Barriers to help-seeking among correction officers: examining the influence of institutional culture and structure

Occupational Hazards in Corrections: The Impact of Violence and Suicide Exposures on Officers’ Emotional and Psychological Health

“…Officer health and wellness have become a core concern among departments of correction and a strategic priority of the National Institute of Justice (2016). given the high prevalence of anger, anxiety, depression, and PTSD identified among correction officers in the current study and across other studies (Regehr et al, 2019), it is important to destigmatize mental health and encourage help-seeking both within and beyond departments of correction (Johnston et al, 2022;Wills et al, 2021). It is also essential that senior leadership, including administrators and supervisors, encourage officers to seek support (Xanthakis, 2009), perhaps sharing their own experiences with mental health and helpseeking (Spinaris, 2020).…”

“…Peer-to-peer counseling can also be an important resource in departments of correction, perhaps strategically selecting counselors that are veterans, who have navigated the disciplinary process, and who have known other officers who died by suicide. Officers may be hesitant to seek help from peer counselors if they worry about confidentiality or backlash, and if they seek help, they may minimize the extent to which they are struggling (Wills et al, 2021). As such, departments should also contract with licensed mental health professionals outside the department, prioritizing identifying providers who have experience treating corrections staff or specialize in this area (Spinaris & Brocato, 2019).…”

“…These may include specialized critical incident stress debriefing units that provide on-the-job debriefing and ongoing counseling (Spinaris & Brocato, 2019). Officers in this department reported it was unusual to be offered time off following a traumatic event such as the suicide of a close colleague (Wills et al, 2021). Departments may consider providing paid time off to further promote the importance of self-care in the aftermath of critical incidents and traumatic events.…”

Law enforcement mental health: A systematic review of qualitative research.

“…Participants also mentioned specific emotional, cognitive, and behavioral symptoms that map onto clinically relevant diagnoses, including depressive, anxiety, or trauma-related disorders (see Table 4). Other noteworthy clinical problems discussed included “addiction” ( n = 4; Anderson et al, 2022; Bullock & Garland, 2018; Edwards & Kotera, 2021; Turner & Jenkins, 2019), “vicarious trauma” ( n = 9; Deschênes et al, 2018; Evans et al, 2013; Gumani, 2017, 2022; Hofer et al, 2021; Parkes et al, 2019; Rudd & D’Andrea, 2015; Sigad et al, 2016; Willemse, 2021), “burnout” ( n = 7; Dick, 2000; Jackman et al, 2021; Jetelina, Beauchamp, et al, 2020; McCormack & Riley, 2016; Regehr et al, 2003; Ricciardelli & Carleton, 2022; Singh & Kar, 2015; Tapson et al, 2022), “presenteeism, absenteeism, or turnover” ( n = 4; Edwards & Kotera, 2021; Jackman et al, 2021; Parkes et al, 2019; Turner & Jenkins, 2019), and “moral injury or organizational betrayal” ( n = 11; Anderson et al, 2022; Bullock & Garland, 2018; Dick, 2000; Hartman & Ellis, 2022; Jackman et al, 2021; McCormack & Riley, 2016; Regehr et al, 2003; Ricciardelli & Carleton, 2022; Tapson et al, 2022; Willemse, 2021; Wills et al, 2021).…”

“…The police culture was unanimously identified as the most problematic organizational stressor. Participants acknowledged that poor communication, lack of resources, minimal trust, support, and recognition from leadership, conflicts with colleagues, frequent policy changes, lack of input in decision making, and inadequate training were ubiquitous and negatively impacted their mental health (Crowe et al, 2022; Deschênes et al, 2018; Dick, 2000; Duran et al, 2019; Edwards & Kotera, 2021; Jackman et al, 2021; Milliard, 2020; Ricciardelli & Carleton, 2022; Singh & Kar, 2015; Tapson et al, 2022; Turner & Jenkins, 2019; Willemse, 2021; Wills et al, 2021). References to “doing more with less” were abundant; participants expressed experiences of burnout, lack of job satisfaction, and poor work–life balance due to a combination of excessively high workloads and understaffing (Deschênes et al, 2018; Edwards & Kotera, 2021; Jackman et al, 2021; Singh & Kar, 2015; Tapson et al, 2022; Turner & Jenkins, 2019; Willemse, 2021).…”