Transformational Change Module 7: Trauma-Informed Capacity

PRE-EXISTING MINDSETS – Organizations usually feel more comfortable with what they know, what has worked in the past. When they have approaches that have worked in the past, they tend to want to stick with them even after they have stopped working. Many organizations have operated from a “power and control” mindset in the past. TIC calls for organizations to find alternatives to “power and control” approaches. Many are finding that very hard to do. Some organizations have suggested that they may need to expect a transition period where the “old approaches” are still being used while the new approaches are being practiced and learned.

PRE-EXISTING HABITS – Even when the philosophy and practice of TIC is accepted as being more effective, many staff find it difficult to break their old habits. Many organizations believe that it helps to provide training for those responsible to supervise and train the staff in TIC practices on gentler ways to address those old habits. The focus, they’re finding, should be on what could be done the next time, not on what was done this time.

PATIENCE – Some organizations see this as part of the pre-existing mindset challenge. Leaders can get caught up in a pattern of needing to “move things along” and can forget that different persons move at different paces. Leaders need to accept that “individualizing” refers to pace as well. Patience always comes from within. Establishing patience as a value and practicing patience while staff develop it helps to model this value. 

CARING – A frequently asked question amongst staff who are learning about TIC is: “How do I actually go about showing someone that I care about them?” It is true that some persons are naturally “warmer” than others. Having ongoing discussions about caring and pointing out effective examples of showing an appropriate measure of caring seem to help answer the question. Having discussions about appropriate boundaries also seems to be important in addressing this question.

KINDNESS – Those receiving services from Youth and Family organizations often report that

they know when someone who is serving them is being kind. They also often report that expressions of kindness from those who are serving them are not typical. Organizations should consider establishing kindness as a value. Leaders praising staff who demonstrate kindness whenever they see it is one way to do that. Other ways include discussions with staff about the importance of showing kindness or by asking everyone to report how they feel when someone is kind to them when they are vulnerable.  

CALM AND EMOTIONAL REGULATION – Many organizations report that calmness may be the centerpiece of TIC. If staff can remain calm in difficult situations or during difficult conversations, TIC is much easier to install. Until staff can remain calm during difficult situations and conversations, the installation of TIC will remain stalled. Many approaches are being tried – anger management training, breathing exercises, centering and self-awareness discussions and understanding brain science are but a few. When the lack of calm is embedded into the culture of the organization, this needs to be addressed and changed. One of the primary goals of TIC is to avoid emotional escalations and to know how to deescalate emotions when an escalation cannot be averted. Avoiding emotional escalations is important for both the youth and families we serve as well as the staff that serve them. Staff especially need training in how to handle embarrassing situations. Embarrassment can quickly turn to anger during difficult situations and conversations and anger can disrupt feelings of safety.

TRUSTING RELATIONSHIPS – It’s hard to imagine TIC being successfully implemented within an organization without building upon the capacity among its service providers to form trusting relationships. Those with clinical training usually understand this need. Sometimes it is necessary

to provide the background on why this is so important and offer training in the ways and means of forming trusting relationships with those staff who have not received any formal clinical training. 

SENSE OF TIME AND RESPONDING AND REACTING –The work that organizations do and the outcomes they are expected to achieve take time to be realized and some see this directly connected to the need for patience described above. If staff only see their work as extending over the length of a shift or a session, they may be less likely to see the bigger picture of their efforts. TIC is a means to an end and the end is a higher level of safety and stability. When staff can see this and understand the broader goals, it’s easier to install TIC.   When staff utilize a TIC approach, they can develop a perspective that allows them to respond and not react to difficult situations and conversations. Some staff may have long-standing habits of reacting to certain issues. Some staff, for example, may react without thought to what they perceive as a show of disrespect or anger or threats. When the ways that they react are themselves disrespectful, angry, or threatening, the safety of the environment is endangered. While it may take time to work this out, but successful installation of TIC requires organizations to help staff to respond and not react.