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traumatized people react. It seeks to define what conditions are necessary for people to thrive. Trauma, defined as a mismatch between expectations and reality that overcomes coping mechanisms, causes neurobiological changes that
alter emotional and physical wellbeing. A trauma-informed framework is supported by the biology behind the workforce changes we see from burnout and overwhelming occupational stress.
Key factors to trauma-informed leadership include: safety, trustworthiness, peer support, collaboration, empowerment, and inclusion. (Initiative, 2014) Leaders must strive to drive predictable routines. We need to stay attuned to decreased capacity for quick pivots in a sea of change. We must model behaviors of self-compassion. Respecting time off and predictably allowing the workforce to protect that time is essential to creating healthy boundaries for work and self. Most importantly, creating a transparent and open environment for learning and curiosity is paramount. This psychologically safe space supports high reliability. The ability for an organization to consistently produce high quality results. We must be able to ask questions and prevent failure in a way that is supportive of learning and shared responsibility.
We are our workforce. We are all changed for the experiences of the last two years. We all will benefit from a little more understanding and a little less chaos. Doing what
we can to recognize and hold compassion for the journey we have been on will improve our working environments and keep our patients safer. We must start with ourselves and lend a curious and compassionate hand at every corner as we design our new normal. •
Third Quarter 2022
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Works Cited
Initiative, S. T. (2014, July). SAMHSA’s Concept of Trauma
and Guidance for Trauma-Informed Approach. Retrieved from Substance Abuse and Mental Health Services Administration: https://store.samhsa.gov/sites/default/files/d7/priv/sma14-4884. pdf
Kahneman, D. (2011). Thinking Fast and Slow. New York: Farrar, Straus and Giroux.
Tait D. Shanafelt, J. H. (2016, November 17). Executive Leadership and Physician Well-being: Nine Organizational Strategies to Promote Engagement and Reduce Burnout. Retrieved from Mayo Clinic Proceedings: https://www. mayoclinicproceedings.org/article/S0025-6196(16)30625-5/ fulltext
Team A: Johnston Thayer, M. R., & Joe Zillmer, N. S. (2022, June 2). ‘The New Nurse’ Is the New Normal. Retrieved from EPIC Research: https://epicresearchblob.blob.core.windows.net/cms- uploads/pdfs/the-new-nurse-is-the-new-normal.pdf