Module Seven:The Parallel Process

andTeam Meetings

The organization is a living, growing,

changing system with its own unique biology.

It is therefore every bit as susceptible to

stress, strain & trauma as the individuals who

live and work in the organization.

Complex interaction between traumatized

clients, stressed staff, pressured

organizations, and oppressive social

and economic environment.

PARALLEL

PROCESS

Organizations, like individuals, are living,

complex, adaptive systems and that being

alive, they are vulnerable to stress, particularly chronic and repetitive

stress.

Organizations, like individuals, can be traumatized and the result of traumatic

experience can be as devastating for

organizations as it is for individuals.

ORGANIZATIONAL STRESS

CHANGES IN FINANCING

DECREASES IN TRAINING, MORE

PAPERWORK, MORE SURVEILLANCE

FEWER STAFF, RAPID TURNOVER

LESS PROFESSIONALLY DEVELOPED STAFF

AGGRESSIVE CHILDREN & ADULTS

ADAPTED TO VIOLENT NORMS

ORGANIZATIONAL TRAUMA

PARALLEL PROCESS

When two or more systems – whether these consist of individuals, groups, or organizations – have significant

relationships with one another, they tend to develop similar:

K. K. Smith, V.M. Simmons, and T.B. Thames, The journal of applied behavioral science, 1989. 25(1): p. 11-29.

Feelings Behaviors Thoughts

Treatment programs today experience significant and CHRONIC STRESS

Many exist within a context of constant or CHRONIC CRISIS

This results in CHRONIC HYPERAROUSAL

Results in LACK OF SAFETY and BASIC TRUST

ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE

Lack of organizational EMOTIONAL MANAGEMENT

Communication networks breakdown under stress COMMUNICATION FAILURE

Important topics become “undiscussables” ORGANIZATIONAL ALEXITHYMIA

Organization stops learning from itself DISSOCIATION

ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE

Organizational memory is lostORGANIZATIONAL AMNESIA

Feedback loops breakdown & failure is repeated SYSTEMATIC ERROR REENACTMENT

Poor decisions, problem solving LOSS OF DEMOCRACY & LOSS OF COMPLEXITY

Helplessness about problems LEARNED HELPLESSNESS

ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE

Staff increasingly powerless DISEMPOWERMENT

Conflicts increase and are not resolved IMPOVERISHED RELATIONSHIPS

Leaders use formal authority to respond INCREASED AUTHORITARIANISM

“Dumbing down” of staff LOSS OF CRITICAL THINKING SKILLS

ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE

Punitive measures to effect change make things worse SELF DESTRUCTIVE BEHAVIOR

Staff respond with increased passive aggressive , punitive behavior INCREASED AGGRESSION

Everyone feels loss of purpose, meaning, opportunity UNRESOLVED GRIEF

Ultimately, ORGANIZATIONAL DECLINE ; FORE-SHORTENED FUTURE; FAILURE OF IMAGINATION

ORGANIZATIONAL STRESS AS A BARRIER TO CHANGE

Clients

Feel unsafeAngry/aggressiveHelplessHopelessHyperarousedFragmentedOverwhelmedConfused Depressed

Staff

Feel unsafeAngry/aggressiveHelplessHopelessHyperarousedFragmentedOverwhelmedConfused Demoralized

Organization

Is unsafe Punitive Stuck Missionless Crisis Driven Fragmented Overwhelmed Valueless Directionless

Parallel Process

As a result, our systems frequently replicate the very experiences of abusive power that have

proven to be toxic and traumatic for the children and families we are supposed to treat and educate.

Deeply rooted change in clients, staff AND in Systems

Changing Mental ModelsChanging Basic Beliefs

Organization identifies norms to

be established

Sanctuary commitments

Sanctuary staff training

Safety plans

Universal training

Create mechanism to regularly familiarize all members with the

norms

Community Meetings

S.E.L.F.

Team meetings

Red flag reviews

S.E.L.F. Psychoed

The community as a therapeutic agent of

change

Sanctuary Implementation Guide

Sanctuary Core Team

Sanctuary technical assistance

CHANGING THE CULTURE

PRACTICETalking about power

DISCUSSIONReenactment in Your Workplace

Victim

RescuerPersecutor

DISCUSSION QUESTIONS

What are some examples of reenactments you have seen between the staff at your setting?

Are certain groups, departments, divisions more likely to fall into certain roles of the reenactment triangle? If so, why might that be?

How do issues of power or perceivedpower contribute to reenactments among the staff or with the clients?

THE SANCTUARY TOOLKIT

Commun

ity M

eetin

gs

Safety

Plans

S.E.L.F.

Psych

oedu

catio

n

Red Fl

ag M

eetin

gs

Team

Mee

tings

S.E.L.F.

Treatm

ent P

lannin

gSanctu

ary To

olkit

Active, focused meeting where every member

Feels comfortable talking and listening

Is engaged and contributes

Shares insights and generates new ideas

TEAM MEETING: WHAT IS IT?

THE BENEFITS OF AN EFFECTIVE

TEAM MEETING INCLUDE:

• Opportunity to discuss client issues…• Ideas for working with individual clients or the whole

group… • New initiatives to improve the activities or events on the

horizon.• Open forum for addressing staff concerns, communication,

and teamwork.

TEAM MEETING: WHY DO IT?

Ask for (and accept) feedback

Set a clear agenda, preferably available in advance

Everyone on staff should have the opportunity to put items on the agenda.

TEAM MEETING: HOW TO LEAD IT

Look for ways to delegate responsibility for aspects of the meeting to staff.

Note: Announcements are sometimes necessary, but they should be kept to a minimum at Team Meetings.

TEAM MEETING: HOW TO LEAD IT

Yes No Somewhat

Democratic decision making

Team refrains from blaming/shaming Youth and each other

All levels of staff participating

Community Issues discussed

S.E.L.F. discussed in relation to community

During rounds, team balances time spent on discussing youth’s problems with creating a shared treatment plan

TEAM MEETING CHECKLIST