Why it’s so Important for Organisations to be Trauma-informed

The way in which an organisation can support people during periods of trauma is uniquely powerful. It all starts with knowing what trauma is and how to create a space where people feel seen and safe. 

So what is trauma? Well, to encode (store) trauma we need an event, experience or environment, the presence of personal meaning (unique to everyone), the perception or feeling of vulnerability and a sense of inescapability, like feeling trapped or stuck. Two main components of trauma that impact the workplace are institutional betrayal and psychological safety.

The term ‘institutional betrayal’ was first coined by psychologist Jennifer Freyd, who describes it as occurring “when an institution you trust or depend upon mistreats you’’.  It can arise due to deliberate actions that harm, as well as from failing to act when action is expected. 

The opposite of institutional betrayal is psychological safety, which was largely popularised by the work of Amy Edmondson. Psychological safety is the sense that within a team or organisation, it is acceptable for someone to admit that they made a mistake, don’t know the answer, are experiencing unwanted behaviour such as bullying, or are just struggling in general. 

How organisations deal with trauma is so important because failing to respond appropriately and in a timely manner, can end up adding a second injury to the first. When organisations respond well, they have the opportunity to build trust and connection. This leads to the individual feeling seen, heard and validated and feeds into a culture of inclusivity and acceptance. 

So, how do we ensure that organisations have the skills, resources, policies and procedures to navigate trauma effectively?

6 Key Principles of a Trauma-informed Workplace

1. Safety

When we encourage dialogue and ask people what they need to feel safe, what we are really saying is “we see you” and “your safety is a priority”. This can also be worked towards through reasonable freedom from threat or harm and a commitment to preventing re-traumatisation. All of this is achievable by putting policies, practices, and safeguarding arrangements in place that are developed and established through working groups and evaluation.

2.Trustworthiness

To build trust, it’s helpful to avoid jargon or corporate speak when explaining what we are doing, or aiming to achieve and why. Also, by doing exactly what you said you would do, with expectations being made clear and not overpromising and under-delivering, we build and maintain trust. Safety and trust are the bedrocks of a trauma informed workplace. Betrayal of either of these are destabilising to the process of being trauma-informed.

3. Choice

It’s important to acknowledge that people who have experienced a traumatic event may feel stuck, with a lack of control over the course of their personal and professional life. When we ensure staff have a voice in the decision-making process and we listen to their needs and wishes, while exploring choices clearly and transparently with no jargon, we can help them to reintroduce choice and agency in their lives.

4. Collaboration

An organisation who consults with stakeholders and staff on what they need or desire and collaboratively considers how these needs/desires can be met while working alongside and actively involving them in the development and delivery of services creates a truly collaborative offering. Collaboration invites the dissolution of competition and feeds into safety, trust and the availability of choice.

5. Empowerment

Contrary to what we are sometimes led to believe, we do not have the ability to empower others. This is an inside-job, but it can be kick-started by inspiration. Genuinely validating feelings and concerns, listening to what a person wants and needs and providing support for people to make their own decisions goes a long way to inspire that inside job.

6. Cultural Consideration

Knowing the people in your organisation and tailoring support to them and their needs and wishes is key. How organisations go about this should include research and a carefully considered approach to incorporate policies, protocols and processes that are responsive to the needs of the individuals they are serving. Examples of this may include leveraging the insights of employee resource groups, offering access to gender responsive services and recognising, leveraging and encouraging the healing value of traditional cultural connections.

When we can identify ways, some more creatively than others, to implement these 6 principles, what we are really offering is: 

• Acknowledgement (“I will be heard”)
• Support (“I can get the help I need”)
• Trust (“I will be treated fairly”)

This is a truly trauma-informed approach. 

So now the big question is, do you work in a trauma-informed organisation?

If you’re not sure, or think you might need help building new trauma-informed policies or reviewing your existing practices, Vita Wellness can help. We offer leadership team consulting to help build trauma-informed cultures. We also offer trauma-informed educational workshops for all staff. Our Trauma-Informed Mental Health First Aid (TIMHFA) Programme offers wrap-around support for new or existing mental health first aiders or advocates. This programme gives aiders the opportunity to continuously develop their emotional intelligence skill set and equips them with the confidence to have courageous conversations at difficult times.

Summary

When we experience an isolated or prolonged period of crisis, many of us look to our managers and colleagues to support and protect us. After all, for some of us, we spend more time at work than we do at home. If we see that the people with the power to protect, guide, and support us fail to do so, or if they take steps that we perceive to be fearful or harmful to ourselves or those we care about, this has the power to create a second injury or institutional betrayal. 

Organisations have a duty of care to employees, but beyond this, studies show that colleagues and leaders who support each other using understanding and compassion through hard times galvanise the team approach and solidify a culture of care. To truly create psychological safety, we must feel and get a real sense that being vulnerable and free enough to share the things that cause fear or uncertainty will be taken seriously, handled appropriately without negative consequences.

Get in touch for more information on our trauma-informed services: info@vita-wellness.co.uk