Managing psychological trauma in the Malta Police Force

Abstract

The objectives of this qualitative research are to evaluate the management of psychological trauma in the Malta Police Force (MPF) and recommend enablers for positive outcomes. These aims are achieved through the assessment of the current practices, support services and structures available both internally and externally, and by evaluating the potential to develop positive outcomes, such as resilience and growth. This study contributes to Health and Safety by stimulating a climate of proactivity to bring about changes that enhance the quality of life experienced by police-officers, their families and members of the community they serve. To realise the objectives of this research 15 semi-structured interviews were carried out with 10 Inspectors (8 males and 2 female) representing the middle management level of the MPF. In addition, 5 Key Informants (4 internal and 1 external) participated in this study. The Key Informants’ roles, experiences and knowledge were deemed instrumental in addressing the research questions. The input gathered from these 15 interviews was processed following the Thematic Analysis Approach (Braun and Clarke, 2006). The study reveals 4 characteristics of the current state of affairs regarding the management of psychological trauma within the MPF. Firstly, the influence of the macho police culture whereby resorting to psychological support is interpreted as weakness or incompetence. Secondly, the ‘do-ityourself’ approach adopted by Inspectors that emerged from their own frontline experience in the absence of standard operating procedures on how to deal with potential or actual cases of traumaaffected officers. Thirdly, a strong sense of family whereby kinship ties breed trust, encourage disclosures and motivate to solve issues within the immediate circle. Finally, there is the prevalent mentality within the MPF that ‘what does not kill (break) you, makes you stronger’. Thus, developing a “thick skin” while being exposed to difficult situations is regarded as contributing to building resilience and personal growth. However, it is also acknowledged that such positive outcomes are enabled with the constant support of one’s colleagues, superiors, families and friends as well as through Professional support, for instance Counselling. Self-awareness with regards to the changes brought about by the experience is considered important in cultivating post-traumatic growth. The MPF Transformation Strategy 2020-2025 which was launched while this study was underway is already a step in the right direction to improve the quality of work-life of MPF members. As the implementation of the strategic objectives continues to be rolled out in the next few years, there is room for including the recommendations proposed in this study.