One of the pillars in trauma informed care is creating work environments that feel safe for employees as well as the clients they serve.  However, it is important to recognize the concept of safe is subjective. What one person considers safe may not be what another person considers safe.  If safety is only determined by leadership and upper management, inventible power differentiation compromises the importance of choice and collaboration that is needed to establish a sense of safety.

Feelings of safety and unsafety are layered by human experiences rooted in nervous system response to stress, individual and historic trauma, cultural ideologies and norms, and social demographics.  Safety is not a one-size-fits-all.  This concept can shift from person-to-person, agency-to-agency and often day-to-day (as seen regularly with those clients experiencing acute trauma).

Part of what makes trauma informed care unique is that it is not a copy paste methodology. It requires critical thinking and application context to context. Concepts of safety are not universal; therefore, it is important to regularly and accurately assess the needs of clients and employees. Establish regular evaluations of workplace culture and gather feedback that accurately informs policy. Offer support through regular team check-ins and enhance connection through team building. It is essential to be willing to adapt as these needs may change. Lack of follow through creates distrust.  Investment in employee and client development provides a sense of belonging and by-in.  Creating opportunities for learning and continuing education lets people feel they are valued and their growth matters. 

What we need are brave spaces.  Places where we challenge the limits of social construct and assumptions of safety, places where we can connect with honesty and vulnerability, and places that empower individuals by building trust through listening, learning, and mutual respect.

With care, Robin