There is a common trend where organizations acknowledge that we need change. They see the value in DEI work, and they genuinely want to embody social justice in their work.
But nothing changes.
If leaders value change and are ready to create change in their organizations, why are they still struggling to achieve equitable treatment, anti-racist working environments, and safety at work?
One reason for this barrier is that while leaders are ready to create change at work, they skip over an essential piece: creating change in themselves.
On top of that, organizations fail to achieve their goals because they do not create a plan for shifting paradigms.
What is a Paradigm?
A paradigm is a working model. It’s the typical, assumed way that we go about our lives or a certain area of our lives. Paradigms encompass thought patterns, beliefs, and behaviors. They impact how we do things, what we believe is “right,” and set standards that most people generally agree on. These are the unspoken rules.
The issue with unspoken rules is, well, that they are unspoken. Since there is no explicit document that reads, “We collectively believe that…” it can be very difficult to edit that document and reach its audience.
But another key issue lies within the paradigms in the American workforce themselves. We all have certain unspoken beliefs that contribute to unsafe workplaces for others and ourselves. These beliefs are often hidden—even to us.
Since one of the main goals of implementing a trauma-informed approach is to create safety, and these paradigms actively work against that goal, another major part of trauma-informed leadership is to dismantle existing paradigms and replace them with belief systems that serve everyone.
How to Initiate a Paradigm Shift
Since paradigms consist of collective beliefs, each individual must work to create an internal shift in order to achieve a complete paradigm shift.
Here’s where the problem of leaders resisting internal change comes in.
Leaders oversee overarching decisions. They initiate change. They set the tone.
Without leadership on board, a paradigm shift becomes increasingly difficult. So, how can we show leaders—and other organizational members—that a paradigm shift is valuable and necessary? Then, how can we teach every member of the organization (including leadership) how to create personal changes to their thought patterns and belief systems?
The simple yet not-so-simple answer is trauma-informed implementation.
This is why trauma-informed implementation typically takes three years or more to accomplish. It is also why trauma-informed leadership is such an effective method for creating lasting change at work and removing toxicity from the workplace.
For now, let’s assume that we’ve accomplished that task. The organization agrees that change is needed, everyone is mentally prepared to take on this project, and individuals have access to the necessary resources.
What paradigms, then, are we seeking to change?
The Standard Paradigm: What’s Wrong with You?
The major paradigm shift in trauma-informed work is the shift from “What’s wrong with you?” to “What happened to you” to “What’s strong in you?”
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In the meantime, be sure to download our free Guide to Trauma Informed Implementation or book a free consultation with a trauma-informed expert to learn more about what we do.
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