Home Trauma-Informed Practice & Care Using Trauma-Informed Practice & Care on Campus Table 2 | Trauma Informed Action Strategies for Supervisors
Table 2 | Trauma Informed Action Strategies for Supervisors
*The following tables were adapted from content from Li et al (2017), Singh et al (2013), and Varghese et al (2018).
Taking Action |
General |
Strategy | What it is | How it works |
---|---|---|
Transparency | Providing rationale for decision making. | Where possible, sharing context surrounding a decision will help build trust between supervisors and employees. |
Reliability | Following through on assigned tasks. Doing what you say you will do. | Reliability promotes trustworthiness. |
Clarity of process and policy | Clear, understandable, easy to follow processes and policy within the organization. | Clarity breeds easier navigation for staff. Transperancy of expectations and ways of doing things promotes safety. |
Choice | Providing staff opportunities to hold power, make decisions, and feel empowered. | Examples: providing staff with options for flex time; providing choice in which projects they take on. |
Collaboration | Working collectively to advance the goals of the organization. | Example: inviting staff to comment on gaps in service delivery. |
During Onboarding |
Strategy | What it is | How it works |
---|---|---|
Self-reflection | Reflecting on how you are taking up and sharing space with staff. | Being mindful of the power dynamic of supervisor-employee relationships. |
Social location | Reflecting on your social location and the power that comes with privilege. | Being mindful of the power dynamic of supervisor-employee relationships. |