Guidelines For A Vicarious Trauma-Informed Organization ✓ Solved
Guidelines for a Vicarious Trauma-Informed Organization Human
WHAT IS A VICARIOUS TRAUMA- INFORMED ORGANIZATION? Vicarious trauma (VT), the exposure to the trauma experiences of others, is an occupational challenge for the fields of victim services, emergency medical services, fire services, law enforcement, and others. Working with victims of violence and trauma changes the worldview of responders and puts individuals and organizations at risk for a range of negative consequences. A vicarious trauma-informed organization recognizes these challenges and proactively addresses the impact of vicarious trauma through policies, procedures, practices, and programs.
Experiencing VT may result in reduced work performance and productivity, increased absenteeism, and low morale, which may impact the quality of care provided to those served. Human resources policies and procedures provide a framework for an agency to follow to become a vicarious trauma-informed organization.
Management and Supervision
Ensure that supportive, respectful, and effective supervision includes open discussion of VT, strategies for addressing it, and compliance with relevant policies. Actively promote a flow of direct and clear communication between frontline employees and upper management. Provide positive and constructive feedback to staff and clarify employees’ roles and responsibilities, including performance expectations.
Personnel Policies and Procedures
Hiring Policies
During job interviews, educate applicants about VT and incorporate questions that assess their knowledge of VT and coping strategies. Assess candidates' levels of education, training, and preparation for their roles.
Employee Health and Wellness
Raise employees’ awareness of self-care strategies for addressing VT. Encourage self-care both on and off work time and include coverage for mental health services in employee benefits. Identify a managerial figure to provide confidential support and referrals.
Evaluation
Assess the negative impact of vicarious trauma across the organization, and implement strategies for reduction. Use informal discussions, debriefing sessions, or assessment tools like the Professional Quality of Life Scale (ProQOL) to evaluate interventions aimed at lowering VT impact among personnel. Regularly administer performance evaluations and conduct employee satisfaction surveys.
Variation of Job Responsibilities
Create opportunities for employees to vary their duties, alleviate heavy caseloads, and rotate responsibilities. This can help reduce the risks associated with vicarious trauma.
Employee Empowerment and Work Environment
Ensure that employees have a safe and comfortable physical work environment. Promote a culture of caring and support among staff, and implement measures that encourage cohesion, such as debriefing sessions and social activities.
Training and Professional Development
Include education about VT during new staff orientations. Provide ongoing education regarding VT consequences and coping strategies. Support employee participation in continuing education to strengthen professional practices and improve trauma response.
Conclusion
Creating a vicarious trauma-informed organization incorporates comprehensive strategies that acknowledge the effects of vicarious trauma on staff while enhancing the quality of care provided to individuals being served. Continuous reflection and adaptation of policies and programs are essential to maintain an environment that prioritizes the well-being of employees and clients alike.
References
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- Bednar, Susan G. 2003. “Elements of Satisfying Organizational Climates in Child Welfare Agencies.” Families in Society 84(1): 7–12.
- Bell, Holly, Shanti Kulkarni, and Lisa Dalton. 2003. “Organizational Prevention of Vicarious Trauma.” Families in Society: The Journal of Contemporary Social Services 84(4): 463–470.
- Bride, Brian E., Margaret M. Robinson, Bonnie Yegidis, and Charles R. Figley. 2004. “Development and Validation of the Secondary Traumatic Stress Scale.” Research on Social Work Practice 14(1): 27–35.
- Guarino, Kathleen, Phoebe Soares, Kristina Konnath, Rose Clervil, and Ellen Bassuk. 2009. Trauma-Informed Organizational Toolkit. Washington, DC: U.S. Department of Health and Human Services, National Center on Family Homelessness.
- Knight, Carolyn. 2013. “Indirect Trauma: Implications for Self-Care, Supervision, the Organization, and the Academic Institution.” The Clinical Supervisor 32(2): 224–243.
- Meichenbaum, Donald C. 2007. “Self-Care for Trauma Psychotherapists and Caregivers: Individual, Social and Organizational Interventions.” Presented at the Annual Conference of the Melissa Institute for Violence Prevention and Treatment of Victims of Violence in Miami, Florida.
- McCann, Lisa, and Laurie Anne Pearlman. 1990. “Vicarious Traumatization: A Framework for Understanding the Psychological Effects of Working With Victims.” Journal of Traumatic Stress 3(1): 131–149.
- Newell, Jason M., and Gordan A. MacNeil. 2010. “Professional Burnout, Vicarious Trauma, Secondary Traumatic Stress, and Compassion Fatigue.” Best Practices in Mental Health 6(2): 57–68.
- White, Dawn. 2006. “The Hidden Costs of Caring: What Managers Need to Know.” The Health Care Manager (Frederick) 25(4): 341–347.