I will recommend below steps to manage the emotional reactions during debrief: 1. Let the person feel a safe space by emphasizing that the purpose of the debrief is to reflect, learn, and improve, not to assign blame. 2. If emotions arise, validate them without judgment. This allows the person to feel heard and can diffuse intensity. 3. Promote open communication by asking participants to share how they’re feeling in a calm, structured manner. 4. When someone expresses frustration, anger, or sadness, listen actively. 5. Focus on the Issue, Not the Person and encourage collaborative solutions. 6. After the debrief, offer individual support if needed.

A clear structure helps navigate emotions productively. Start with ground rules: focus on solutions, not blame, and respect everyone’s input. Acknowledge emotions constructively, saying, “I understand—let’s focus on [specific issue] now and discuss offline if needed.” Use the agenda to refocus if things go off track: “How does this help us achieve today’s goals?” Finally, encourage reflection over reaction by asking, “What’s our next step?” Structure creates space for emotions while ensuring the session stays focused and productive.

To maintain a positive and constructive dialogue, I will actively listen, acknowledge emotions, and remain composed. I will facilitate the discussion towards finding solutions and, if necessary, divide the group into smaller subgroups. This will allow for a more focused discussion on specific areas for improvement. Ultimately, I will summarize the key takeaways and action steps for the group to prioritize.

In some teams that I have been a part of, everybody begins by pointing out their own gaps and how they intend to improve. This demands self-realization and complete honesty and displays to the team that the person recognizes that there are always improvements to be made. That also avoids feelings of being attacked by others in the room. However, some people just naturally refuse to admit to any shortcomings or failures, even from others. That makes things difficult for everybody. After-actions must be understood to be unvarnished brutally honest reviews in order to improve the team performance. Doing otherwise, such as just having a chat about how great everything went, is a complete waste of time. We don’t learn from success.

Lors d'une session de débriefing, pour gérer les réactions émotionnelles des participants de manière productive : - Faites preuve d'empathie et écoutez activement les émotions exprimées. - Encouragez l'expression des sentiments et maintenez un climat de respect. - Proposez des solutions et des actions à entreprendre. - Prévoyez des pauses pour permettre aux participants de se recueillir. - Assurez la confidentialité des échanges pour favoriser une communication ouverte et honnête.

Leading a debrief session when there is a highly charged emotional state after an incident is very challenging. A good way to start is by opening with an overview of the incident and then an opportunity for improvement on myself, to highlight vulnerability. By actively listening and speaking in a calm tone, making it feel more like a discussion than a de-brief. Utilising the EAP provider for some advice before beginning the de-brief session is highly beneficial. Not criticising individuals and focusing on team learnings to better prepare for future training needs. Organise a session post de-brief with EAP and offering all personnel involved the opportunity to engage with them.

Importante reconhecer e validar as emoções dos participantes, criando um ambiente seguro. Depois, redirecionar a conversa de forma construtiva, focando nas lições aprendidas e ações para melhoria. O objetivo é transformar as reações emocionais em insights que promovam o crescimento pessoal e da equipe.

I think a good first step is to establish a locus of control and set the expectations right up front. People who are passionate about their roles will no doubt express emotion during a debrief, and that’s a good thing as long as it’s managed correctly. The focus should be first and foremost on the presentation of perspectives, with a goal of learning versus identifying those to blame. Above all else, the person managing the session should ensure that the feedback is timely, relevant, and respect is at the forefront.