difficult to get traumatized individuals to let go of such behavior.
Because the actions and reactions of trauma victims are mostly instinc
tual rather than conscious and calculated, reprocessing of the trauma cannot generally be approached in a systematic, logical manner. Attempt
ing conscious and logical resolution of a crisis created by unconscious and illogical reactions renders traditional crisis management ineffective.
The most damaging effect of post-traumatic stress disorder on the consulate staff was the breakdown of trust in their professional rela
tionships. There were increased signs of isolation, and a sense of help
lessness and hopelessness-to the point that team members found themselves losing both their concern for each other and their ability to act in a caring way. All of this has devastating effects within and between organizations and corporations.
F O ST E RI N G C O R P O RATE L O N G EVITY
As the CEO of Trauma Recovery Assessment and Prevention Services, I have worked fifteen years with corporate, embassy, government, and non-government personnel who live and serve in trauma-inducing enVi
ronments. I have observed that trauma and its consequences affect all institutions that have personnel living or working in life-threatening environments. I have also noticed that everyone who experiences trauma
Trauma in the Workplace 93
suffers from one or more symptoms of post-traumatic stress disorder.
It's a prevalent and debilitating condition that doesn't discriminate, and the only difference from one person to another is the degree of suffering.
The need for new trauma resolution options has tremendous impli
cations for corporations and organizations whose personnel are living or working in crisis environments. Only now are we recognizing the long
term, damaging effects trauma has on the fabric of corporations and organizations. Human relations and public relations personnel are find
ing they are unprepared, ill equipped, and lack the knowledge to adequately address the multifaceted dimensions of this rather severe and large-scale phenomenon.
As a case in point, after
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III I asked a number of personnel whose companies were directly affected by this event what type of debriefing and support they had received from their company. Although many were grateful for the support they had been given, they felt it was woefully inadequate. After the initial debriefing, they were told that if they had any additional problems, they should seek out private therapeutic help.By telling staff to go elsewhere for help, the organization is taking a hands-off approach that sends the message, "Your problem isn't our con
cern." This has an isolating effect on members of the workforce, caus
ing them to feel as if the organization doesn't care about them. In return, the workforce begins to experience a lack of commitment to the organ
ization. Instead of the trauma drawing team members together, it ends up splintering them into their own isolated worlds. However, when a team works through trauma together, their confidence in their ability to resolve issues rises, which bolsters their sense of competence. In turn, the increased feeling of competence reflects in the team's performance.
Organizations seriously hurt themselves when they treat employees in an uncaring manner. When an employee is treated poorly, the entire workforce takes note. For instance, as an employee, you work loyally for a company, buy a house and car based on your income, then one morning arrive at work to find your job has been eliminated due to
94 M A K I N G S E N S E OF STR E S S , ANXI ETY, A N D TRAUMA
downsizing. You can't get into your office because it has been locked.
Your personal belongings are in a box. You are told you have two hours to leave and will not be allowed back. You are severed from the people you have worked with, whose response is fear because they all realize that what is happening to you, a friend they care about, could just as easily happen to them.
Of course, a consultant is there to do the dirty work, and relocation counselors are provided to advise you. It's a traumatizing experience
and, shamefully, standard workplace practice. Then corporations expect their remaining employees to pick up and carry on as usual.
To overlook or misunderstand this fundamental issue oflarge-scale traumatization is to trivialize the emotional complexities facing many international corporations. If left untreated, the long-term effects of unresolved symptoms give rise to forms of dysfunctional behavior that can seriously undermine any team, organization, or corporation.
As anxiety, depression, and anger increase in our world, companies need to be proactive in not only offering their employees education about trauma, but also providing them with effective techniques to assess themselves and resolve their own trauma as it arises. I4
Due to the unconscious and insidiously eroding effects that trauma has on interpersonal relationships, the corporations that will have the most enduring relationships in the future are those that recognize, respect, and resolve the traumatized behavior and relationships of their personnel. Any corporation that doesn't recognize and respect the dev
astating potential of trauma on its personnel will not be able to sustain long-term trust.