This tool is for newsroom managers to use to protect the psychological wellbeing of staff who encounter trauma and stress.
It’s based on four training resources on MHM which deal with trauma and stress in journalism. We suggest that any managers planning to use our charter outline below read the following items first.
- Journalism, trauma and stress
- Workshop: Stress and trauma in journalism
- Lesson: Journalism, trauma, and stress
- https://mediahelpingmedia.org/lessons/lesson-managing-trauma/
- Tool: Delivering trauma training
The charter outline, set out below, could be used as a formal commitment between newsroom management and staff to prioritise mental health and safety.
It’s based on the understanding that journalism is a high-pressure profession and that the psychological wellbeing of media workers is essential for ethical, accurate, and sustainable reporting.
Organisational commitment
- Vulnerability is not weakness: Management recognises that experiencing stress or trauma is a professional reality, not a sign of personal failure. Admitting to psychological distress will not result in a loss of position, opportunity, or prestige.
- Leadership from the top: Managers will receive training to recognise the signs of stress and PTSD (post-traumatic stress disorder) and will lead by example in practicing and encouraging self-care.
- Open communication: The newsroom will foster an environment where journalists feel safe to discuss the emotional impact of their work without fear of judgement.
Operational protocols for traumatic content
- Trauma-informed editing: When dealing with graphic user-generated content (UGC) or harrowing field reports, editors will balance the public interest with the need to protect both the audience and the staff from secondary traumatisation.
- Rotation of duties: No journalist should be expected to cover traumatic assignments indefinitely. Managers will implement flexible work arrangements and rotate staff to prevent the effects of cumulative exposure.
- The right to pause: Journalists working on highly distressing stories are encouraged to take short, regular breaks to ground themselves and regain emotional perspective.
Support and debriefing
- Debriefs: Following a hazardous or emotionally taxing assignment, a voluntary but encouraged debriefing session will take place. This is where colleagues can share experiences and learn from one another.
- Access to resources: The organisation will maintain an up-to-date list of local mental health professionals and independent counselling services. Where funds are limited, the newsroom will facilitate peer-support networks.
- Peer support training: Selected staff members will be trained as wellbeing champions to provide a first point of contact for colleagues showing signs of hyper-vigilance, social withdrawal, or irritability.
Ethical and humane reporting
- Respect for victims: Our reporting will avoid sensationalism and strive to protect the dignity of trauma survivors. We acknowledge that invasive coverage can re-traumatise victims and their families.
- Moral injury awareness: We recognise that journalists may face moral dilemmas that challenge their internal moral compass. The newsroom will provide a space to discuss these ethical challenges openly to mitigate the risk of moral injury.
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