I have been conducting several nonviolent crisis trainings for school staff this summer. We spend time going over verbal and nonverbal techniques, personal safety, and learning to work in teams when engaging an agitated or potentially acting out individual. As my trainings have evolved I have been using the two loops around the matrix both as a teaching tool and as a prevention intervention. the two loops refer to an individual matrix for the individual and a second for the group.

In a crisis the behaviors and attitudes of those intervening influence the behaviors and attitudes of the acting out person. Now that also works the other way as the acting out person influences those who come into five senses contact with him or her. What we have to offer those experiencing crisis is a context of flexibile words and actions.

We use the matrix on an individual level to promote psychological flexibility for staff and to get some noticing going. When we are able to accomplish this early on we can reduce the possibilities of escalation. In training we use the first loop of the matrix to enhance the development of effective crisis responses for each trainee. They incorporate the language of toward, away and lots of noticing into their skill set . We take turns practicing being stuck students and work toward flexibile staff responses. This works very nicely to  help staff come up with workable moves as well as to notice their personal hooks when dealing with noncompliant folks.

We use the second loop or the group matrix for the crisis team training.  Getting clear on the shared purpose of crisis intervention,  learning to collaborate as a team, getting the biases out ( fear, confusion, frustration ), etc., can all be mapped onto the matrix. This creates an atmosphere of psychological safety among the trainees by anticipating typical away moves ( freezing, over or under-reacting ) and empowering all team members to monitor both themselves and the individuals requiring intervention. What naturally follows allows us to tap into the team’s collective resources for engaging in anticipated crisis situations.

The matrix also provides a context for turning conflict and crisis toward peaceful resolution for the person in crisis.  We use both function (identifying what the individual hopes to gain) and context (their present circumstances they  are experiencing both internally and externally) to promote the return or developement of pscyhological flexibility for them as they respond to the team’s interventions. The bonus is that following a crisis there is an opportunity to learn new skills and avoid repeat performances. By promoting psychological flexibility via the matrix staff and students learn to use crisis and conflict as a way to move toward peace, strengthen connections and develop what is needed to move forward.

The Art of Peace is a reference to the philosphy of aikido. Aikido had its beginnings as a martial art. As Morehei Ueshiba, the founder, applied aikido he came to understand that the physical and mental applications of his art were a way to end conflict. Crisis begins in the mind of the individual experiencing it. When we intervene with the matrix we invite them to look and see for themselves. We establish a safe context that permits more psychologically flexible responses. Both the matrix and aikido point to principles which when followed by everyone involved in a crisis leads them on the path to peace.