Project Summary: Organizational Trauma

Organizational trauma, like personal trauma, can have serious and lasting effects – on us, our colleagues, and on our organizations. It can erode our trust in each other and the workplace culture, and cause conflict and division. Not addressing breaches of trust, terrible events, or shocking incidents can lead to a cumulative effect on the organization and its people.

CONTEXT

I did a small but impactful project with a private school that had experienced organizational trauma related to a shocking incident of inappropriate behaviour on the part of the director. Having been discovered in a compromising situation, the director was summarily dismissed, and the other teacher involved resigned. Because of the legal liabilities, staff were not permitted to speak with anyone about the incident, and there were rumours galore, and lots of secrecy.

The school year was about to begin, and a new director had been appointed. The staff had experienced many changes and yet had not had an opportunity to discuss them or work through any grief, anger, feelings of loss, or worry. And of course, there was also the stress of having a new leader appointed so abruptly – in effect, a new boss.

The new director called my colleague and me in for a chat to explore the situation and possible solutions. We were given the mandate to design a half-day workshop for approximately 20 staff members, and we did this in collaboration with the director.

INTERVENTION – LEARNING DESIGN

On the day of the workshop, we began by clearly stating the purpose of the event to all. It was reassuring, and created transparency and trust immediately – in us, in the process, and in the director for creating the time and opportunity for healing.

“Our intention here today is to acknowledge the many changes that have occurred in the past year and to create an opportunity for you to share and reflect together how you are feeling about these changes. We have designed a series of activities so that you can start to process these feelings and then think together about your next steps as individuals and as a community.”

The president of the board then shared a brief account with participants of all that had transpired.

The first activity we led them through was an intimate and structured conversation in small groups that gave space for people to address how they felt about what had happened. There was a clear process with time for reflection, speaking, and hearing the opinions of others.

Structured conversations, with clear instructions, ground rules for respectful conversations, timekeepers, and tasks, are excellent ways for people to have difficult conversations with their peers. The structure prevents the group from becoming caught up in their anxiety and allows everyone the opportunity to be heard.

We debriefed this activity in the larger group, which included reflecting on the process and brainstorming next steps, and then we led a playful activity that allowed his staff to get to know the new director. He sat on a poofy chair in the middle of the circle and was interviewed like a celebrity. It was fun – everyone laughed and asked all the questions they wanted (within reason). This activity created ease and comfort with a new leader where before there had been uncertainty and some awkwardness. It also refreshed the atmosphere with laughter after the cathartic intensity of the earlier activity.

OUTCOME

What we heard from participants was how relieved they felt to speak together about their feelings about what had happened, and also to learn about the experiences and perspectives of others. They felt joined in community, facing the new school year with a sense of being part of a team that cared about each other.

“Thank you – emotions connect all of us and to be able to share our deep emotions and feelings with one another made this session not only therapeutic but crucial in order to move forward.”

This was a simple, short exercise and yet had lasting effects on this school community. Telling folks what happened, and then giving them a chance to talk about it with each other and hear the feelings and thoughts of their colleagues created a bond, a sense of trust in each other and the new director, and a knowledge that difficult things can be faced together.

WHAT HAPPENS WHEN WE DON’T ADDRESS ORGANIZATIONAL TRAUMA?

Another organization that I worked with on various projects had experienced significant trauma around the illness and death of the founder, and the questionable firing of the interim director, whose allies on staff were also forced out. There was blame, anger, and resentment on both sides – and unfortunately, even members of the external community became involved. The new director and her team never spoke with the remaining staff and allies about what had occurred, and it was as if a wound had opened, and many good folks and initiatives disappeared into it.

5 years and 2 directors later, this organization is still plagued with secrecy, resentment, and a continual problem with retention.

A wound becomes a crack, and a crack can require some serious foundational work to restore the health of an organization. And that’s why processing organizational trauma is profoundly important.