Trauma. If you are in EMS, you may associate trauma with traumatic injury, which is a physical injury that occurs suddenly and must be assessed by knowing the mechanism of the injury or what caused it. However, the word “trauma” refers to the emotional response from a distressing or threatening event. Workplace trauma is the emotional and psychological impact of traumatic events that occur in a work setting—events that affect employee well-being and organizational health. I find this topic fascinating. I happen to be aware of some very solid research taking place about the topic, so to be clear, this brief article is in no way meant to take the place of the research that is in the works; rather, to prepare your mind about the topic of workplace trauma in the PSAP.
The Scope of Trauma in 911 Dispatch
Research indicates that dispatchers face significant exposure to secondary trauma through highly emotional calls from distressed individuals, with studies showing a correlation between this exposure and PTSD symptoms. In fact, telecommunicators may experience traumatic stress disorders at significantly higher rates than the general public. Nearly half of 911 dispatchers report experiencing intense fear, horror, or helplessness when handling calls involving death or injury to field responders, children, or suicidal callers.
The trauma in PSAPs extends beyond the calls themselves. It manifests as organizational trauma—toxic work environments with unrealistic performance expectations, whether it’s answering speeds or perfect quality assurance reports. According to the Workplace Bullying Institute, nineteen percent of Americans suffered abusive conduct at work in 2021, with 65% of bullies being bosses. This creates what experts call a “toxic workplace,” characterized by significant personal conflicts that negatively impact productivity and employee well-being.
Organizational Trauma: From Top to Bottom
The trauma occurs at all levels in the workplace. From management down, it manifests as a toxic work environment with unrealistic expectations for how fast the phone is answered or how perfect your quality assurance reports are. It can be discrete and show up as abusive language around people who prefer not to be cursed at, or discrimination with testing slightly geared toward a “preferred” candidate for promotion. It can even show up as a lack of support when a call has been significantly rough, and the call taker or dispatcher is told to get back to work and suck it up… buttercup. But it’s still a trauma.
The physical, bullying, and blatant harassment are more obvious. I remember being told of a PSAP manager who threw, with force, a large toner cartridge (approximately 2.5 pounds) at an employee because he was annoyed with her. Or hearing staff complain because a supervisor came in on numerous occasions after they had ordered pizza and ate all of their pizza, then left the room, no offer was made to chip in. Talk about abusing your leadership power! Research consistently shows that laissez-faire leadership creates environments ripe for bullying. with fifty-two percent of employees have experienced or witnessed inappropriate workplace behaviors, with bullying being most prevalent at 51%. These behaviors aren’t just uncomfortable—they destroy morale and mental health, leading to clinical levels of anxiety, depression, and even PTSD.
Peer-to-Peer Trauma: “Eating Your Young”
What about peer-to-peer and peer-to-supervision? We are all aware of peer-to-peer trauma. It shows up in a variety of ways. One example involves a newly released trainee who, for whatever reason, becomes the target of their colleagues’ collective dislike. The group excessively criticizes this person on every call, finding fault with everything they do. The new employee is excluded from conversations, meals, and any group activities until they eventually quit. In the 911 environment, this behavior is sometimes referred to as “eating your young
This phrase, borrowed from nursing where it’s equally prevalent, describes a systematic form of hazing targeting new employees. The American Nurses Association estimates that 18-31% of nurses experience workplace bullying, with approximately 20% of first-year nurses quitting because of it. The same pattern occurs in 911 dispatch centers.
Organizations that “eat their young” engage in troubling behaviors such as belittling, not explaining tasks, or dismissing concerns with phrases like “I had it tough, so you just need to figure it out”. This workplace hazing takes many forms—from ignoring new employees to purposeful sabotage, rudeness, passive-aggressiveness, and gossip. Available evidence indicates that 25-75% of American employees encounter workplace hazing, with devastating effects on retention and mental health.
The motivation behind this behavior often stems from insecurity and a desire for power. Experienced employees who were hazed themselves perpetuate the cycle, believing that “if they can survive figuring it out alone, they’re worthy of staying on the team.” This creates an environment where new dispatchers feel ostracized, picked on, and excluded before they’ve had a chance to prove themselves.
The Ripple Effects
The consequences of workplace trauma in PSAPs extend far beyond individual suffering. Toxic workplaces result in lower morale, higher turnover rates, lower productivity, more absenteeism, greater stress among remaining staff, and higher healthcare costs. When employees are distracted by drama, gossip, and choosing sides in ongoing conflicts, they cannot devote adequate attention to emergency calls—putting public safety at risk.
Unchecked bullying can result in increased absenteeism, turnover, stress responses, and, in extreme cases, workers’ compensation claims for workplace psychological injuries. For 911 dispatchers specifically, the combination of vicarious trauma from difficult calls and organizational trauma from toxic workplace cultures creates a perfect storm for burnout and attrition.
Moving Toward Solutions
The good news is that workplace trauma in PSAPs can be addressed through intentional interventions. Organizations should implement comprehensive policies that include:
Critical Incident Stress Management (CISM): Structured group discussions led by mental health professionals help dispatchers process traumatic calls and receive support from colleagues. Making CISM readily available—or even mandatory—after particularly distressing incidents can significantly reduce long-term psychological harm.
Employee Assistance Programs (EAP): These programs provide confidential counseling and mental health resources for dispatchers dealing with both call-related trauma and workplace stress. Some have expressed concerns with the EAP program counselors not truly understanding. The quote I heard was, “They don’t have a clue!” The best thing to do is to be proactive. Reach out to EAP and help them to become culturally competent before there is a real need. Equature’s presenters, Carol Staben Burroughs and Jim Marshall, have talked about this in their training (contact us for more information!) Being proactive will not only help the EAP build a strong understanding of what is occurring, it will help the PSAP staff be more successful when healing is needed.
Zero-Tolerance Policies: Organizations must document incidents thoroughly, and be willing to confront those responsible for harmful behavior, and enforce zero-tolerance policies with clear consequences. This includes providing anti-harassment training and establishing safe reporting systems.
Peer Support Programs: Studies show that peer support in the workplace minimizes distress and helps emergency responders process the emotional toll of their work. Creating formal peer support structures gives dispatchers safe spaces to discuss difficult experiences with colleagues who understand.
Leadership Accountability: Management can use perceived organizational support questionnaires to understand how employees feel and have HR proactively engage with staff. Leaders must model supportive behavior and hold supervisors accountable for creating healthy work environments.
Mentoring Programs: Effective mentors provide insight into unwritten rules, support career development, offer honest feedback, and serve as advocates for new employees. This structured support can moderate the effects of workplace hazing and build individual commitment to the organization.
Self-Care Initiatives: Encouraging dispatchers to take regular breaks, maintain physical fitness, eat well, and get adequate sleep helps build resilience against both vicarious and organizational trauma.
The Path Forward
We live in a constant state of crisis for 8, 10, and 12 hours a day, and in order to truly take care of others, we must start with ourselves. Seeking help to deal with workplace trauma should not be viewed as a weakness but as an essential component of professional survival.
For those currently experiencing trauma in their PSAP, remember that you’re not alone. Talk to trusted colleagues, activate available support systems, and don’t hesitate to seek professional help. Document incidents of harassment or bullying. Know your agency’s resources—chaplains, victim advocates, therapists who specialize in first responder trauma.
For leadership, the message is clear: the cost of ignoring workplace trauma is too high—in human suffering, in turnover, in public safety risk, and in organizational reputation. Creating a culture where dispatchers feel valued, supported, and safe to report concerns isn’t just good management; it’s an ethical imperative.
The research on workplace trauma in PSAPs is growing, and this conversation is just beginning. But we already know enough to act. Every dispatcher deserves to work in an environment where both the trauma of the calls and the trauma within the workplace are acknowledged, addressed, and actively prevented. The work we do is very important, and our dispatchers are too valuable to accept anything less.
To ensure accuracy and reliability, this article draws on 26 trusted sources. You can view the complete list by clicking on the link provided here. For additional questions about the content or sources, please contact the author, Cherie Bartram, at cbartram@equature.com.
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