Source: “Trauma in organization”/ “Stuck” by Philippe Bailleur
As such, the approach described by Philippe Bailleur depends on the perceived tightness of the ‘trauma knot’. Step by step, he comes to a guiding ordering out of which a suitable approach can be developed. It is especially important for all involved parties that there is clarity about what is needed to make a positive difference in the case of organizational trauma.
And, keep in mind that there often is a real temptation to suggest the state of affairs is better than it actually is.
After exploring the current situation, the following well-considered strategies are to be considered:
- There is no sign of organizational trauma. In this case, it would be strange to talk about healing. In short: if it ain’t broke, don’t fix it. Counseling or organizational coaching may still be needed and relevant, but then without any link to trauma.
- At least one clearly defined incident has taken place. As a result, the organization or a part of the organization is still stuck in time. It’s possible to make a quick, targeted start in this circumstance.
- There have been multiple incidents. They are not linked to each other and as such, no one has been able to deal with them. You could think of this as a length of rope with several knots in it that you can calmly untie, one by one.
- A series of incidents and/or circumstances have created a cluster and, it is not easy to separate incidents from each other. Think of this as being a length of rope with knots on top of knots, or of a fine, gold necklace that has ended up completely knotted.
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