June 2024 | Volume XLII, Issue 2 »
From Awareness to Action: Trauma-Informed Approaches in Libraries
June 3, 2024
Jennifer Robertson, Carbondale Public Library
Library employees witness or experience traumatic events that can lead to secondary traumatic stress (STS), and libraries are often unprepared to deal with the adverse effects of this on their staff. According to the Urban Library Trauma Study (2022), libraries are “radically open to the public” and often serve populations affected by traumatic events. This is a departure from libraries of the past that focused primarily on books, information, and education. In addition to providing books, today’s libraries provide access to social services, bridge the digital divide, function as a community gathering space, and host programs and events (Mattern, 2014). Across the U.S., libraries have begun looking for answers to help with the increased demand for social services. Some libraries have hired or partnered with social workers and agencies to better deal with traumatic crises.
Library workers experience STS due to working with people experiencing trauma. STS, “…also known as secondary trauma, compassion fatigue, or vicarious traumatization, is beginning to be recognized in some disciplines and professions as a significant occupational hazard” (Sloan et al., 2019, p. 1). Examples of trauma experienced by the public include the COVID-19 pandemic, violence, domestic violence, racism, homophobia, economic problems, homelessness, substance abuse, mental health issues, and more (SAMHSA, 2014). In addition, some library employees have experienced adverse childhood events (ACES) that continue to cause issues in their work lives long after the traumatic experience has passed.
A trauma-responsive culture within an organization aligns with the Substance Abuse and Mental Health Services Administration’s (SAMHSA’s) (2014) principles of trauma-informed organizations: safety, trustworthiness, support, collaboration, empowerment, and cultural intelligence. These principles serve as tools to enhance employee resilience and engagement. SAMHSA (2014) outlines the 4 Rs for trauma-responsive organizations: realizing the impact of trauma, recognizing its effects, responding with trauma-informed policies and management, and resisting re-traumatization of the public and employees.
While research exists on trauma-informed approaches in medicine, social work, and mental healthcare, trauma in library settings has not been widely studied. Libraries are not considered spaces that need help dealing with STS because libraries are not centered around helping people experiencing traumatic events. To examine trauma-informed practices in Illinois libraries, I sent a survey to library staff through Illinois Heartland Library System (IHLS) and Reaching Across Library System (RAILS) listservs. Fifty-one people responded to the survey, helping to provide information about what is currently happening in Illinois libraries. Survey respondents have witnessed violence (27.5%), mental health crises (76.5%), substance use (58.9%), homelessness (78.5%), harassment (58.82%), discrimination (43%), child abuse or neglect (43%), and other traumatic occurrences (21.5%). In contrast, only approximately 49% of respondents felt moderately or very familiar with the relationship between traumatic stress and related issues such as substance abuse and mental health.
Central to establishing a trauma-responsive organizational culture is the concept of psychological safety – a workplace environment where employees feel secure in expressing themselves without fear of judgment or reprisal. Trauma-informed leaders play a vital role in fostering this environment, embodying stability and consistency that encourage open communication and creativity. By prioritizing employee well-being and creating spaces for conversation and support, leaders lay the groundwork for resilience and growth within their organizations. Despite this, only a minority (27.4%) of survey respondents always feel safe at work, highlighting the need for improvement while 66.7% of respondents noted that they usually feel safe at work. Additionally, while most respondents (66.7%) feel comfortable providing input to library leadership, there is room for improvement in building trust in leadership’s decision-making regarding boundaries and policies. A fraction (10%) of respondents sometimes trust leadership in this area.
Psychological safety is just the beginning, as much of an organization’s success involves employee engagement. Engagement happens when employees are fully invested in their work. Leaders can create engagement through a culture of support, collaboration, and empowerment, turning challenges into opportunities for growth and learning. Team meetings provide a place for library staff to talk safely about trauma-related incidents in the library. Leaders can use these opportunities to build trust, educate, and learn more about what is needed in the organization. Not all libraries surveyed have team meetings, including 13.7% of survey respondents, but those that do were split over whether leaders address trauma-related topics. 41% of survey respondents sometimes talk about trauma-related topics at team meetings, while only 2% always talk about them, and almost 20% never talk about these issues.
While some libraries have embraced trauma-informed practices, others continue to shy away, highlighting the need for more comprehensive support systems and resources. Attending trauma-informed library services training is an excellent way to start the conversation. Over half (58.8%) of library workers surveyed have yet to attend this type of training. De-escalation is also a helpful training to attend or foster for library staff. Only 37% of survey respondents were very or moderately familiar with de-escalation tactics that could be used in crises.
Trauma-informed libraries work to find practical, evidence-based strategies for building resilience and fostering engagement. SAMHSA’s framework for trauma-informed organizations provides a roadmap for leaders to implement these principles effectively, emphasizing the importance of safety, trustworthiness, support, collaboration, empowerment, and cultural intelligence. From recognizing the impact of trauma to creating inclusive workplaces, each step is designed to create a supportive environment where employees can thrive. By embracing trauma-informed practices, libraries can pave the way for a more resilient future for themselves and the communities they serve.
REFERENCES
- Choitz, V., & Wagner, S. (2021). A trauma-informed approach to the workforce: An introductory guide for employers and workforce development organizations. https://nationalfund.org/our-resources/publications/a-trauma-informed-approach-to-workforce
- Mattern, S. (2014). Library as infrastructure. Places Journal. https://doi.org/10.22269/140609
- Office of the Surgeon General. (2022). The U.S. Surgeon General’s Framework for Workplace Mental Health & Well-Being. U.S. Department of Health and Human Services. http://hdl.handle.net/10713/20094
- SAMHSA’s Trauma and Justice Strategic Initiative. (2014). SAMHSA’s Concept of Trauma and Guidance for a Trauma-Informed Approach. Substance Abuse and Mental Health Services Administration. https://ncsacw.acf.hhs.gov/userfiles/files/SAMHSA_Trauma.pdf
- Sloan, K., Vanderfluit, J., & Douglas, J. (2019). Not “just my problem to handle”: Emerging themes on secondary trauma and archivists. Journal of Contemporary Archival Studies, 6(1). https://elischolar.library.yale.edu/jcas/vol6/iss1/20
- Urban Library Trauma Study (2022). Google Docs. Retrieved July 24, 2023, from https://drive.google.com/file/d/1zlMKm27U8jaHdC3D_WBTaP_1HwIfordC/viewusp=sharing&usp=embed_facebook
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