Organizational Stress and Trauma-Informed Services

Bloom, Sandra L.

doi:10.1007/978-1-4419-1526-9_15

Cited by 52 publications

(69 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The condition of organizational trauma and its long-term impact has been described in detail (Bloom, 2010;Bloom & Farragher, 2011). Briefly, this occurs when a system becomes fundamentally and unconsciously organized around the impact of chronic and toxic stress, such that the essential mission of the system is undermined.…”

Section: The Workgroup Processmentioning

confidence: 99%

Implementing Trauma-Informed Care: Recommendations on the Process

Yatchmenoff

Sundborg

Davis

2017

ASW

View full text Add to dashboard Cite

show abstract

Section: The Workgroup Processmentioning

confidence: 99%

Implementing Trauma-Informed Care: Recommendations on the Process

Yatchmenoff

Sundborg

Davis

2017

ASW

View full text Add to dashboard Cite

show abstract

“…Unfortunately as Bloom (2010) suggests a series of paradigm shifts in mental health, particularly the monopolizing of treatment achieved by biopsychiatry, the near demise of social psychiatry and a loss of interest in the concept of the therapeutic community have meant that many mental health services in recent decades have experienced a form of collective amnesia that has blinded them to the significance of the milieu.…”

Section: Introductionmentioning

confidence: 99%

Corrupted cultures in mental health inpatient settings. Is restraint reduction the answer?

Paterson

McIntosh²,

Wilkinson

et al. 2012

Psychiatric Ment Health Nurs

View full text Add to dashboard Cite

The early years of the 21st century have seen successful efforts in a number of countries to reduce the use of restraint in services for people with mental health problems. An underlying emphasis on 'cultural change' is characteristic of such initiatives reflecting, it appears, the re-emergence of interest in the therapeutic milieu. Such efforts have though lacked a comprehensive explanation of how organizational culture plays a role in the development of the excessive use of restraint, which seems to respond to such initiatives. This paper seeks to address that deficit and draws in particular on the concepts of corrupted culture, institutional violence, trauma, parallel processing and contemporary research on restraint and seclusion reduction. In doing so it examines whether restraint reduction initiatives represent part of the solution to the problem of corruption, which is intrinsically associated with the legitimatization of coercion.

show abstract

“…Education on trauma has largely focused on understanding individual trauma (Audergon, 2004;Bell et al, 2003), yet trauma can also be experienced collectively and impact functioning within larger community (Nytagodien & Neal, 2004) and organizational systems (Bloom, 2010). Social services organizations often operate under conditions of chronic stress (Bloom, 2010) including working with traumatized and challenging clients, limited resources, workforce issues, and political and social scrutiny.…”

Section: Methodsmentioning

confidence: 99%

“…Social services organizations often operate under conditions of chronic stress (Bloom, 2010) including working with traumatized and challenging clients, limited resources, workforce issues, and political and social scrutiny. The accumulation of chronic stress can lead to high rates of burn-out, employee turnover, mission drift and a loss of clarity in the values and goals that drive the organization (Bloom & Sreedhar, 2008).…”

Section: Methodsmentioning

confidence: 99%

“…Yet many organizations do not have formal policies or practices related to dealing with work-related victimization and violence (Bureau of Labor Statistics, 2006). Many incidents go unreported due to beliefs that reporting will not be of benefit or fears that an incident will be considered the result of negligence or poor job performance (Bloom, 2010). In some organizations, victimization by clients is viewed as part of the job and is a normalized into the culture.…”

Section: Principle 9: Self-carementioning

confidence: 99%

See 1 more Smart Citation