Conclusion: Seeding Change
“Instead, growing the world we want is like the slow tending of a garden, transforming the plants by fostering relationships, trust, skills, community accountability, and healing. It requires cultivating new habits internally, seeding restorative ways of being together interpersonally, uprooting practices of in equality institutionally, and planting alternative possibilities structurally. If we only concentrate on our internal work while ignoring the fires burning all around us, we’ll eventually be consumed. But if we only concentrate on putting out the blaze, we’ll eventually burn out.”
Ruha Benjamin inViral Justice: How We Grow the World We Want[1]
Trauma-informed librarianship embodies the philosophy of seeding change—gradual, intentional, and transformative. Like cultivating a garden, fostering relationships, trust, skills, community accountability, and healing are fundamental to seeding change. This approach requires not only cultivating internal awareness and growth but also fostering restorative connections with others. It also involves challenging institutional inequalities and envisioning alternative structures— just as neglecting the flames around us can lead to devastation, solely focusing on external challenges without addressing our internal well-being risks burnout. Thus, trauma-informed librarianship emphasizes a holistic approach, balancing personal growth with systemic change, ensuring sustainability in the pursuit of a more equitable and resilient future in libraries and in their communities.
When implementing trauma-informed practices in libraries, there are two key aspects to consider: organizational change and individual implementation. Organizational change involves restructuring library systems, policies, procedures, and culture to create an environment that is sensitive to trauma and supportive of patrons’ needs, but it does require support from library administration. A wide- sweeping organizational change to library practices would be the best case scenario— by implementing these changes at the organizational level, libraries can create a more inclusive and supportive environment for patrons. However, if your organization is not ready to adopt a trauma- informed approach, there are many techniques and practices you can adapt to seed change within your library, and individual buy-in is essential for organizational change, as each person’s commitment and contribution can collectively initiate a shift. Individual implementation serves as the cornerstone for organizational change, laying the foundation for broader acceptance and integration of new practices and principles.
A roadmap for organizational change
“Developing a trauma-informed approach requires change at multiples levels of an organization and systematic alignment with the six key principles [of trauma- informed care].”[2] Implementing trauma-informed practices begins by establishing a core team that includes representation from all levels of the organization, ensuring that diverse voices are heard. It’s crucial for key organizational leaders to actively engage in this process of change by participating in this core team. Courageous leadership is identified as the linchpin for systemic change; without it, substantial progress is improbable. However, leaders often perceive significant risks in relinquishing power, leveling hierarchies, and opening themselves to criticism during the change process. While the gains are considerable, leaders only come to realize them after learning to navigate the anxiety and uncertainty that accompany real change. Since few have substantial experience with democratic systems, becoming an effective democratic leader entails a shared and often challenging learning curve.
Trauma Informed Behavior Support: A Practical Guide to Developing Resilient Learners outlines six phases for trauma informed organizational change and support.[3] The author’s state that there must be a core team who’s responsibility is to represent and communicate with their constituents actively, serving as trainers for the entire organization. They will establish team guidelines, expectations for member involvement, and a meeting schedule. Additionally, the core team will determine safety protocols for the constructive functioning of the team itself. Ultimately, the core team will develop and implement a curriculum aimed at involving the entire organization in the change process. The overarching goal is to maximize the sharing of information crucial to fostering healthy, trauma-informed organizations.
Phase 1: Examining the Library’s Historical Context
To kickstart the implementation of trauma-informed practices in libraries, it’s crucial to delve into the organization’s history, using past experiences as a lens to understand the present. The initial inquiry revolves around the fundamental question: “Are we fostering a safe environment?” Just as with individuals, organizational safety encompasses four key domains: physical, psychological, social, and moral. Each of these domains must be adequately addressed for the library to truly embody safety.
Another critical question arises: “How do we collectively manage emotions?” This necessitates a thorough examination of the change processes inherent in library operations. Staff members are encouraged to anticipate and address the inevitable resistance to change that emerges within any organizational context. This involves assessing their approaches to emotional management, decision-making, and conflict resolution.
Furthermore, exploring the theme of “How do we cope with loss?” delves into the library’s response to inevitable losses such as staff turnover, leadership transitions, shifts in funding that impact programs, or even community tragedies. Failure to effectively address these losses can hinder the library’s growth, mirroring the impact of unresolved grief in individual lives.
Looking toward the future, there’s an opportunity to envision a new trajectory for the library, charting a course toward what it can achieve with renewed momentum. Through collaborative efforts, team members can begin to redefine their working model and align their efforts toward achieving organizational goals in a more cohesive and inclusive manner.
Phase 2: Defining Organizational Values and Addressing Discrepancies
In the second phase of implementation within libraries, the core team embarks on a process of pinpointing the most essential organizational values while also identifying areas where these values may not be fully realized in practice. Discussions surrounding shared assumptions often uncover underlying conflicts that have remained unarticulated yet simmering beneath the surface for some time. It is imperative for the core team to bring these conflicts to light, assess their impact on organizational functioning, and collectively determine which values they are willing to embrace and uphold as a team.
Subsequently, the core team crafts a statement outlining how they envision library staff and administrators should perceive patrons, colleagues, and the organization as a whole. This collaborative effort fosters an environment of open communication, transparency, and constructive feedback, which are invaluable components of a trauma-informed organization’s ethos.
Phase 3: Democratic communication processes
Didactic presentations and discussions serve as crucial tools for the core team members within libraries to grasp the essence of engaging in more democratic processes, a responsibility shared by educational leaders, staff, and patrons. This learning process emphasizes the simultaneous increase in rights and responsibilities inherent in such democratic practices. Additionally, the team familiarizes themselves with the fundamental principles underpinning the creation and maintenance of a trauma-informed environment.
As part of their evaluation process, the core team assesses the efficacy of existing policies and procedures concerning both staff and patrons, questioning whether these protocols effectively align with the organization’s goals. Subsequently, the team initiates the drafting of a program constitution and devises a comprehensive plan delineating the necessary steps to bridge the divide between the library they aspire to become – reflective of their values and vision – and the library’s current state.
This comprehensive planning process emphasizes inclusivity, active participation, rights and responsibilities, decision-making protocols, conflict resolution strategies, establishment of rules and norms, implementation of consequences for risky or unsafe behaviors, protocols for responding to stress and violence, approaches to secondary trauma and self-care, and the perpetuation and upkeep of normative standards.
Phase 4: Collaboration and Collective Effort
The subsequent phase of implementation revolves around fostering teamwork, collaboration, and integration within the library system. The core team spearheads the formulation of a vision statement outlining the desired functioning of work groups or teams to cultivate a more democratic and unified staff community. Subsequently, they craft a strategic plan delineating the necessary steps to enhance teamwork and collaboration, translating their vision into actionable strategies.
Furthermore, the team initiates the development of a set of expectations for staff members regarding their responsibility to address conflicts constructively. Simultaneously, they devise a plan to augment the resources available for conflict resolution within the library, recognizing its significance in fostering a harmonious and productive environment.
Phase 5: Grasping Trauma and Its Ramifications
Comprehending concrete information concerning the effects of trauma on individuals, families, and systems is paramount for establishing a trauma-informed library system. In addition to didactic and experiential training, core team members must remain abreast of the latest research and insights regarding the repercussions of trauma and community violence on library patrons.
Discussions within the team center on the necessity of integrating knowledge about traumatic stress into the library’s existing policies and procedures. This encompasses considerations of the impact of exposure to vicarious trauma and its ramifications on organizational functionality.
Phase 6: Establishing and Assessing Library Procedures and Protocols
In this phase of implementation, the core team maps out a systematic approach for consistently reviewing and responding to incidents that jeopardize the safety of library staff and patrons. They pinpoint both student behaviors and staff actions that may have contributed to the occurrence of such incidents. Inclusion of trauma-informed practice experts and consultants in these processes could prove beneficial.
A trauma-informed approach underscores the creation of a nonviolent environment, incorporating interventions and strategies aimed at reducing the likelihood of recurrence of such behaviors. The core team crafts or revises an intervention plan for implementation with both patrons and staff in high-risk and escalating scenarios. Additionally, they develop or reassess policies for comprehensive debriefing following instances of violence or loss, alongside a plan for staff training as needed.
Furthermore, it’s prudent to periodically review and refine grievance procedures and performance evaluations to align with the focus on safety and staff emotional well-being. The core team outlines how the library organization should address issues related to becoming more trauma-informed and delineates the steps necessary to forge a brighter future, altering the trajectory of patrons’ educational experiences.
The impact of individual implementation
While organizational readiness for large-scale change may vary, hopefully this journey through trauma-informed librarianship has equipped you with valuable skills, techniques, and insights to effect change within your community. Even if your organization is not yet prepared to fully embrace a trauma-informed approach, I hope you now possess the tools to seed change at the grassroots level. By embodying empathy, fostering respectful interactions, and prioritizing the well-being of patrons, you can make a profound impact on your community. Each small step towards implementing trauma-informed practices contributes to a more compassionate and inclusive environment within libraries. Remember, the power to enact positive change lies within your hands, and through your individual efforts, you can pave the way towards a more trauma-informed future for libraries and their patrons alike.
Throughout this book, my aim has been to demystify trauma-informed librarianship, breaking it down into tangible and practical steps. My hope is that by providing clear guidance and actionable strategies, you now feel equipped to initiate individual change within your library. Each chapter has been carefully crafted to empower you with the knowledge and tools necessary to navigate the complexities of trauma and its impact within library settings.
Embarking with critical reflection, you began a journey of self-discovery, uncovering your unique challenges and strengths in embracing trauma-informed librarianship. Through active listening and employing nonviolent communication techniques, you fostered an environment of safety and inclusivity, enriching your community. Delving into empathy aimed to minimize retraumatization among patrons, while utilizing Mia Mingus’s framework for accountability bolstered your commitment to accountability amidst inevitable missteps. Understanding the window of tolerance enhanced your capacity for empathy towards activated patrons, equipping you with strategies for regulation and de-escalation when needed. Reflecting on the concept of “vocational awe” and establishing personal and work values enabled you to differentiate between your professional and personal identities, fostering healthy boundaries and self-care practices—a core tenet of trauma-informed approaches. Empowered to engage your community, you challenged the narrative of vocational awe, mitigated burnout, enhanced community engagement, and elevated service provision to patrons. Committed to lifelong learning and collaboration with thought leaders like Resmaa Menakem, you contributed to the collective effort of building an antiracist society.
Engaging with all of this material equips you with the knowledge and tools necessary to seed transformative change within your library. By delving into trauma-informed librarianship, you gain a deep understanding of the impacts of trauma and learn strategies for creating a safe and supportive environment for patrons. Through critical reflection, empathy-building exercises, and accountability frameworks, you cultivate a culture of compassion, respect, and inclusivity within your library community. By establishing personal and work values and setting boundaries, you foster a healthier and more sustainable approach to your professional practice. Equipped with this knowledge and self-awareness, I hope you are empowered to challenge systemic inequalities, dismantle harmful narratives like vocational awe, and advocate for policies and practices that prioritize the well-being and dignity of all patrons and staff. Ultimately, your engagement with this material enables you to cultivate a library space that not only provides essential services but also serves as a catalyst for positive social change in your community.
By embracing trauma-informed practices in your daily interactions and programming, you become a catalyst for change within your library community. Your commitment to empathy, inclusivity, and sensitivity can ripple outward, fostering a culture of understanding and support for all patrons. Remember, every small step you take towards implementing trauma-informed approaches contributes to a more compassionate and responsive library environment, laying the groundwork for broader organizational change.
Conclusion
I hope that you now see that trauma informed librarianship transcends mere accessibility for survivors—it’s a transformative avenue for fostering anti-racist and anti-ableist practices within the library.
Trauma-informed librarianship represents a profound shift in the ethos of library services, transcending the conventional notion of accessibility. It embodies a commitment to fostering environments that not only accommodate trauma survivors but also actively challenge systems of racism and ableism. By centering the experiences and needs of marginalized communities, trauma-informed practices serve as a catalyst for building more equitable and inclusive library spaces. Through intentional anti-racist and anti-ableist initiatives, libraries can become powerful agents of social change, promoting justice, dignity, and empowerment for all patrons.
It’s crucial to recognize the profound significance of individual change and implementation in the journey towards trauma-informed librarianship. While organizational change is undoubtedly vital, its success hinges upon the commitment and investment of individuals at every level. Without passionate advocates driving change from within, organizational initiatives may falter. Therefore, your role as an individual is not only valuable but essential in catalyzing broader organizational transformation. As Ruha Benjamin later stated[4]:
“In this series of decisions, we observe the convergence of many different factors: a professor’s decision to encourage reading outside the canon, a student’s decision to bring those insights to bear at his university, a lab director’s decision to act beyond the conventions of scientific norms, a medical institute’s decision to put its money where its mission statements are—realizing lofty ideas about diversity and inclusion by reckoning with the history of racism in science and medicine.
All of these might seem like small steps, but together they are trying to shift how institutions operate. This by no means repairs the harm that has been done… [E]ach of these decisions bucks the status quo, helps to seed different possibilities, and gives us an example of how change can unfold. Crucially, none of these were top-down phenomena where powerful institutions… simply decided to do the right thing. They entailed numerous smaller actions . . . viral justice.”
While organizational change is undoubtedly the ideal approach, it can be challenging, and we may not always have control over the decisions made by the organization. We do, however, have control over what we do and how we interact with patrons. Even if our organization has yet to embrace a trauma-informed approach, we can still effect change within our community and gradually steer our organization toward a trauma-informed approach through our individual impact. While these actions may appear incremental, collectively they aim to redefine institutional norms and cultivate environments of healing and equity. Although they do not fully rectify past harms, each decision challenges the status quo, fosters alternative approaches, and serves as a blueprint for transformative change. Importantly, these initiatives do not originate solely from top-down directives but rather emerge from grassroots efforts and collaborative endeavors—a testament to the power of collective action and “viral justice” in shaping the trajectory of trauma-informed librarianship.
- BENJAMIN, RUHA. “Weather.” In Viral Justice: How We Grow the World We Want, 27–58. Princeton University Press, 2022. https://doi.org/10.2307/j.ctv2h439xx.5. ↵
- (“SAMHSA’s Concept of Trauma and Guidance for a Trauma-Informed Approach | SAMHSA Publications and Digital Products,” n.d.) ↵
- Ayre, Kay, and Govind Krishnamoorthy. 2020. “6.4 Trauma Informed Organisational Change and Support,” November. https://usq.pressbooks.pub/traumainformedpractice/chapter/6-4-trauma-informed-organisational-change-and-support/. ↵
- BENJAMIN, RUHA. “Trust.” In Viral Justice: How We Grow the World We Want, 225–66. Princeton University Press, 2022. https://doi.org/10.2307/j.ctv2h439xx.10. ↵
