Keeping a group calm and able to act in a crisis

In 2007, researchers led by Stevan Hobfoll summarised what helps people most after disasters. They named five elements: a sense of safety, calming, a sense of being able to make a difference yourself and together, connectedness with others, and hope. These five points are like a blueprint for a calm group.

In practice this means: honest information gives safety, because nobody has to imagine the worst. A calm voice and organised routines calm people down. Tasks give the feeling of being able to make a difference – helplessness amplifies fear. Staying together creates connection. And small, achievable goals (“by this evening everyone will be warm”) make hope tangible.

Fear is contagious, but so is calm. In uncertain situations people look at how others react. A person who speaks calmly, explains and listens sets the tone for everyone. They don't need to be the loudest or the highest in rank – what matters more is that they keep an overview and involve others.

Clarify early who coordinates. This person gathers information, assigns tasks and makes decisions after brief consultation – they explain them instead of shouting orders. Count everyone and form pairs who look out for each other. Anyone leaving the group says so, so that nobody gets lost.

Inform honestly and briefly: what is known, what is not known and what happens next. “We don't know that yet” is better than a reassuring lie, because people who have been fibbed to once will later not believe the important news either. Agree fixed times for updates, for example listening to the radio every hour on the hour. This slows down rumours that would otherwise keep going round.

Hand out suitable tasks: rationing water, organising light, preparing food, keeping children busy, listening to the radio, checking on neighbours. Very anxious people in particular benefit from doing something meaningful. And name successes aloud (“Water is secured”, “Everyone is warm”) – that strengthens the whole group's confidence.

Every group has people who need more support: children, older people, the ill, people with disabilities, pregnant women or people who don't understand the language well. Keep a deliberate eye on them – they are the easiest to overlook in the commotion. Ask what they need instead of guessing.

Also watch for people who become very quiet or very agitated. Someone who withdraws may just need someone to sit down beside them. But don't push anyone to talk about what they have experienced. Listening when someone wants to talk is often enough.

The coordinating person needs breaks too. Coordination is exhausting, and someone who is overtired makes worse decisions. Choosing a deputy who takes over from time to time is not a sign of weakness but smart planning.

Instructions from authorities and emergency services always take priority over agreements within the group. Do not pass on rumours; check them against official sources – for example via radio, warning apps or announcements from emergency services. In an emergency shelter there are usually staff from relief organisations in charge; work with them and tell them about the needs of particularly vulnerable people.

Tensions are best addressed early and calmly, before they grow. Share resources such as water and food fairly and visibly, explain decisions. But if someone threatens others or becomes violent, mediating at any cost is the wrong approach: keep your distance, protect others and call the emergency number (112 in the EU).

If someone talks about taking their own life or harming themselves, endangers others or loses control completely: immediately call the local emergency number or a local crisis line and do not leave the person alone.

A common picture from films is that people in disasters immediately become selfish and panicky. In many real emergencies, however, people behave more helpfully and level-headedly than is often assumed: neighbours help each other, strangers share what they have. Clear structures help to make good use of that willingness.

The guidelines of the Inter-Agency Standing Committee (IASC) on mental health in emergencies stress that community self-help and securing basic needs are the foundation of all psychosocial support. So a group that organises itself well already provides much of what keeps people emotionally stable.

A battery radio, a head torch and a family or household plan agreed in advance make it much easier to keep a group calm. If you already know who does what, there is less to discuss in the crisis.