This book is about the experience of individuals who have been abused or who have abused others, but it also traces the way an abusive experience can organize a family or professional system so that changes are difficult to achieve. The author has been in the forefront of the child abuse field for many years, and he discusses in this volume the way his thinking has changed to incorporate the ideas from the feminist movement and the constructionist family therapists. He looks at the way victimizing actions and the traumatic effects of abuse combine to create a trauma-organized system, which includes the individual, the family, the professional helpers, the community, and the cultural values. The author describes the characteristics of these systems and a diagnostic procedure to help the workers plan the treatment.

Managing Trauma in the Workplace looks at the impact of trauma not only from the perspective of the employees but also from that of their organisations. In addition to describing the negative outcomes from traumatic exposure it offers solutions which will not only build a more resilient workforce but also lead to individual and organisational growth and development. This book has contributions from international experts working in a variety of professions including teaching, the military, social work and human resources. It is split into four parts which explore: the nature of organisational trauma traumatized organisation and business continuity organisational interventions building resilience and growth. Managing Trauma in the Workplace is essential reading for anyone with responsibility to help and support workers involved in distressing and traumatic incidents as a victim, supporter or investigator.

For the last thirty years, the nation's mental health and social service systems have been under relentless assault, with dramatically rising costs and the fragmentation of service delivery rendering them incapable of ensuring the safety, security, and recovery of their clients. The resulting organizational trauma both mirrors and magnifies the trauma-related problems their clients seek relief from. Just as the lives of people exposed to chronic trauma and abuse become organized around the traumatic experience, so too have our social service systems become organized around the recurrent stress of trying to do more under greater pressure: they become crisis-oriented, authoritarian, disempowered, and demoralized, often living in the present moment, haunted by the past, and unable to plan for the future. Complex interactions among traumatized clients, stressed staff, pressured organizations, and a social and economic climate that is often hostile to recovery efforts recreate the very experiences that have proven so toxic to clients in the first place. Healing is possible for these clients if they enter helping, protective environments, yet toxic stress has destroyed the sanctuary that our systems are designed to provide. This thoughtful, impassioned critique of business as usual begins to outline a vision for transforming our mental health and social service systems. Linking trauma theory to organizational function, Destroying Sanctuary provides a framework for creating truly trauma-informed services. The organizational change method that has become known as the Sanctuary Model lays the groundwork for establishing safe havens for individual and organizational recovery. The goals are practical: improve clinical outcomes, increase staff satisfaction and health, increase leadership competence, and develop a technology for creating and sustaining healthier systems. Only in this way can our mental health and social service systems become empowered to make a more effective contribution to the overall health of the nation. Destroying Sanctuary is a stirring call for reform and recovery, required reading for anyone concerned with removing the formidable barriers to mental health and social services, from clinicians and administrators to consumer advocates.

Organizational Trauma and Healing is written for organizational leaders, consultants, and other practitioners interested in helping organizations become stronger. It gives them concepts and tools to strengthen their organizations and to help the organizations to heal from organizational trauma. The book describes the inherent influence of organizational work on organizational patterns and culture and connects that influence to trauma and traumatization. It introduces a framework to analyze organizational realities in broad and deep ways and strategies to avoid or mitigate danger of traumatization as well as improve organizational health and sustainability. The authors offer theory and practice based on more than thirty years of work with not-for-profit and government organizations.

Within the past 20 years, awareness of the effects of exposure to complex trauma during childhood has grown (Harris & Fallot, 2001a, 2001b; Jennings, 1994; Shaw, 2010). When individuals are exposed to complex traumatic events (Herman, 1992) their lives can become organized around the trauma (Bentovim, 1992). In a similar process, mental health services can also become trauma-organized systems (Bentovim, 1992). Systemic constraints can induce chronic stress, which in turn can limit service providers' ability to integrate various cognitive, emotional and interpersonal capabilities required to effectively operate systems (Bloom, 2005b). In response to this awareness, many mental health agencies are attempting to develop trauma-informed approaches to treatment. One such approach is called the Sanctuary Model (Bloom, 1997; Bloom & Farragher, 2011), which was based on the philosophy of a therapeutic milieu that requires trauma-informed shifts in organizational culture (Bloom, 1997, 2005b). A children's mental health agency decided to adopt a Sanctuary Guided Trauma-Informed Practice (SGTIP) throughout its programs. This research represented community-engaged scholarship (Jordan, 2007) with the purpose of determining the extent to which the organizational culture within the School Treatment Program (STP) had become trauma-informed. A comprehensive, contextualized study (Kirby, 2007) using a sequential mixed-methods design (Creswell & Plano Clark, 2011) was undertaken. This study reflects one of the first explorations of organizational culture from varied sources in a children's mental health agency. This research also provided voice to the experiences of people within the system. Results indicated that although aspects of the Child and Youth Workers' (CYW) and the classrooms' organizational cultures reflected commitments associated with the Sanctuary Model, they were not fully trauma-informed. Factors that influenced the adoption were described from the Transformative Knowledge Translation perspective. The perspectives and recommendations may be valuable for other agencies seeking to adopt similar trauma-informed approaches.

It's becoming more and more clear that organizations can get stuck due to organizational trauma. Since a while, the way we look at organizations started moving from a machine-like to a living systems perspective. Machines can get broken and fixed. A living system can't be fixed, it needs healing when wounded. The complexity and speed of change of our society is increasing. We are confronted with huge challenges on the scale of our planet. The pressure on organizations is enormous for multiple reasons. There is a growing chance to get overwhelmed and to get stuck by organizational trauma. What if you are confronted with organizational trauma as a leader, manager, consultant or coach? How do you recognize an organization that is getting stuck? What kind of incidents or conditions can induce organizational trauma? What is needed to facilitate healing? And what makes an organization more resilient? All these questions are answered throughout this book that is opening a new field for the corporate world. 20 years of experience are gathered in this book based on the Dutch edition that was awarded for Best Management Book of 2016 by the Dutch Organization for Organizational Consultants. To write this book, Philippe combined his broad experience as a guide for organizational renewal with a deep dive in the field of individual and systems trauma. Based on this experience, Philippe is often invited as a keynote speaker and expert in the field of organizational development. "Healthy organizations can be Forces for Good," is a key message of his work. A call to action to stop neglecting and start dealing with organizational trauma.