“Change is always hard”: A qualitative exploration of the Trauma Resilient Communities (TRC) model implementation process within the context of the pandemics

Abstract

Over the last decade, the term trauma-informed care has increased in popularity as human service organizations recognize the increasing need to serve individuals who have experienced trauma and adversity (Becker-Blease, 2017). One evidence-supported approach to trauma-informed organizational culture change is the Trauma Resilient Communities (TRC) Model. The current study focuses on the early experiences of leaders and followers within organizations implementing trauma-informed change during global and national traumatic events – the COVID-19 pandemic and racial trauma from police violence. Using a constant comparative method to thematic analysis, qualitative interviews were conducted with 19 backbone agency members trained in the TRC Model in Louisville, Kentucky. Findings indicate that in the early engagement stage of implementation, two key processes are critical: leadership buy-in and integration of the three organizational realms: clients, staff, and leaders. Implications are discussed and include recommendations for connecting the three realms of the organizational system, identifying capacity barriers, and utilizing the TRC Model to create equitable and trauma-resilient organizational culture.