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Yes, corrections/detention work this stance conveys to offenders
is not for everyone. Therefore, it is …staff do that staff are not incapacitated or
absolutely essential to train staff cowering in fear, and their spirits
for what they might encounter in whatever they remain high.
the workplace, and to evaluate as However, at some point, and
much as possible at this early stage can to look strong, sooner rather than later, staff
who is ready for and capable of will need to receive the support
this type of work and who is not. invincible, and time to “process” the impact
However, the fact that no attention is of an event. This can be done by
given to the potentially traumatizing impenetrable… tapping into resources provided by
nature of such training communicates their agency (such as peer supporters,
to new recruits that they are expected chaplains, or behavioral health providers
to be impermeable to the traumatic content who specialize in treating psychological
on the job. What is also communicated implicitly is trauma) or through other means (such as talking with
that they should climb the learning curve quickly, and loved ones and friends, or engaging in expressive
become desensitized to such exposures. And that they writing or spiritual approaches).
should accept this as a normal part of their functioning Oftentimes, though, no such support is sought or
and of the workforce culture. it may even be declined when offered, because of the
So new staff begin their careers operating under “I’m good!” code of silence, and the associated shame
the assumption that if they are impacted by what they and fear of being labelled as “weak.” I know one
witness or experience at work, they’d better keep it to correctional lieutenant who spoke with contrition about
themselves or they could be rejected by their peers, the times he effectively shut down his team’s efforts to
become the object of ridicule, miss promotions, or even debrief after an incident. He would say to them, “Yes,
be considered unfit for the job. we can have the Crisis Response Team come talk to
In addition, because of the ever-present sense us about this, but we don’t really need to do that—do
of potential danger in the corrections workplace, a we?” Years later, due to his own personal experiences,
perspective of “us against them” may exist between that lieutenant understood and acknowledged the
staff and offenders, where each party views the other cumulative traumatic impact of the job and regretted
as a threat—and even as the enemy. When such an his stance with his subordinates.
attitude of “us against them” is pronounced, that It is also important to remember that corrections
enmity leads to power struggles. In turn, after a clash, staff are usually not exposed to a single traumatic
these power struggles dictate that staff cannot show the or otherwise high-stress incident once in the course
offenders that they have succeeded in “getting to” them of their careers. On the contrary, the nature of their
in any way. In order not to let offenders think that they job includes exposure to multiple such events either
have won a battle, the staff do whatever they can to directly, in real time, or indirectly (where they hear,
look strong, invincible, impenetrable—no matter what read, or view electronically such incidents at a later
they have seen, what they have endured, and how time). As a result, the punch these incidents pack
they have been affected. For example, assaulted staff accumulates year after year.
members may opt to tour their unit after their assault Such are the inherent stressors and the inescapable
before leaving for a medical check or after returning realities of corrections work.
from such a check, in order to show the offenders that
they are on their feet and “unbroken.” Yet, in workforce cultures where the “I’m good!”
It should be pointed out that an attitude of resilience code of silence reigns, the prevalent expectation among
and hardiness—“keeping it together”—is necessary corrections staff (especially custody staff) is that when
asked how they are doing following a critical incident,
during and shortly after an incident of violence, injury their answer will be one of the following:
or death, a near-miss, or the threat of such. Staff have
a job to perform, for which they have been trained. • “I’m good!”
They need to remain in charge of the situation and • “I signed up for this. I trained for it.”
respond quickly and professionally, follow policies • “It was just an inmate.”
and procedures, and remain functional, unruffled, • “I don’t need to talk to peer support or a chaplain.
unyielding, and in control in the face of danger or I’m just fine.”
horror. In such situations, the staff’s ability to keep
emotional reactions at bay—to “numb out” emotionally Or after they have been assaulted, they may say: “I
and not feel much—is useful and of value, as it helps don’t need to go to the hospital” or “I want to come
staff operate and execute their duties effectively. And back to work tomorrow.”

10 | JANUARY | FEBRUARY 2022 AMERICANJails