Making Good Things Happen
A blog that informs our clients about real world topics related to what we do as Scale Strategic Solutions!
Trauma in the Context of Research and Evaluation
By Jennifer E. Williams, Ed.D.
Every day on the news we see images of trauma—storms, earthquakes, fires, pandemics, threats and other stressors wreaking havoc on the lives of human beings across the globe. But to what extent do we, as researchers, evaluators or social scientists consider the impact of trauma on our clients, participants and respondents? The death of classmates or teachers due to violent injuries, physical abuse as part of bullying or excessive force from law enforcement or of school staff and social exclusion, such as in quarantining, suspensions or expulsions can all be traumatic. All human beings experience trauma to one degree or another, but many of us fail to recognize it and how it might influence the quality of our interventions, data, or outcomes. A popular assessment of trauma is the Adverse Childhood Experiences (ACE) scale which allows us to predict some likely results and responses to changes or stimuli in individual participants, schools, workplaces, or communities. Below we explore three different types of trauma and how you may experience it in your work.
Physical Trauma
Physical trauma is often obvious—we suffer a physical assault or see people with an exacerbated fear of injury. We immediately know what’s happening and it’s easier to seek help. But physical trauma can also include sexual assault, hazing rituals, corporal punishment. Suffering physical trauma can have an impact on one’s psyche, ability to learn, to attend and to develop prosocial relationships. In research and evaluation, we must consider how we ask questions or collect data from participants that may trigger traumatic experiences.
Psychological Trauma
All traumas have an impact on the mind, but some trauma is caused by psychological assaults. Psychological trauma usually involves some type of emotional assault and/or is the result of an extremely distressing event that negatively impacts one’s sense of well-being. This can include bullying, witnessing violence, being forced to participate in violence or degrading acts. As with other types of trauma, psychological trauma may completely overwhelm the individual’s ability to participate fully and cause extreme mental distress. As researchers and evaluators, it’s wise to be mindful to not re-traumatize participants as we seek to understand their experiences. It’s also necessary to recognize respondents’ beliefs and cultural values. While one person may experience teasing, or ‘playing the dozens’ as playful interaction, another may be experiencing a similar interaction as traumatic bullying.
Social Trauma
Social trauma is a type of distressing event or ongoing events an individual experiences in the wider society. For example, repeatedly facing discrimination because of your race or the color of your skin is a form of social trauma. Other forms of social trauma include implicit or explicit bias based on sexism, ageism, gender identification, and ethnic persecution. A person may not recognize the impact of this type of trauma until they suffer through several experiences which threaten to overwhelm the person’s ability to cope or adapt their behavior in effectively, positive ways. As researchers study our social connections and lived experience, understanding how social trauma operates can inform the research methodology and conclusions.
Take the time to explore how direct or vicarious trauma could be impacting one’s mental, behavioral and physical health as well as the implementation and outcomes of research and evaluation. We must also integrate the concepts of social and emotional learning (SEL), racism as a public health issue and equity / inclusion (Diversity, Equity and Inclusion) of all stakeholders as measurable and ongoing requirements for yielding valid and reliable methods, processes and outcomes.
Organizations working in education, health, and social services often face complex challenges. No single group can solve these issues alone. Public agencies, nonprofit organizations, and philanthropy must work together to create lasting impact. Strong collaboration depends on trust. Trust is not automatic. It must be built with intention over time. At Scale Strategic Solutions, we have supported partnerships across sectors. These experiences show that trust is the foundation of effective collaboration. To support this work, we use a simple framework. DECIPHER Your Relationships and Communication This framework helps partners build and maintain trust. D – Dialogue-driven Trust starts with conversation. Partners need open and ongoing communication. Everyone should have a chance to share ideas and concerns. Regular dialogue helps partners stay aligned. E – Equitable Each partner should benefit from the collaboration. Organizations bring different strengths and resources. Fair exchange matters. Respect each partner’s role, capacity, and perspective. C – Clear Clarity prevents confusion. Define roles, responsibilities, and expectations early. Make sure commitments are easy to understand and act on. Clear agreements reduce conflict. I – Iterative Trust builds over time. Start small and follow through. Use feedback to improve the partnership. Learn together and adjust as needed. P – Purpose-aligned Partners need a shared mission. Clear goals keep everyone focused. When challenges arise, shared purpose helps guide decisions. Alignment around outcomes keeps the work moving forward. H – Honest Collaborators must be transparent and truthful with each other. Address challenges early. Set clear boundaries when needed. Honest communication builds respect. E – Engaged Partners must stay actively involved. Engagement means more than attending meetings. It shows commitment to the work and the relationship. The collaboration has to be beyond transactional. R – Reliable All partners need to own and follow through on commitments. Consistency builds confidence. Accountability strengthens the partnership over time. When commitments do not come to fruition, the responsible party assumes ownership and takes corrective action. Partners also balance shared accountability with shared grace. From Principles to Practice Trust building is a practical skill. We must approach it intentionally and consistently. Communication routines, project management practices, and relationship-building opportunities help hone those skills that reinforce the trust. Trust does not happen by chance. It requires effort and consistency. Use the DECIPHER framework to guide your partnerships. Build trust. Strengthen relationships. Create lasting impact.
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