Trauma is a word we commonly use, but how well do we understand what it is and ensure we don’t exacerbate it in the workplace?

What is Trauma?

Trauma is a response by the brain, to what’s perceived as a significant threat to a person’s physical or psychological wellbeing. (APS) It presents in a variety of ways; through emotional, behavioural, physical, developmental, cognitive, interpersonal or psychological responses. As you can see from the diagram below, there are a wide range of symptoms, which may be acute (short term) or chronic (long term) and can occur individually or in combinations.

According to Dr Phoebe Lau, a psychologist from The Inner Collective, trauma can occur as a result of a direct or vicarious experience in someone’s personal or professional life, and may even occur as a result of remote global events, such as 9/11 or regional conflicts.

We’ve all likely experienced some degree of trauma in our lives, although our degree of awareness may be greater or lesser, depending on the nature of the event and its resulting impact. The impact of trauma on someone’s life can be significant, as it may alter relationships and result in the need to adjust activities to accommodate the ability to cope. However, it’s also possible for people to go about their everyday life and work, with little understanding of the burden they are carrying.

Trauma can occur from a singular significant event or build up over generations. “Intergenerational trauma”, as the latter is known, is common for minority groups, refugees, victims of physical or psychological violence and indigenous people. (Long, A 2023)

Both social and systemic factors which relate to someone’s marginalised identity / identities, can be a cause of trauma.  The greater the number of intersectional identities, the greater the impact on an individual’s wellbeing. (Monash University)

Why are Organisations Exploring a Trauma Informed Approach Now?

As organisations begin to understand they have both an ethical and legal responsibility to provide respectful and psychosocially safe environments, trauma informed HR practice is becoming a higher priority.

With its origins in the health sector, a trauma informed approach recognises an organisation’s processes and approaches (the equivalent of events and experiences in the diagram below) have an effect on individuals, which may create or exacerbate trauma.

2 common questions raised by organisations considering implementing trauma informed approaches are:

1.     If individuals themselves are unaware of trauma they may be carrying, how can an organisation be expected to avoid exacerbating it?

2.    Given the requirement for due process, is it a realistic goal for an organisation to aid recovery? 

• particularly if it’s a pre-existing condition?

Let’s explore in more detail.

What is a Trauma Informed Approach?

According to SAMHSA there are 6 principles which support a trauma informed approach: Safety and Trust; Choice and Collaboration; Empowerment and Identity.

Each plays a unique role in creating a trauma informed environment.

1. To avoid creating or exacerbating the impact of trauma, safety in both a physical and interpersonal sense is vital.   It also lessens the likelihood of fear preventing individuals from engaging optimally in high pressure situations, such as grievance proceedings.

2. The degree of transparency, fairness, consistency and respect in interactions and decision-making processes, will play a role in the amount of trust and psychosocial safety experienced by those involved.

3. Giving an individual choice regarding who they would like involved in the process or how they would like it to be conducted, (to the extent that’s possible or practical) will also have an impact on an individual’s experiences.

4. Authentically collaborating on processes and potential outcomes, moderates the potential impact of power or subtle coercion, which is inherent in many formal HR processes.

5. Lastly, empowering an individual to take control of their own circumstances and bring their life skills and natural resilience to the situation, can reduce the impact of (re)traumatisation. It may also be an unanticipated by-product of the process, which aids recovery in the longer term.

Together these 5 principles create robust foundations which empower and enable an individual, and are designed to support a degree of dignity and self determination.

These key components of trust and recovery mean that skipping steps, or cursorily paying ‘lip service’ to them, will reduce the integrity of a trauma informed process and increase the potential for (re)traumatisation.

Whilst these 5 principles apply to all individuals, the 6th, identity, as represented by the orange background in the diagram above, is a universal moderator. The degree of nuance afforded to an individual’s identity will have a significant impact (effect) on an individual’s experiences.  So too will the degree of intersectionality in an individual’s identity and how similar they are (or are not) to the dominant group or groups in an organisation. 

• This point is ably demonstrated in Ernst and Young’s (EY) recent culture report, which confirmed the differing impact their culture had on men, women, people of particular ethnicities and indigenous people.  EY is not unique in this regard.  In most organisations, people from minority backgrounds experience ‘diminishing behaviours,’ such as not being listened to or taken seriously. (*Jumbunna Institute & Diversity Council Australia)

As you’d expect, it impacts the trust minority groups’ have in organisations and of people in positions of power, whilst also compromising the perceived integrity of an organisation and its processes.

“Identity can be a complex subject, which is complicated by some elements of a person’s identity being invisible.”

Travers-Wolf

How do we Identify the Impact of Identity?

As the universal moderator of a trauma informed approach, this aspect deserves some detailed consideration.

It’s important to be aware that people from minority backgrounds commonly experience being ignored and have the value of their perspectives diminished.*  They’re more likely to be treated unfairly and excluded, and are therefore more likely to enter into organisation processes with lower trust and confidence. (Catalyst)

Naturally there will be some boundaries and guidelines around the way interactions are conducted in the workplace, some of which may be documented in a code of conduct, expressed in an organisation’s values or even represented in their core purpose, as they are, for example in the health and education sectors. Misalignment between the organisation’s espoused aspirations and the individual’s experiences reduce the integrity of both the process and the organisation, whilst the reverse experience naturally has the ability to enhance it.

How do we become Aware of Invisible Identities or Prevent Stereotyping?

Safe, respectful and inclusive dialogue creates an environment which enables us to ‘seek first to understand’.

An identity-based approach, also known as a ‘person-centred’ approach, places the unique individual in the centre of the frame. (AHRC) There’s a delicate balance between being aware of someone’s identity and the risk of stereotyping their needs inappropriately. For example, not all women have the same needs or priorities. Each woman is a unique individual with a specific set of personal and professional experiences, based on their intersectional identities.

How can you ensure you meet each person’s unique needs and maintain a consistent process? 

At the beginning of a trauma informed interaction, inquiring about what’s important to the person and understanding any potential concerns helps both parties establish a set of guidelines.  

A few examples might be:

• ensure all relevant facts are tabled – by taking detailed notes;

• reduce misunderstandings  - by asking clarifying questions;

• enable a respectful process – by remaining emotionally contained;

• reduce ambiguity - by confirming understanding.

In a discrimination or sexual harassment investigation for example, it’s wise to ask whether there are any prior personal or professional experiences which might have an impact.  Increasingly these are referred to as ‘triggers’, although it has some connotations which people may be reticent to acknowledge or even be unaware of. It may therefore be a good idea to acknowledge these can be hidden and arise unexpectedly.  Agreeing the importance of acknowledging them and a plan for mitigating them, in the event they do arise, reduces their potential impact and increases safety.

What Role do Organistions play in Creating, Exacerbating or Mitigating Trauma? 

What can be reasonably expected of organisations is an important question, particularly where due process is a necessary element of the interaction itself.

In today’s legal landscape, organisations would be wise to integrate the following approaches into their grievance processes:

1.     Proactive steps to respect and include everyone equally (no matter their gender)

2.     Create not just physically safe, but also psychosocially safe environments free of microaggressions, bullying, harassment etc… (SafeWork NSW)

A common trap for practitioners is to jump into ‘investigation’ mode. (Takha, K, 2023)  Whilst this might seem appropriate in a case of serious misconduct, by integrating the trauma informed principles into your existing processes, you create both a robust and humane approach.

Some policies are more likely than others to be sensitive or invoke trauma.  For example, bullying or harassment, discrimination or domestic violence. Parental leave and work flexibility may be more sensitive discussions for some people such as the LGBTQIA+ community, as may sponsorship or advancement programs for those from historically marginalised backgrounds.

Everyday interpersonal interactions should always aim to take account of someone’s intersectional identities, which can be challenging for anyone who isn’t an expert in this area. A more efficient and effective approach which has a positive impact on an individual’s psychological safety, is to take a person centred approach. The goal is to get to know your people’s individual needs and priorities. (Rider and Ferrere et. al.)

What are the Steps to Embedding a Trauma Informed Approach in your Organisation?

Organisations can’t create a trauma informed approach overnight.  It is the outcome of both a mindset and supporting skillset, which will be documented in principles and policies.

We recommend starting with high risk and high impact policies, such as Bullying, Sexual Harassment, Discrimination and Domestic Violence, and progressively embedding Trauma Informed principles throughout other relevant policies and programs.

It's not just HR who need to understand the importance of a trauma informed approach, it’s also leaders.  They need to understand their ethical and legal responsibilities, whilst also appreciating the sensitivities individuals from minority groups in particular, bring to workplace experiences.

‘Inclusion… [is] feeling treated with dignity as an individual”

Bain & Company

There are 5 steps to take when embarking on a trauma informed approach in your organisation:

1.     Be clear about why you are taking this approach

• ie. explain the risks and benefits

2.     Clarify the principles and guidelines

• to create consistency in approach

3.     Identify high risk activities first

• due to greater magnitude or frequency

4.     Upgrade the support and skills of all involved

• coaching for practitioners and leaders, support services for those impacted

5.     Reflect, learn and improve at the end of each event

• it is a virtuous circle of ongoing improvement

What Skills enhance a Trauma Informed Approach? 

The importance of deep listening, can’t be underestimated.  Listening with both your head and heart will enable you to pick up logic and facts, in combination with emotions and context.

Listening before responding with a pre-conceived viewpoint, is a common trap for even the most seasoned professionals.  Tuning into someone’s tone of voice and body language whilst taking notes, can all assist in keeping an HR Practitioner ‘in the moment’.

Looking for the ‘why’ behind ‘what’ occurred, can also add valuable nuance to the situation under consideration.  Very often complex workplace matters are the result of interactions over time, where stimulus and response have become ambiguous and confusing, and potentially more emotional than rational.  Detailed notes and a flowchart of events can help unpack the situation, whilst also creating a learning opportunity for the organisation and individuals.

Exploring someone’s intention and impact, will also likely enhance your understanding, as well as support the individual’s self awareness. The same holds true for organisations and supports future adjustments to reduce risk and enable learning.

Are there any last Tips or Traps for HR professionals?

The goal of your role is to enable a respectful, safe and inclusive approach, for both the organisation and the individual/s involved.  Being aware of both your areas of expertise and limitations, is an important element of responsible and ethical Trauma Informed practice.

HR practitioners rarely have sufficient legal or psychological training to be the source of remediation or recovery, and if they do, playing multiple roles only confuses the process. 

Recovery is likely better supported by appropriate specialist practitioners, family and friends.

It’s also important for HR professionals to look after their own needs. Reasonable boundaries are an important aspect of sustainably managing psychological and physical ‘load’, to support your own resilience and wellbeing.

When Trauma informed practice is well executed, it can increase the learning for organisations and reduce future risks.  It is an important element of a respectful and safe, inclusive and supportive place to work. These traits enable organisations to attract and retain a diverse wealth of high performing talent, who achieve industry leading results. (Bain)

 How will you support and enable a Trauma Informed Approach in your organisation?

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