Events, change and interpersonal pressures are difficult to anticipate and plan for. When a trauma ripples through an organisation, staff performance can be damaged. Distrust, anxiety and exhaustion can lead to staff alienation and defective communication.
Without intervention, organisations can get stuck in unhealthy negative behavioural patterns that threaten to take hold of the heart of corporate culture.
This case study looks at how an organisation used a Chiron training programme to address long-term burnout, vicarious trauma and moral injury. This was followed by a “challenging conversations” workshop, where unhelpful patterns of miscommunication were identified and released.
A traumatic event occurred at the heart of a large financial institution. Official inquiries were completed and safeguarding recommendations adopted. However, the group found that there was a more long-term problem. Organisational culture had been more indelibly altered and work adversely affected.
Some staff, close to the situation, exhibited signs of vicarious trauma. Others could not release a sense of shame or “moral injury”, a feeling that they had somehow been complicit in the process that led to the event in question.
A culture of fear spread through the organisation, with employees so keen to avoid making mistakes that inaction became for them the most favourable immediate solution, and subsequently a habit. Similarly, communication became at best guarded, and in some cases broke down completely. An atmosphere of suspicion and blame pervaded the organisation, despite individuals within the workforce being as keen as ever to perform well.
This was a high-functioning organisation, struggling on many fronts to move on from what had been an entirely unforeseeable event.
Trainees were introduced to the model of vicarious trauma, and shown ways in which even bystanders and those at an arm’s length from an event can be deeply affected by it. Solutions to trauma, from simple mindfulness activities to other forms of therapy were introduced and advocated.
Participants examined the sense of shame we often irrationally feel following traumatic events that we are connected with. They discussed and developed strategies to foster acceptance and self-forgiveness.
The trainees participated in a self-care workshop, using breath and relaxation to provide emotional perspective, with more playful activities to nurture positive connections within the team.
A further workshop focussing on challenging conversations allowed participants to name the “elephant in the room”.
We examined how inevitable anxiety can push us towards either a breakdown in communication or – at the other extreme – hurtful confrontation. This was brought to life entertainingly by professional actors performing vivid examples of laughably poor communication.
The trainees then worked with the actors, who invited them to explore adjustments to their behaviour, playfully trying out different conversational approaches in this hypothetical safe space.
Practical, well-validated strategies were then introduced. Firstly we looked at ways in which trainees could regulate their own emotional approach to challenging discussions. Then a framework was practised, a formula to allow both parties within a conversation to identify a problem and collaborate on a mutually beneficial solution.
Employees gained awareness of the potential emotional cost of their important work. They were glad to focus on simple strategies to alleviate anxiety, trauma, or any stress that might lead to burnout.
The trainees accepted the invitation to move on from a negative spiral of behaviour, letting go of unhelpful patterns, and fostering self-acceptance and mutual respect.
The opportunity to use drama and playfulness was a powerful reinvigoration of team spirit, reforging individual and group connections.
Participants felt able to resolve not to put off challenging conversations, recognising that a lack of communication can be as damaging as unskilled conversation. They felt empowered to address even the most sensitive issues, confident that their new skills and emotional awareness would steer them through even the choppiest of conversational waters.
This was a workshop aimed at middle and senior management. They participated enthusiastically, making the most of the opportunity to address what were very real concerns pervading the organisation.
The participants were glad to have a safe space in which to rehearse interactions that they might otherwise avoid. They were able to identify dynamic opportunities they could take forward in many significant areas.
The atmosphere of humour, playfulness and respect allowed the managers to be unusually honest and open with each other. As well as being an immense relief, this enabled them to address together ways in which the organisation could once again thrive, along with all its employees.
