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Writer's pictureTiffany Wynn

Becoming a Trauma Responsive Business

Behavioral health business is tricky on a good day with excellent leadership. On a bad day however, businesses in this industry often get caught up in billing, productivity and long hours fueled by the idea that we are helping people. It’s incredibly important for businesses in this sector to evaluate their practices and principles from the moment of inception through decades of practice. Following some critical steps organizations can truly address the implicit trauma of doing this work and the secondary trauma that staff experiences in this work.



SAMHSA uses a four Rs rubric to describe a “trauma-

informed” organization, program, or system:

  1. Realize the widespread impact of trauma and understand

potential paths for recovery;

2. Recognize the signs and symptoms of trauma in clients,

families, staff, and others involved with the system;

3. Respond by fully integrating knowledge about trauma into policies, procedures, and practices; and

4. Actively resist re-traumatization.


The Harvard’s Business Review has published calls to action since COVID-19. They assert that the world needs trauma responsive businesses more than ever (https://hbr.org/2022/03/we-need-trauma-informed-workplaces). This is profoundly true for behavioral health businesses. We must as an industry choose awareness, increase our sensitivity, provide the correct responses, and continue to gather information and train staff.


Dr. Wynn’s basic recommendations for behavioral health companies who are interested in becoming trauma responsive:

1. Discuss trauma responsive care with staff, administration, and board members or leadership. Determine where the organization is: pre-contemplation, contemplation, action, or maintenance. Find and celebrate trauma responsive care champions.

2. Participate in a pre-assessment experience that includes all stakeholders. This must include a desk review of all policy and procedure.

3. Communicate and over-communicate the findings and the intentions and commitment of the company. WHILE ensuring that all voices are heard, recognized, and honored in the process.

4. Track conversations, plans, and progress.

5. Training, training, training.

6. Post- Evaluation and creation of the next round of organizational development.

7. Do it again and integrate new science and new material.


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