The Week of mourning for the Grief Task Force In many different cultures, this time of year is dedicated to remembering the dead. All Saints' Day, All Souls' Day, Day of the Dead (Day of the Dead), All Souls' Day, Eternity Sunday... 

The bereavement task force is a Network of bereavement experts, supporters and friends, who organised the week of mourning for the second time under the heading Eat.Cry.Repeat., during which I offered an online mourning café together with Julia. 

Before the memorial café began, I had an hour to spare, which I spent in my mother's garden. She had asked me to take the rich humus soil from the compost heap to nourish the rose bushes for the winter. 

And so, while I was digging away, I thought about the upcoming event and decided that it There is hardly a better symbol for life, death, transformation and the miracle of renewal than the compost heap.. In it, what is old and seemingly worthless decomposes and becomes the basis for new growth. It shows that decomposition is not an end, but a transition – a cycle in which everything is connected. As in life, the power of change also lies in the compost heap. It is a powerful metaphor for the cycles of decay, death, life and renewal. Everything is connected. The compost heap teaches us not to fear decay, but to understand it as a natural process of transformation. It holds the hope that something new can always emerge from loss.

Three were registered. Five came. 

We came together from Cologne, Kiel and Berlin and looked at the various aspects that arise when we consciously deal with grief in the workplace from the perspectives of outpatient hospice work, job coaching with the long-term unemployed, self-employment as a grief coach, facilitation & hosting, counselling and support. 

In order to deal with loss and grief in the workplace, it is essential to establish a Culture of compassion and openness Those in positions of responsibility can provide opportunities such as discussion groups, professional grief counselling or psychological support to give those affected space to express their feelings. Flexible working hours or temporary relief can help to cope with the stress. Managers should set an example by dealing with grief in an authentic and respectful manner, for example through rituals such as minutes of silence or offering support discussions. A clear communication culture that maintains sensitivity and discretion helps the team to integrate the loss together and find their way back to a new normal.

Everyone present agreed that there are an increasing number of organisations that Responding sensitively in cases of bereavement, especially when it comes to the loss of direct colleagues and “business as usual” is not required. 

And although we know that there is no such thing as grief prevention, we agreed that it can be helpful to address loss and transience at an early stage and to create spaces within the community where feelings can be shared. Openness in dealing with grief, Rituals for processing loss and promoting resilience strengthen mental health. It is also important to cultivate a network of social relationships during stable times, which will provide support in times of crisis. Education about the natural processes of grief and the importance of saying goodbye helps to reduce fears and accept the inevitable as part of life. This creates an environment that supports healing and growth in difficult times.

Even without a specific bereavement, one can, so to speak, without cause, in the protected space of a bereavement café meet. Here, people can talk informally about losses of all kinds, worries, fears and anxieties. A prompt, a short reading, a mindfulness exercise or just an open question from a bereavement counsellor or trained facilitator can stimulate conversation. In the workplace, a grief café can help to remove the taboo surrounding grief, strengthen team cohesion and create a supportive atmosphere. It shows that grief is taken seriously and that those affected are not alone with their emotions.

Talking about grief without a specific reason may seem unusual or difficult at first, but it offers the opportunity to create an open and supportive environment before a specific loss occurs. It enables, Raising awareness of the importance of grief and lower the threshold for conversations in times of crisis. Employees can share their perspectives, fears and experiences, which strengthens empathy within the team. Such conversations promote resilience and show that there is room for human issues in the workplace. They lay the foundation for providing empathetic and sustainable support in the event of a loss.

In this group of seven, we could have continued talking about the particularities of grief in a team for a long time; the two hours seemed a little short. So we agreed to stay in touch, share our experiences and methods, and meet again in the new year to exchange ideas.

Anyone who would like to join is very welcome. All information can be found in the SOCIUS newsletter.