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Dr. Shana Hormann, Antioch University Seattle Bryce Doehne, MA, AUS PsyD Program Kristin Cox, MA, U.S. Coast Guard, AUS Alumna.

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Presentation on theme: "Dr. Shana Hormann, Antioch University Seattle Bryce Doehne, MA, AUS PsyD Program Kristin Cox, MA, U.S. Coast Guard, AUS Alumna."— Presentation transcript:

1 Dr. Shana Hormann, Antioch University Seattle Bryce Doehne, MA, AUS PsyD Program Kristin Cox, MA, U.S. Coast Guard, AUS Alumna

2 Organizational Trauma Shana Hormann and Pat Vivian, 2014 Emotionally and cognitively overwhelming Self-protective structures penetrated Vulnerable and temporarily helpless Lasting psychic and cultural impact

3 Sources of Organizational Trauma Single catastrophic event Ongoing wounding Redemptive nature of the work Empathic nature of the work Shana Hormann and Pat Vivian 2014

4 U.S. Military Statistics Suicides - every 80 min (over 6,500 a year) Sexual assault - 30-45% females, 1-4% males 69% reported they injured a woman or child 79.6% witnessed persons being wounded or killed or engaging in direct combat 56.1% of deployed Marines and 48.4% Soldiers reported they killed combatants 86% knew a fellow service member who was shot or wounded 20% treatment-seeking veterans reported contemplating suicide Source: Russell & IWSI-SJ&R, 2013http://www.antiochseattle.edu/aus-academic- adventure/institute-of-war-stress-injuries-social-justice/faqs/

5 USS Momsen USS MOMSEN

6 Results April 27, 2011 Relief for Cause of CO Pled guilty to: 1 count rape 3 counts aggravated sexual assault and contact 3 counts of conduct unbecoming an officer sentenced by court martial to 42 months imprisonment and loss of all navy benefits Source: New York Times, 2011, Wikipedia, 2014

7 Is there another way?

8 Organizational Resiliency Kristin Cox & MCPO Shawn Marchinek September 2014 D13 CO/OIC Conference

9 The Stress Continuum

10 TypeSourceExamples Single devastating eventExternalLODD, loss of funding Single devastating eventInternalSuicide, sexual assault Ongoing woundingExternalThreats or hostility directed at CG Ongoing woundingInternalAbusive management, RFC Empathetic nature of workInternalInappropriate relationships Redemptive nature of workInternalGuilt, depression, despair, zero- defect mentality Types & Sources of Trauma

11 Organizational Culture What does it mean to be CG, beyond “Honor, Respect, Devotion to Duty?” Why did you join the CG?

12 Are there costs to our organizational culture?

13 Strengths Copyright Pat Vivian, MA and Shana Hormann, PhD, MSW June 2003 Structure Adaptability Adventure Loyalty Benefits Boats/Action Always “on” Shadows

14 Strengths Copyright Pat Vivian, MA and Shana Hormann, PhD, MSW June 2003 Shadows Structure Adaptability Adventure Loyalty Benefits Boats/Action Always “on” Complacency Family PCS “Clickish” To Whom? Group Think Bare Minimum Change “Stay on” Lock down Resistance Lack Flexibility Cover Up Normalizing Speed of Change Experience Pressure Stress Fear Personal sacrifice Head Space Fatigue Rust Out

15 What do you want your unit to be like?

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17 What can leaders do to help? Stabilize – Stop the bleeding! Name the problem – Do not ignore, it won’t go away. Offer optimism – We will get through this. Provide ways to make meaning – What can we learn from this? Focus on strengths – What do we do well? Model calm & compassion – It is contagious! Ask for outside help if needed – Reduce isolation.

18 Strengths Copyright Pat Vivian, MA and Shana Hormann, PhD, MSW June 2003 Shadows Accomplishment Adaptability Pride Responsibility Autonomy Role model/mentor Challenge Responsibility Can’t ask for help Arrogance Compulsive Guilt Decision fatigue Selective disobedience Competing priorities Admin abandonment Reputation & expectations Sacrifice (personal/family) Fear of failure Loneliness Self-doubt Constant Change Time management Frustration/politics Stress Fear Personal sacrifice Head Space Fatigue Overwhelming Influence Pressure Unrealistic expectations & idealization Limitations Shame Hypervigilance Zero-defect mentality Loss of personal identity Overly ambitious USCG Unit Leadership: Being in a leadership position

19 Leadership Skills Learn about organizational trauma. Be aware of own strengths and blind spots. Develop dialogue skills. Learn about organizational dynamics. Become skilled in a strengths-based approach. Practice compassionate leadership. Know when to ask for help.

20 Helping a Traumatized System Pay attention to the whole organization. Offer a purposeful and structured approach. Model compassion and kindness. Bring positive energy and hopefulness. Act in non-attached and non-anxious ways. Understand leaders and be prepared to support them. Participate in own reflection and renewal.


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