Introducing Trauma Awareness into An Organization

Copyright 1999 @ Robert Grant Ph.D.

Introduction

       Trauma is rarely a neutral topic.   Many, within a given organization, have had direct or indirect encounters with trauma. Most of these people have also failed to receive appropriate care. As a result, the impact of their traumatic experiences typically remains unresolved. Blindly entering an organization with a variety of unresolved trauma victims at the head is like walking into a minefield.  Without a map and metal detector an organizational consultant or internal change-agent runs the risk of being blown up as soon as s/he steps onto the property.

  Many professionals, especially in the fields of psychology, medicine and social work, have invested a great deal of time and money in their theoretical orientations.  Their approaches to care (physical, psychological or spiritual) create access to funding, treatment/training protocols and a range of research opportunities.  In many cases, years of commitment and energy are invested in developing such approaches. Their theoretical orientations are ensconced in the public mindset and, thus, establish and support the credibility of their approaches. Many professionals are highly attuned to any approach that threatens to undermine their authority, power and sense of control (all concerns of unresolved trauma victims).  The implications of “trauma theory” have the power to overturn many, if not all, of the “sacred cows” of medicine, psychology and theology.

       The spiritual commitments, faith structures and ideologies of many powerful individuals and organizations often do not adequately address the darker and more painful aspects of life, such as incest, rape, torture, murder, war, malevolent abuse and trauma. Trauma forces life’s “shadow” dimensions into the open. These revelations which often point towards government and church agencies, the police and military, teachers and, worst of all, parents are rarely met with any kind of enthusiasm.

       Many powerful people organizations are abusive.  Power is frequently misused and some in positions of power have personality disorders and/or trauma-related addictions.  Management styles revolve around crisis management and a lack of long-range planning.  Inadequate grievance structures regarding sexual and emotional abuse and/or harassment and negative performance appraisals, combined with work environments that have poor boundaries and riddled with dual relationships are just a few indicators of a traumatized and/or traumatizing organization.

Most importantly, regardless of what mission statements say, most organizations are hierarchical.  Some individuals, within these systems, are beyond accountability. Whenever gross disparities in power exist between members of an organization then abuses of power and the creation of new victims will become a common occurrence.

       In view of the above, blindly introducing “trauma awareness” into an organization (without adequate research and networking) is doomed to fail.  Trauma, in view of all the reasons mentioned above, is one of the most difficult and dangerous topics to introduce into any organization, especially any one that provides care to trauma victims.  These organizations typically have a large number of unresolved trauma victims high in their ranks.  Presenting this topic to the wrong individual can permanently close the organization to any innovative individual.

Phase I - Research

  It is essential that an organization first be thoroughly researched. Examining its mission statements and values provides clues to the language and ideology that comprise the organization’s internal and public culture. An ability to speak the organization’s language and participate in its many myth themes increases one’s chance of both entry and success. 

In the case of a religious organization, knowing something about the life of its founder and its charism (mission and purpose), especially if trauma was a part of the founder’s background, increases receptivity one’s message.  The founder’s life is an essential element of each members ongoing personal and professional mindset and development.

  Ideally one should find a coach, someone in the organization who is open to the topic of trauma and who can guide the consultant and/or change-agent to sympathetic others within the organization. Presenting to the wrong individual often locks one out of the organization. The coach should describe organizational concerns such as substance abuse, “burn out” and declining morale (which are more often than not connected to some form of current and/or past injustice and/or traumatic event that certain individuals and/or the organization as a whole has suffered).  

       If the consultant can demonstrate a direct correlation between unresolved trauma and the aforementioned issues then his chances of being allowed to become involved in program development are greatly increased. An agent of change must always meet the organization (especially its management) in terms of its current needs.  Serving the organization means giving it what it needs at the moment. This is the first principal of organizational change. With time, after trust and mutual respect have been developed, opportunities to introduce more sensitive topics will increase.

Phase II - Presenting to the Proper Person

  It is essential to proceed slowly when forming a relationship with an organization.  Surveying the needs of the organization, along with its key personnel must be done carefully and precisely.

  If you are able to find a coach it is important to educate the individual about trauma and how programmatic developments would benefit and effect the organization, as a whole. This individual must be cautioned not to approach others until the consultant is sure that s/he understands what trauma is and how it is effecting the organization. Once the coach understands the nature of trauma, s/he can recommend key personnel that are sympathetic to the topic and who have the power to make things happen.  Ideally s/he will then speak with these individuals and encourage a meeting. Once this meeting is arranged it is time to make a presentation. The presentation should be short and sweet (no more than one hour).  Its  intent is to describe what trauma is and how it is effecting the organization (as a whole). Typically those present will be from Human Resources, Employee Assistance and Management.  They need to understand the costs associated with ignoring and overlooking the existence of unresolved trauma in their organization.

Phase III - Follow Up

  After this short presentation it is important to process its implications  with those present. Typically, it is best to follow up a few days later by phone or in person.  The consultant must be patient and willing to answer difficult questions and concerns, many of which might seem irrational or tangential at first.  This type of dialogue goes with the territory. Most individuals respond idiosyncratically to trauma.  It is a frightening topic on both a personnel and organizational level.  It takes time for people to digest the implications and to get their mind around the topic.  The consultant will be tested to see if he is knowledgeable, patient, compassionate and doesn’t get rattled.  If the consultant can field these challenges then he will be one step closer to getting into and helping the organization.

   This part of the process can not be skipped.   One must remember that this is often the first time these individuals have heard such a difficult issue addressed in an open forum.

Throughout this phase of the process it is vital to repeatedly make the connection between unresolved trauma (either in childhood or job-related) and substance abuse, absenteeism and subpar performance (on both an individual and organizational level).

Phase IV  Further Follow Up

  Once the consultant has gathered and developed a group of supportive individuals it is important to repeat Phase II with a larger portion of the organization.  Those who attended the first presentation should be in attendance, along with other key members of the organization. Hopefully, prior to this presentation, the core group of supporters will have spoken to others and briefed them on the value of the consultant’s previous presentation. It is essential that every member of upper management, especially the CEO, be on board with the idea of increasing trauma awareness in the organization.

  In this presentation the consultant must not only cover what trauma is but also how unresolved trauma generates costs in regard to substance abuse, absenteeism, poor performance and employee utilization of mental health services.  Recommendations should be made at this time.  Keep them simple! Don’t overwhelm the audience. In actuality, it is better to present only a  portion of what the consultant feels that the organization needs. In this way he will not overwhelm or frighten management. He will also give the organization time to absorb what he has presented, as well as observe how members present have reacted. 

       It is vital that those attending have time to process what has been presented.  It is important to meet new members individually and go over any concerns or questions they might have. Once this is done and if the consultant is still being considered it is important to set up another meeting.

Phase V - Long-Range and Strategic Planning

       Many consultants and change agents make a vital mistake at this point.  Typically, if management is in accord with the topic of trauma they will commission him/her or someone else to do a one to two day workshop for staff involved in direct care. This is a vote of confidence yet it is also a set up for failure. Making such a presentation without a long-range plan creates a host of problems.  Primary care staff will be excited about the topic: due to the fact that they are faced with the difficulties associated with trauma on a daily basis.  Upper management such as doctors, psychologists and other managers, especially when left out of the earlier discussions, will typically react defensively to the demands of a now more educated line staff that ask for or demand changes in treatment, self-care, training and re-entry protocols.  

       There is often a ground swell of support from those who are directly effected by traumatic events.  Finally they have found a framework and understanding that gives them a foothold on problems that have been adversely effecting them for some time.  Unfortunately many in power will feel threatened and try to shut down the growing sense of awareness that is taking place throughout the organization.  A certain momentum will have been generated along with the hope of greater commitment on the part of management.  It is vital that this momentum be developed, otherwise it will lead to a decrease in organizational morale. An important issue has surfaced and if it is not followed up the implicit message to employees is that management does not really care about its line workers.

       The Strategic Plan must look forward for at least a year and put in place a progressive series of ongoing education and training events.  The needs of each organization will vary but key elements are as follows:

Education 

• What Trauma Is!

• Trauma and Its Various Forms

• Short and Long Term Effects of  Trauma

• Self Care for individuals and organizations dealing with Secondary Stress

• How to Regularly Debrief those returning from field assignments/critical incidents.

Training 

• Individuals (at all levels of the organization) need to be continually resourced and trained in order to raise trauma awareness and upgrade skills in regard to treatment and self care.

Policies and Procedures 

       It is essential that the organization put in place policies and procedures that dealing with the care and treatment of employees, preventative education, in-field support, re-entry protocols, security precautions, cross cultural issues and profiles (of those at risk of abusing power and who will be affected vicariously by the traumatic stories of their clients). 

       Grievance processes must be also put into place and described. They must become standard operating procedures that every employee knows about and signs off on before entering the organization.

Phase VI - Reflecting on the Organization 

  After a year of the above processes organizational staff will begin to look at their own organization through the lens of trauma.  Typically, abuses of power, both past and present, will be brought out into the open. A large number of grievances typically come forward at this time.  This is a vital step in the healing and growth of any organization that has typically been traumatized and/or comprised of a large number of traumatized personnel.  If such issues are compassionately addressed and the right individuals are referred for counseling then the organization can begin to move towards optimal efficiency and decrease the number of new victims it creates and/or fails to support.  In so doing it will become a model organization and a beacon of hope for those suffering from the long term and the unresolved effects of trauma.