Collective Coping Training
Author(s): Caroline Hoedemakers Country: Belgium
Is the intervention sector specific?	No
Is the intervention usable with different enterprise sizes?	Yes
Is the intervention equally applicable to both genders?	Yes
Is the intervention based on theory?	Yes
Can the intervention approach be adapted/ tailored?	Yes
Does the intervention promote CSR and how?	The intervention was not explicitly linked to responsible business practices although it does promote employee well-being.
Does the intervention promote social dialogue and how?	Collective coping training promotes active dialogue within and between team members but it is aimed at the managerial level only.
Overview (including risk assessment and law – legal requirements etc.): The aim of ‘Collective Coping’ is to help managers cope collectively and more effectively with common issues and related problems experienced at work. It is a method that uses team training and team building exercises. Underpinning the structure and the overall rationale of the training programme for collective coping are that: group members must see the problem as a common problem; they must feel collectively responsible for the solution; and they should share a commonly desired solution.
Implementation: The collective coping intervention, involves team training for 5 days; where every two weeks there is 1 full time day of training. The team training involves 4 stages: In the first stage, common problems experienced by managers are examined in the specific organisation: a work-related problem is chosen. In the second phase of the training, the group proceeds to analyze the problem collectively by exploring possible causes and consequences of the identified problem; and, in turn, reflecting on the different parties involved in the problem and in its solution. Thus the collective problem is redefined. In the third phase, collective actions and strategies are developed and outlined by the group, in order to address the defined problem. In the final stage of the intervention, the fourth phase, the actions and strategies outlined are implemented.
Practical applications: Collective coping is aimed specifically at the managerial level and requires a trained expert to facilitate the successful administration of training sessions. Collective coping has been successfully implemented and evaluated in a large organisation in the public sector; however, the method is adaptable and applicable, as noted by the author, to a variety of occupational sectors and sizes of enterprises.
Innovative aspects: The use of collective coping among managers through team training to identify work related problems and develop solutions, and consequently, an action plan.
Evaluation (including process issues, outcomes and sustainability): The intervention was delivered to four groups over four divisions in a section of local government in Belgium. Measurements were taken prior to and following managers’ participation in the collective coping training. Additionally, interviews were conducted with participants, following the training, to assess the overall effectiveness of the interventions.
Benefits (including cost effectiveness): The managers that participated in the collective coping training exercise articulated an extremely positive response to the team training. Specifically, managers outlined that during the training they learned to identify prevalent problems in the workplace, to see their potential impact on their colleagues, and how to develop a common vision within the team of mangers on how to address these issues more effectively. Managers spoke of ‘collective coping’ training as an effective team building exercise. Following the completion of the training exercise, the organisation and managers that participated in ‘collective coping’ training expressed their overall level of satisfaction; and articulated their strong interest to continue with further and more advanced team training in ‘collective coping’.
References: Hoedemakers, C., & Pepermans, R. (2007). Stimulating collective coping: Conceiving training for managers.. In S. McIntyre & J. Houdmont Occupational Health Psychology: Key Paper of the European Academy of Occupational Health Psychology 7th ed. (p111-113). Edicoes ISMAI: Castelo da Maia, Portugal.
Comments: This approach is aimed at the managerial level; and consequently does not promote employee participation and social dialogue.