Change is inevitable. Whether it’s responding to community needs, adapting to policy shifts, or addressing workforce challenges, organisations need resilience, adaptability and a sense of purpose to navigate these shifts effectively. Still many fail at managing transformational change successfully, so often losing trust and connection with employees and customers in the process.
Poorly managed change – often perceived by employees as dishonesty or lack of transparency – has a long-lasting negative impact. The consequences ripple through workplace relationships, and morale and directly impact productivity & increasing undesirable turnover. Achieving meaningful and lasting transformation is far more complex than simply aspiring to it. Much of this challenge lies in how ineffective many common approaches are in adult learning, psychosocial safety and leadership – with shortcomings being highlighted vividly during periods of change.
What’s the gap? The methodologies used are missing a crucial element: trauma-informed practices. Without this lens, change initiatives may check compliance boxes but lack the depth and ‘human’ understanding that are needed for real impact.
Why transformational learning is essential
Another critical component often overlooked in change management is transformational learning theory. This approach goes beyond traditional skill-building or information-sharing by focusing on deep, personal shifts in perspective. Transformational learning recognises that real change occurs when individuals question their assumptions, reframe their understanding and adapt to new realities.
Integrating trauma-informed leadership with transformational learning creates a powerful framework for change. While trauma-informed practices ensure psychological safety and trust, transformational learning encourages individuals to engage meaningfully with change, fostering ownership and long-term adaptability. Together, these approaches address both the practical and emotional dimensions of organisational transformation, creating conditions – and employee groups – that will be more likely to develop and build capability through an evidence-based approach.
Psychological safety and trust
So many leaders (I’ve been one of them!) make the mistake of assuming that clearly communicating a vision will naturally inspire employees to follow. In reality, meaningful engagement with change depends on psychological safety. People need to feel heard, respected, and secure enough to voice their concerns without fear of judgment or reprisal.
Trauma-informed leadership focuses on creating environments where employees feel supported, which can help reduce resistance to change. When people feel psychologically safe, they are more likely to engage with change processes positively, fostering collaboration and innovation.
Understanding trauma’s impact on learning and adaptability
Many change initiatives rely heavily on training, expecting employees to quickly adapt once they’ve received new information. However, trauma and stress can significantly impair a person’s ability to process, retain and apply new knowledge – particularly in high-pressure environments. And especially when the majority of learning/change initiatives in the workplace lack integrity in the strategic design and/or the ability to successfully implement the shift.
Trauma-informed practices acknowledge these challenges, promoting flexible and inclusive learning environments. For example, offering opportunities for reflection, encouraging self-paced learning, and creating low-pressure spaces for questions can make a significant difference. This approach respects people’s individual capacity, enabling them to absorb and integrate new skills more effectively.
Relational leadership as a cornerstone
Traditional hierarchical leadership styles can undermine trust during times of change. Trauma-informed leadership by contrast, emphasises relational approaches that prioritise connection, collaboration and mutual support. Drawing on Laloux’s Reinventing Organizations – the focus of a fascinating organisational design project I worked on a decade ago – we see that organisations operating in a more hierarchical way, at the red, orange, and amber stages of the continuum, are marked by increased rigidity, fragmented communication, and high levels of disengagement. These traits stand in clear opposition to the qualities needed for transformational leadership and change.
At the other end of the spectrum – green and teal organisations – relational, authentic leadership thrives. Relational leaders actively seek feedback, involve their teams in decision-making, and invest in their well-being. This inclusive and empathetic approach builds trust, enhances team cohesion, and creates a strong foundation for more effective and meaningful change experiences.
The case for a trauma-informed approach
Ultimately, a trauma-informed approach to leadership brings humanity to the forefront of organisational change. By recognising the profound impact of trust, safety and wellbeing on people’s capacity to navigate change, this approach aligns organisational goals with the needs of its people.
In purpose-driven organisations, where values and impact take centre stage, trauma-informed leadership can be the key to achieving meaningful transformation. For those navigating volatile funding or regulatory environments, this evidence-based approach helps create a resilient culture capable of meeting challenges head-on.
By embracing principles like psychological safety, understanding trauma’s impact on learning, and fostering relational leadership, organisations can navigate the human complexities of change with greater care and efficacy.
Why trauma-informed transformational change matters
Transformational change is not simply about implementing new policies or systems; it’s about guiding people through a process of adaptation and growth. Trauma-informed practices ensure this journey is not just effective but also compassionate. In doing so, they create stronger, more connected teams, setting the stage for long-term success.
A trauma-informed approach isn’t just a leadership strategy – it’s a commitment to valuing humanity within the workplace, ensuring that change builds rather than breaks the bonds that hold organisations, and teams, together.
