What is Vicarious Trauma?
Vicarious trauma, also known as secondary traumatic stress, refers to the emotional, psychological, and even physical reactions that individuals experience when repeatedly hearing or witnessing the traumatic experiences of others. It occurs as a result of empathetic engagement with those who have experienced trauma, such as clients, patients, or colleagues.
Whilst vicarious trauma can be seen more frequently within certain professions such as those listed above, it can also be seen in a wide number of more general roles. For example, call centre staff who are often subjected to harrowing stories from those who can’t pay their bills, teachers who hear of trauma from their pupils, those who work in insurance who are hearing the distress of a claimant who may have lost their house or have been diagnosed with an illness. This all has an impact on an individual.
Do you know the areas within your organisation that might be more exposed to vicarious trauma and psychological risk?
Effects of Vicarious Trauma on Individuals
Vicarious trauma can significantly impact individuals working in helping professions, such as healthcare workers, therapists, social workers, and emergency responders. These individuals may develop symptoms similar to post-traumatic stress disorder (PTSD) due to their exposure to traumatic stories and experiences. These symptoms can include intrusive thoughts, emotional distress, sleep disturbances, hypervigilance, and a decreased ability to regulate their own emotions.
Understanding the Symptoms and Consequences
Vicarious trauma often manifests gradually, with symptoms resembling those of post-traumatic stress disorder (PTSD). Professionals may experience behavioural changes such as withdrawal from social interactions, irritability, strained relationships, or increased reliance on substances like drugs or alcohol. Concentration and work performance may decline, while sleep disturbances and distressing dreams featuring the exposed images become common.
The Impact on Organisations
Vicarious trauma can have far-reaching consequences for organisations. Here are some ways in which it can affect them:
- Employee Wellbeing: When employees experience vicarious trauma, their overall wellbeing can be significantly affected. They may struggle with increased stress, emotional exhaustion, and a decreased ability to cope with their work. This can lead to burnout, decreased job satisfaction, and higher turnover rates, resulting in a negative impact on the organisation’s workforce.
- Reduced Productivity: Employees who are grappling with the effects of vicarious trauma may experience difficulties concentrating, making decisions, and effectively performing their tasks. This can lead to a decrease in productivity and overall organisational performance. The quality of work may also be compromised, impacting client or customer satisfaction.
- Increased Absenteeism: Vicarious trauma can contribute to increased absenteeism as employees may need time off to attend to their wellbeing or seek support. Frequent absences disrupt work schedules, place additional burden on other team members, and affect the overall efficiency and functioning of the organisation.
- Strained Work Relationships: The effects of vicarious trauma can strain work relationships. Employees who are experiencing vicarious trauma may struggle with emotional regulation, which can lead to conflicts or strained interactions with colleagues. This can undermine teamwork, communication, and the overall collaborative environment within the organisation.
- Organisational Reputation: If the effects of vicarious trauma are not adequately addressed, it can negatively impact an organisation’s reputation. When employees are not supported or provided with the necessary resources to manage vicarious trauma, it can lead to dissatisfaction and disillusionment. This can ripple out within professional networks, deterring potential employees and risking damaging an organisation’s reputation. We have seen an organisation having to implement group sessions, town halls, and individual communications to help repair trust in the organisation’s Duty of Care.
Therapeutic Intervention
Treatment approaches to those who have been impacted by vicarious or secondary trauma can be as varied as the individuals impacted, and there is no one universally agreed approach. However, National Institute for Health and Care Excellence recommends 8–12 sessions of trauma-focused cognitive behavioural therapy (TF-CBT) or eye movement desensitisation and reprocessing (EMDR) for PTSD treatment. For complex PTSD (CPTSD), more sessions are suggested but there is no recommended number.
In addition, Trauma Focused CBT (TF-CBT), although primarily designed for work with children and young people, has been shown to be effective where the traumatised person is gradually re-exposed to their trauma through a narrative approach, and uses the therapeutic space to begin to make sense of their experiences. Part of the TF-CBT process is to explore alternative thoughts or to find sources of support.
In addition to the exposure therapies above, clinicians across the field acknowledge that the following needs to be taken into consideration when working with traumatised individuals:
- Providing space to ‘tell their story’, and make sense of what has happened.
- Providing education about what is happening in the body and visceral reactions and emotions when we are traumatised – Psychological First Aid approach.
- Sharing and building self-soothing/calming skills to help with regulation – Mindfulness based stress reduction and mindfulness based CBT.
- Showing respect and sensitivity to cultural, personal and social diversity.
- The offer of longer-term support that lasts as long as is needed – Psychodynamic Psychotherapy of 24 plus sessions.
- Recognition of the importance of social support such as peer support and Group therapy.
Addressing Vicarious Trauma in Individuals as an Organisation
To mitigate the impact of vicarious trauma, organisations can take several steps:
Support the individual in seeking specialist counselling: Many mental health service providers, such as CiC, offer specialist counselling that the employer can fund for the individual to receive treatment. This can relieve a significant obstacle for the individual to seek counselling as the financial burden is removed.
Training and Education: Provide training and education on vicarious trauma, its effects, and coping strategies. Equip employees with the knowledge and skills to recognise and address their own vicarious trauma symptoms, fostering a supportive environment.
Peer Support and Supervision: Establish peer support networks and regular supervision sessions where employees can debrief, share experiences, and receive guidance. This promotes open communication and provides opportunities for emotional support.
Self-Care and Resilience-Building: Encourage employees to prioritise self-care practices and promote a culture of wellbeing within the organisation. Offer resources such as counselling services, mindfulness training, or stress reduction programs to support employees in maintaining their mental and emotional wellbeing.
Boundaries and Workload Management: Implement strategies to manage workload and establish healthy boundaries. Providing adequate resources and staffing levels can help alleviate the burden on employees, reducing their exposure to vicarious trauma.
Organisational Policies: Develop and enforce policies that prioritise employee wellbeing and address the potential effects of vicarious trauma. These policies can include flexible work arrangements, leave policies, and guidelines for managing exposure to traumatic material.
Vicarious trauma is a significant concern that can impact both individuals and organisations. By recognising the effects of vicarious trauma and implementing supportive measures, organisations can foster a culture that values employee well-being, reduces the risk of vicarious trauma, and promotes resilience. Prioritising the mental health and well-being of employees not only benefits individuals but also enhances organisational performance and contributes to a healthier and more supportive work environment.