Voices Unheard: The Silent Role of Complex Trauma in Shaping Government Workplaces

Angela and Darlene, two staff members, sighed as they sat in their empty office. They both felt the weight of recent events diminishing their voices.

In their office, power imbalances prevented open communication and perpetuated dysfunction. Those in perceived lower positions, like Angela, felt unsafe speaking up. Leadership, on the other hand, relied on wielding authority to compensate for their own pressures and overwhelming feelings of unsafety.

This created a vicious cycle where everyone felt unsafe. Staff constantly braced for unpredictability from leadership, while leadership felt the need to assert their authority through demands for obedience. Trust eroded, voices were suppressed, and accountability disappeared.

To survive, Angela and her peers used passive resistance, withholding information, and forming tight-knit alliances. They had little faith that speaking openly would improve things.

The work culture was one of fear and anxiety, where staff constantly walked on eggshells, and no one felt safe speaking up. This led to years of high turnover, constant conflict, displacement of staff and families,  and an overwhelming feeling of burnout.

Nicole, the staff supervisor, felt like she was constantly being attacked. The attacks made her sensitive to any feedback. Because she felt outnumbered this led her to overly assert control and she became susceptible to manipulation by her perceived allies. Because of all the stress and pressure her mood became unpredictable and deteriorated staff trust even further. This story illustrates just a small portion of the following dynamics.

Staff:

Little Official Power: Staff with backgrounds of unsafety and distress might feel further marginalized, feeling that they have no voice or agency within the system. This can exacerbate feelings of powerlessness.

Passive Resistance, Gossip, Withholding Information: If trust is eroded due to past unsafety and distress, staff might use these methods to reclaim some sense of control or safety, especially if direct confrontation or open communication feels threatening.

Alliances: Shared experiences or a shared sense of mistrust can lead staff members to form tight-knit groups for mutual support, further segmenting the organization.

Directors:

Authority Over Staff: Historical unsafety and distress can make directors hyper-aware of power imbalances, potentially leading them to either overcompensate by being overly lenient or assert their authority more strongly to maintain control.

Manipulation: Directors, if they have a history of unsafety and distress, might be more susceptible to manipulation, especially if they perceive executives as threats or if they are trying to navigate a system they view as unsafe.

Inconsistency and Personal Agendas: Past unsafety and distress can lead to unpredictability in behavior as directors might be driven by subconscious triggers or a need to protect themselves or their group.

Executives:

Use of Position: Executives that feel unsafe and distressed might lean into their roles to create a sense of control, potentially at the expense of others.

Pressure on Subordinates: They might exert more pressure on those below them in the hierarchy as a way to manage their anxieties or insecurities stemming from their feeling of unsafety and distress.

Susceptibility to External Pressures: Unsafety and distress can make executives more sensitive to external threats, leading them to make decisions based on perceived threats rather than organizational health.

Legislators:

Control of Framework: Legislators affected by unsafety and distress might either overregulate to create a sense of order and safety or underregulate out of distrust of authoritative systems.

Influence: If legislators have experienced unsafety and distress, they might be more susceptible to groups that they perceive as allies or protectors.

Community Citizens:

Needs Overlooked: In a system influenced by widespread unsafety and distress, there might be a self-protective inward focus, which can result in the overlooking of community needs.

Protests, Voting, Collective Actions: If community citizens share a sense of historical unsafety and distress, they might be more motivated to act collectively to address systemic issues. Alternatively, feelings of powerlessness might lead to anger and disengagement.

Constant unsafety and distress can heavily influence how individuals within a system perceive power, safety, and trust. These perceptions, built upon historical and generational unsafety and distress, can shape behaviors, decisions, and interactions, further complicating the dynamics of a system.

In the context of the power dynamics influenced by unsafety and distress, both historical and generational, the following demonstrates how systems become dysfunctional:

How Systems Become Dysfunctional:

Historical and Generational Unsafety and distress: Unsafety and distress that have been experienced by previous generations can be passed down in various ways, including learned behaviors, cultural narratives, or even epigenetic changes. This creates a foundational sense of mistrust and unease.

Reinforced Negative Patterns: In a system where chronic stress is present behaviors like avoidance or aggression are normalized, these behaviors become the default method of interaction. Over time, they get deeply ingrained and become difficult to recognize or challenge.

Lack of Training: Without training on how unsafety and distress affect individuals and systems, behaviors can be misinterpreted. Misunderstandings can escalate tensions and further erode trust.

Feedback Loops of Mistrust: As unsafety and distress-induced behaviors lead to more misunderstandings and conflicts, a feedback loop is created. Mistrust breeds more behaviors that create mistrust.

Inadequate Support Structures: Systems without mechanisms to support those affected by unsafety and distress (peer support, peacekeepers, and navigators) can exacerbate feelings of isolation and powerlessness.

Institutional Memory: As people who feel unsafe and distressed move up the hierarchy, they may instill policies and practices based on their sense of unsafety and distress, perpetuating and institutionalizing these responses.

Strategies to Overcome These Struggles:

Unsafety and distress-Informed Training: Equip all community members with knowledge on unsafety and distress recognition, origins, and response mechanisms.

Training and Workshops: Host sessions on active listening, and conflict resolution to empower community members.

Community Dialogue Sessions: Facilitate open discussions where members can share experiences and concerns to foster understanding.

Peer Support Groups: Create groups led by trained community members to offer a space for sharing and mutual support.

Storytelling and Healing Circles: Use storytelling as a therapeutic method for understanding unsafety and distress.

Local Mentorship Programs: Pair younger individuals with experienced community members for guidance and support.

Art and Expression: Organize events focused on healing and understanding through creative outlets.

Restorative Justice Programs: Address harm and conflicts through healing and restoration, rather than punishment.

Collaboration with Local Schools: Integrate unsafety and distress awareness in educational settings to educate younger generations.

Resource Sharing: Establish platforms for members to share local resources related to unsafety and distress and community support.

Cultural Revival: Celebrate and revive local culture and traditions, especially if unsafety and distress stems from cultural suppression.

Gardening and Nature: Promote therapeutic activities that connect individuals with nature.

Holistic Healing Workshops: Organize sessions for traditional healing practices for coping with unsafety and distress.

Community Advocacy: Train members to champion systemic changes that address the community's unique needs.

Safe Spaces for Dialogue: Create environments for open discussions, be it in group sessions, or peer support settings.

Clear and Consistent Communication: Foster transparency in communication to minimize misunderstandings.

Leadership Accountability: Ensure leaders are accountable for upholding safe environments.

Community Engagement: Involve the community in decision-making to harness their invaluable insights.

Feedback Mechanisms: Set up systems for constructive feedback, aiding early identification and resolution of unsafety and distress-related issues.

Resource Allocation: Allocate necessary resources to support healing initiatives within the community.

Review and Revise Policies: Ensure organizational policies uphold local community values, support transparency, and fairness, and amend those that might keep the system unwell.

By understanding the profound impacts of constant unsafety and distress on system dynamics, organizations can take proactive steps to heal, grow, and create environments where feelings of wellness are paramount.