Case Study: Organizational Trauma

Organizational trauma, like personal trauma, can have serious and lasting effects – on us, our colleagues, and our organizations. It erodes our trust in each other and the workplace culture, and causes 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

My colleague and I did a small but impactful project in a 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. Consequently, there were rumours galore, and lots of uncertainty.

The school year was about to begin, and a new director had been appointed. The staff had experienced many changes and had not had an opportunity to discuss them or work through any grief, anger, feelings of loss, or worry. In addition, there was the stress of a new boss.

We were given a mandate by the new director for a half-day workshop with about 25 staff members, and we developed for them a customized design in collaboration wiith 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 for them, and created transparency and trust: in us, in the process, and in the director for creating the time and opportunity for healing and resolution.

“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 you can start to process these feelings and think together about your next steps as individuals and as a community.”

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

The first activity was an intimate conversation in groups of 5 that gave space for people to express to each other how they felt about what had happened. The conversations were simple and structured, giving time for reflection, speaking, and hearing the opinions of others.

Structured conversations like this; with clear instructions, ground rules (norms), timekeepers, and tasks, are excellent ways for people to communicate difficult things with each other. The structure holds the emotions, preventing the group from becoming caught up in anxiety, and allowing everyone the opportunity to be heard.

We debriefed in the larger group, reflecting on the process they had just been through, and brainstorming next steps. We then led them through a playful activity that allowed the 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 share their feelings about what had happened with their peers, and learn about the experiences and perspectives of others. They felt joined in community, and were more ready to face the new school year as a team that cared about each other. They were ready to put the past behind them because they had been given time and space to process it.

“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 simple half-day workshop 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 sense of trust in each other and a bond with the new director.

WHAT HAPPENS WHEN WE DON’T ADDRESS ORGANIZATIONAL TRAUMA?

Another organization I worked with 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 at the same time. 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 was still plagued with secrecy, resentment, and an ongoing 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.