What does a trauma-competent workplace look like?

Over the past 20 years we’ve seen an explosion in MRI and other brain imaging technology. We’ve been able to observe mirror neurons in action, we’ve seen the damage done to the brain by early neglect and abuse, and we’ve observed how the brain can be repaired, or rather more accurately, re-wired with sustained and consistent interventions focussed on healing.

With this understanding we are recognising that many (most?) of those in our community who are struggling are doing so because of an early experience of abuse or neglect. Social services have begun to recognise this and to recognise that therapeutic or trauma-informed techniques are effective in helping the individual to heal.

Over this time, many trauma experts have noted that childhood adversity is extremely widespread. Therefore, most of us supporting those struggling with the effects of childhood trauma have also experienced varying degrees of trauma ourselves. Sometimes this is healed and a source of great wisdom in the way we practice, sometimes (often?) it is not.

When the ubiquitous nature of trauma and adversity is considered alongside the need for reliability, consistency and competence in understanding, addressing and healing trauma, we can see that a broader, deeper and more sustainable approach is required. Just being trauma-informed is not enough.

The question remains however, what does this mean at the organisational and leadership level? How can organisations and individuals go beyond being trauma-informed to being trauma-competent?

To be trauma-competent requires organisations and leaders to respond to the information we now have about trauma AND to align their systems and practice. What we will see in organisations that are trauma competent is the following:

·      High levels of emotional literacy: staff who are able to identify how they feel and recognise how their colleagues are feeling. Emotional literacy is practiced and valued across all levels of the organisation, including senior leadership.

·      A focus on leadership, not just management: a trauma-competent organisation understands the importance of leadership, not just the need for management, and invests in developing strong leadership at all levels.

·      A strong focus on and valuing of emotional intelligence: trauma-competent organisations actively seek, promote and value emotional intelligence amongst their staff group. This is reflected from recruitment through to exit interviews.

·      Active and ongoing review of systems and practice at all levels of the organisation: ensuring systems and practice are aligned to be trauma-competent is an ongoing process that requires regular maintenance and review.

·      Recognising structural violence: understanding that this can undermine trauma-competent practice. Keeping structural violence on the agenda and maintaining an organisational openness to proactively uncovering and addressing this at all times.

·      A commitment to truth-telling: trauma-competent organisations are not driven by fear and are open to surfacing and acknowledging when things go wrong. This is the basis of trust which is at the core of trauma-competent practice.

·      Willingness to address organisational trauma: Just as at an individual level unhealed trauma drives maladaptive responses, so too at the organisational level. So trama-competent organisations will have processes to acknowledge and heal organisational trauma.

·      Commitment to building community and social responsibility: as we know that one of the key ingredients to healing from trauma is community, trauma-competent organisations are committed to building a strong sense of community. Beyond this, they must work actively to address injustice and build community in the broader sense, and be engaged in the public discourse.

·      Honouring of humility, curiosity and learning: stepping back from the corporate need to constantly promote and market themselves, trauma-competent organisations value humility, maintain curiosity and foster a strong learning culture across all levels.

Organisations and leaders that embrace the above will not only see individual examples of good practice by individual staff as with trauma-informed practice, but will create a sustainable organisational environment where safety and healing are genuinely embedded at all levels.