We Need Trauma-Informed Workplaces. This is How.
According to the American Psychological Association (APA), trauma is “an emotional response to a terrible event like an accident, rape, or natural disaster. Immediately after the event, shock and denial are typical. Longer-term reactions include unpredictable emotions, flashbacks, strained relationships, and even physical symptoms like headaches or nausea.” The U.S. Department of Veterans Affairs estimates that about 6 of every 10 men (or 60%) and 5 of every 10 women (or 50%) experience at least one trauma in their lives and that about 6% of the population will have post-traumatic stress disorder (PTSD) at some point in their lives.
Trauma is “an emotional response to a terrible event like an accident, rape, or natural disaster. Immediately after the event, shock and denial are typical. Longer-term reactions include unpredictable emotions, flashbacks, strained relationships, and even physical symptoms like headaches or nausea.”
Given that at least half of the workforce will experience some form of trauma, creating a trauma-informed workplace is critical to employee wellness and the success of organizations. According to Katherine Manning, the author of the book The Empathic Workplace, how an organization responds to trauma has significant and enduring effects because, “in times of trauma, the twin concepts of institutional betrayal and psychological safety come into play.”
According to Manning, institutional betrayal is a term coined by psychologist Jennifer Freyd that describes what happens “when an institution your trust or depend on mistreats you.” For example, if during a crisis, the organization you work for makes decisions that put you in danger and shows no concern for your well-being then you may experience institutional betrayal.
In contrast, psychological safety is when an individual feels safe within an organization. They feel free from threats when they make mistakes, express themselves, or ask for help, among other things. There’s a sense of being able to have hard conversations without recrimination from our peers or superiors. A recent study by Google found that psychological safety is the most critical component of successful teamwork.
For organizations, how they respond to trauma and crises is an amazing opportunity.
You can see that, for organizations, how they respond to trauma and crises is an amazing opportunity. By creating psychological safety, they both support their people and create a workplace where teamwork can thrive. The question is, then, how do we create a trauma-informed workplace?
The Centers for Disease Control identifies six guiding principles to a trauma-informed approach. They are:
- Safety
2. Trustworthiness & transparency
3. Peer support
4. Collaboration & mutuality
5. Empowerment voice & choice
6. Cultural, historical, & gender issues
By using these six principles as guides while creating policies, culture, and organizational structure, organizations can establish a psychologically safe and trauma-informed workplace environment.
By using these six principles as guides while creating policies, culture, and organizational structure, organizations can establish a psychologically safe and trauma-informed workplace environment. Manning boils down these six principles into three general concepts:
1. Acknowledgement (“I will be heard”)
2. Support (“I can get the help I need”)
3. Trust (“I will be treated fairly”)
She suggests that beginning with a simple acknowledgment of a crisis or trauma, such as the loss of a spouse, a serious medical condition, or community violence, is essential. Through acknowledgment, we offer others the gift of being seen and heard and show them our willingness to speak the truth even in challenging or heartbreaking situations.
Manning identifies two types of support that are critical: tangible support, such as resources, referrals, and financial assistance, and support through communication. If there’s a crisis, such as a global pandemic or a severe weather event, clear and consistent communications are key in not only keeping people informed but also showing that the organization is aware of and responsive to their needs and concerns.
Trust is established by being clear about goals and values and then following through consistently with those goals and values. Organizations also cultivate trust when their policies and practices are fair and responsive to their people, meaning they consider if they are making decisions that are practical, supportive, and reasonable to all people involved. Another key to building trust in organizations is to admit mistakes, appropriately address bad behavior or actors, and correct course when needed.
In some ways, creating a trauma-informed workplace seems as simple as being kind and compassionate; yet, it requires careful planning and preparation.
In some ways, creating a trauma-informed workplace seems as simple as being kind and compassionate; yet, it requires careful planning and preparation. From policies and procedures to workplace culture and office environment, there are many areas where organizations can make changes as they become trauma-informed, and it need not happen all at once.
Organizations would be wise to begin where they are with a plan to work towards becoming increasingly trauma-informed. There is still much to be learned about trauma and its long-term effects. Keeping an open mind to the ongoing medical and scientific research is key as organizations strive to create safe and healthy workplaces for all people, including those who have experienced trauma.
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