If no one is in danger, there is no harm in giving the person some space. Monitor the situation and if the person can de-escalate their own, let them do so. Discuss what happened with them later when they are calm.

Remember that a person who is agitated or exhibiting disruptive behavior cannot instantly be brought to a complete state of calm; it is a process that needs to be taken one step at a time. If your strategy is not working, shift gears and try something else.

The more the situation escalates, the less capable the person becomes of controlling themselves, so do not rush the process. Take appropriate steps to guide the person calmly and firmly to a place where they can control themselves and move forward in a positive, safe, and productive way.

Maria Ferlick MS Ed., BCBA, LABA

Maria Ferlick is a licensed teacher certified in Intensive Special Needs Education, as well as a Board Certified Behavior Analyst and a Licensed Applied Behavior Analyst and a Master Trainer with QBS, provider of the Safety-Care behavior management and crisis prevention training program.

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  1. De-Escalation Techniques: 19 Best Ways to De-Escalate [Top Tips + Data]

    ability to problem solve and de escalate crisis situation

  2. Five Simple and Effective Strategies to De-escalate a Behavioral Crisis

    ability to problem solve and de escalate crisis situation

  3. 18 Effective De-Escalation Strategies For Defusing Meltdowns

    ability to problem solve and de escalate crisis situation

  4. 6 Techniques to De-escalate a Threatening Situation

    ability to problem solve and de escalate crisis situation

  5. 18 Effective De-Escalation Strategies For Defusing Meltdowns

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  6. 6 Techniques to De-escalate a Threatening Situation

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COMMENTS

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  3. PDF Crisis Intervention and De-escalation Techniques

    Why? Because he or she is in a crisis, which by definition means the consumer is feeling out of control. The consumer's normal coping measures are not working at this time. Crisis Intervention and De-escalation C.A.F MODEL - Calm, Assess, Facilitate Calm: to decrease the emotional, behavioral, and mental intensity of a situation

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    To begin, it's important to note that the goal of de-escalation is to defuse crises before they reach the point of physical aggression or violence."When you talk about nonviolent crisis intervention, some people immediately think of holding skills and how to protect yourself from physical attacks.

  5. PDF Crisis Intervention and De-escalation Techniques

    Definitions of Crisis time of intense difficulty, trouble or danger life event that an individual perceives as stressful to the extent that normal coping mechanisms are insufficient state of disequilibrium in which an individual's typical level of functioning is disrupted

  6. PDF M-TAC Event: Crisis Intervention and De-escalation Strategies and

    » Understanding the internal causes of escalation helps us to diffuse the situation » Our verbal and nonverbal skills help to stabilize a situation » You are not working in isolation Celofiga, A, et al. (2022) Effectiveness of De-Escalation in Reducing Aggression and Coercion in Acute Psychiatric Units. A Cluster Randomized Study. 15

  7. De-Escalation

    The training helps someone identify, understand, and respond to signs of mental illnesses and substance use disorders. The theme of the course is the de-escalation process broken down into 5 steps called A.L.G.E.E. Mentalhealthfirstaid.org. [email protected]. 202-684-7457.

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  11. Knowledge and Skills for Social Workers on Mobile Crisis Intervention

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  12. PDF The Art of De-escalation and Conflict Resolution

    Definition of Behavioral Crisis. An episode of mental and/or emotional distress that is creating instability or danger and is considered disruptive by the community, friends, family or the person him/herself. • Adapted from the Seattle Police Department.

  13. 6 De-Escalation Techniques to Diffuse Conflict

    Remain Calm and Regulated. The longer a conflict has gone on, the bigger your feelings about it and the other person are likely to be. While your feelings are valid, they can interfere with your ability to communicate and address the conflict in a productive way. When addressing a conflict, make sure you are in a calm headspace.

  14. PDF Practical Overview of DE Escalation Skills in Law Enforcement

    the current situation de-escalates. Removing any distractions or disruptive persons from the area so that the officer can maintain focus on the individ-ual experiencing the crisis is an important component of de-escalation. The officer should remain calm and speak slowly, in short sentences, to encour-age communication.

  15. How can I de-escalate a situation when someone is angry or agitated

    effective communication skills are the key to settling, resolving and de-escalating a situation. Use the strategies below to de-escalate a situation: L isten to what the issue is and the person's concerns. O ffer reflective comments to show that you have heard what their concerns are.

  16. De-escalation Skills and Tips for Mental Health in the Community

    De-escalation is avoiding or preventing an escalation in undesired behavior. It's sometimes called conflict resolution, verbal de-escalation, or crisis intervention. It's an essential skill for social workers, who must also display patience, empathy, compassion, and a genuine desire to help people in crisis.

  17. Crisis Intervention: How De-Escalation Training Can Save Lives

    September 22, 2023 by Jeremy Pollack. When it comes to conflict resolution, de-escalation training can go a long way toward calming the situation and everyone involved. However, while de-escalation can work in virtually all conflicts, it can actually save lives in the field. Various industries can benefit from this kind of training, including ...

  18. De-Escalation Techniques: 19 Best Ways to De-Escalate [Top Tips + Data]

    1. Practice active listening and demonstrate empathy. 46% of respondents rated active listening and empathy as the most important de-escalation technique practiced by service reps. Improving your communication will help prevent misunderstandings and help you to de-escalate them when they do.

  19. De-Escalation Is a Go-To Tactic for Behavior-Related Incidents

    The goal of de-escalation is to reduce the intensity of a volatile or potentially dangerous situation. Challenging behavior is often the result of an unfulfilled need or want. Speaking loudly...

  20. How to De-Escalate a Situation: Best Practices and Examples

    De-escalating a situation is a vital skill for strategic communicators, especially in times of crisis, conflict, or uncertainty. It can help you prevent or resolve disputes, calm emotions,...

  21. De-escalation Tips for Problem Solvers

    De-escalation Tips for Problem Solvers Last updated on Oct 26, 2023 All Soft Skills Problem Solving How can you de-escalate situations involving vulnerable or marginalized people?...

  22. PDF Intervention That Actually Works De-escalation and Crisis

    Problem solving and differentiating between a crisis and a problem will be covered. The stages of a true crisis state are discussed, and an "Individual in Crisis" is defined. It is important to understand some of the instances and. triggers for a person to become an individual in crisis and necessitate a police response.

  23. ability to problem solve and de escalate crisis situation

    The six steps of problem solving involve problem definition, problem analysis, developing possible solutions, selecting a solution, implementing the solution and evaluating the outcome. Problem solving models are used to address issues that..... Maytag washers are reliable and durable machines, but like any appliance, they can experience problems from time to time.