|
| |
Mental models are deeply
held internal images of how the world works, images that limit us to familiar
ways of thinking and acting. Very often, we are not consciously aware of our
mental models or the effects they have on our behavior.
Peter Senge, 1990
The Fifth Discipline: The Art and Practice of the Learning Organization,
p.8
-
Differences between
mental models explain why two people can observe the same event and describe
it differently: They are paying attention to different details.
-
In any new experience,
most people are drawn to take in and remember only the information that
reinforces their existing mental models.
-
Mental models thus
limit people’s ability to change.
-
Being
“trauma-informed” means changing basic mental models about violence,
emotions, learning, communication, governance, social responsibility, and
growth & change.
Current Assumptions About
Violence
-
Violence only applies
to physical assaults
-
A certain level of
violence is acceptable and unavoidable
-
The acceptable use of
violence is largely defined by who has the power
Current Assumptions About
Emotions
-
Emotions are usually
problematic and interfere with getting things done
-
Being unemotional –
being objective, scientific, rational, strong = good
-
Being emotional =
weak, bad, vulnerable
-
Emotions get in the
way
-
If people can’t manage
their own emotions it’s both embarrassing for everyone and their own fault.
Current Assumptions About
Learning
-
All you need to get
good decisions are smart people who tell other people what to do
-
Groups are nothing
more than collections of individuals and what comes out of a group will be
solely determined by individual contributions
-
Conflicts get in the
way of getting word done and should be avoided
-
Meetings are a
necessary evil – usually boring, a waste of time, and the outcomes are
usually predetermined by the people in charge.
-
Your job at work is to
do things, not learn things
Current Assumptions About
Communication
-
Most things should be
strictly on a “need to know” basis
-
Confidentiality is
extremely important – except when it isn’t
-
Speaking the truth
just gets you into trouble
-
It’s impossible to
“speak truth to power” without being punished
-
If you don’t want to
get into trouble, just keep your mouth shut and do what you are told
Current Assumptions About
Governance
-
Leaders have to tell
people what to do and followers have to do it
-
If people aren’t doing
what they are told – tell them again, talk louder, punish them
-
Democracy means voting
-
Democracy is the best
form of government but it’s only for countries
-
Most people aren’t
worth listening to – although I am
Current Assumptions About
Social
Responsibility
-
All I have to do is
follow the rules
-
If something isn’t
working, add another rule
-
I am only responsible
for myself and my immediate family/friends/colleagues
-
Everyone here has
equal opportunities – if they don’t prosper it’s their own fault and not my
problem.
-
We all have “free
will” and if somebody screws up it’s because they chose to do so
-
Right and wrong are
very clear and obvious
-
Everybody knows what
just and unjust means
Current Assumptions About
Growth
and Change
-
These kids (staff)
(administrators) cannot (will not, do not want to) change – and never will
-
Love it or leave it
-
If you lose - Just get
over it
-
Resist change – if
it’s working, keep doing it; if it isn’t working pretend it is.
-
Change efforts never
work anyhow, so why bother
 |
Sanctuary Model of Organizational Change |
| |
|
|
|
Components of the Sanctuary Model |
| |
|
|
|
Social Legacy of Trauma |
| |
|
|
|
Trauma Theory |
| |
|
|
|
Seven
Commitments of Sanctuary |
|
