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What is Trust?

• Letting others know your feelings, emotions and reactions, and having the confidence in them to respect you and to not take advantage of you.

• Sharing your inner feelings and thoughts with others with the belief that they will not spread them indiscriminately.

• Placing confidence in others so that they will be supportive and reinforcing of you, even if you let down your "strong'' mask and show your weaknesses.

• Assuming that others will not intentionally hurt or abuse you if you should make an error or a mistake.

• The inner sense of acceptance you have of others with whom you are able to share secrets, knowing they are safe.

• The sense that things are fine; that nothing can disrupt the bond between you and the other.

• The ability to let others into your life so that you and they can create a relationship built on an understanding of mutual respect, caring, and concern to assist one another in growing and maturing independently.

• The glue or cement of relationships that allows you to need others to fulfill yourself.

• Opening yourself up to let others in on your background, problems, concerns, and mistakes with the assurance that they will not ostracize you because of these things.

• The act of placing yourself in the vulnerable position of relying on others to treat you in a fair, open, and honest way.

To Be Able To Increase Trust in an Organization

• Problems should be solved at the level at which they can be solved

• Leadership as a quality, not just a person

• Leaders need to address problems only leaders can solve

• Leadership as stewardship, not exercise of power

• Communication among team members and between teams, special services, administration

• Inclusion of everyone on the team in information sharing, decision-making, treatment planning, conflict resolution – emergence of combined view

• Conflict resolution commitment, resources, methods

• Recognition and healing of splits with teams and between teams

• Ability to look at group-as-a-whole, reenactment, and collective disturbance

Self-Fulfilling Prophecies

• Negative assumptions. A staff member adopts negative beliefs about a client or staff members intentions, style or behavior.

• Self-protective behavior. The staff member behaves in ways that are self-protective, acting to defend against the other person’s potential to harm or hinder the staff.

• Observed aggressive, confusing, frustrating or irritating behavior. The other person sees the staff member’s self-protective behavior and interprets it as intended to harm or block her in some way.

• Self-Fulfilling Prophecies

• Negative assumptions. Based on this interpretation she adopts negative beliefs about the staff member’s intentions, style, or behavior.

• Self-protective behavior. She then acts in a self-protective ways in order to defend against the staff member’s potential to harm or block her.

• Observed aggressive, confusing, frustrating or irritating behavior. The staff member sees her self-protective behavior and interprets it as intended to harm or hinder the staff member in some way.

• Reinforced negative assumptions. Based on this interpretation, the staff member is reconfirmed in negative beliefs about the the other person’s intentions, style, or behavior

 

	Mental Models
	Sanctuary Model of Organizational Change
	Components of the Sanctuary Model
	Social Legacy of Trauma
	Trauma Theory
	Seven Commitments of Sanctuary