![]() The time we invested in listening ultimately paid dividends because we discovered the true source of the emotion dysregulation and dysfunction. As leaders, we had to be patient and listen to concerns. We asked everyone what exactly was causing these emotions and issues at work. We then try to empower employees to create solutions for their own performance deficits.įor example, when we started to bring COVID-19 testing into the clinic, we initially experienced a high amount of team dysfunction. Instead, in our clinic, we ask genuine, open questions about what is going on in an employee’s life in order to gain a better understanding of what might be contributing to these performance issues. For an individual with underlying trauma, this type of communication can be perceived as threatening and could actually result in re-traumatization. Typical responses to behavioral concerns might include warning someone that their behavior will lead to being fired. Part of trauma-informed communication is approaching these issues with the idea of supporting, instead of punishing. Leaders at all levels need to be aware of how it can affect work and behavior and educate themselves on how to handle these effects in a trauma-informed manner. But no matter where we live and work, trauma is all around us. Some people, such as individuals who identify as neurodivergent, BIPOC, or LGBTQ+, are more likely to experience trauma. ![]() If it occurred during childhood, such as repeated abuse or neglect particularly when perpetrated by a caregiver If we have the support of safe attachments to family or friends to help us process the experience. If the trauma was a one-time event or recurring. The magnitude of the effect of trauma on our lives can also differ greatly depending on many factors including: ![]() Many of us will experience traumatic events in our lives and recover how long it takes to recover and what support we need to be able to do so can vary greatly. These incredibly stressful events can overwhelm a person, leaving them unable to cope with what they have gone through, while also impacting day-to-day functioning. Trauma can affect anyone of any age who has experienced violence, victimization, loss, or disaster. Racism, divorce, and other familial losses are silently affecting our workforce even if we don’t discuss them openly. Public traumas are something we all recognized and openly discussed, and yet there are also undisclosed traumas happening behind the scenes all the time. Just as we were marking one year, the second collective trauma of COVID-19 occurred in March 2020. We grieved her death together and imagined what it would feel like when we would mark the anniversary of her death. Our first collective trauma occurred in January 2019, when we lost one of our residents unexpectedly to domestic violence. A lack of accountability, however, affects our bottom line and our retention.īy having a trauma-informed communication and management plan, we keep our providers and staff engaged in the workforce and doing their job well because they feel supported and experience a sense of psychological safety at work.Īt Madsen Health Center, in our family medicine clinic, we experienced two traumas, almost exactly one year apart. There is an understandable urge to ignore or take it easy on a team member who exhibits concerning behavior, like showing up late or having an explosive interaction with a patient or a colleague. Hiring and retention is more difficult, especially in our medical assistant, nursing, and provider workforce. No secret that our health care workforce is in a precarious state.
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