Intervening in Organizational Trauma: A Tale of Three Organizations

Shana Hormann () and Pat Vivian ()
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Shana Hormann: Antioch University

Chapter Chapter 11 in Leading and Managing in the Social Sector, 2017, pp 175-189 from Springer

Abstract: Abstract Parallel to individuals’ experiences, organizations can suffer from trauma. Organizational trauma may result from a single devastating event, from the effects of many deleterious events over time, or from the impact of cumulative trauma that comes from the nature of the organization’s work. Whatever the source, organizations are wounded, sometimes severely. Trauma and traumatization overpower the organization’s cultural structure and processes and weaken the organization’s ability to respond to external and internal challenges. These cultures harbor effects of unhealed sudden traumatic events as well as insidious cumulative traumatization. Unless the effects of organizational trauma and the resulting dynamics are addressed effectively, organizations are doomed to repeat them. The authors use three case examples to help leaders and consultants identify and intervene in appropriate ways to heal organizations and promote organizational health.

Keywords: Staff Member; Domestic Violence; Executive Director; Strategic Planning Process; Cumulative Trauma (search for similar items in EconPapers)
Date: 2017
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DOI: 10.1007/978-3-319-47045-0_11

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