Trauma-Informed Approaches in Psychosocial Risk Management:
Preventing Harm, Reducing Legal Risk
Workplace investigations and risk management processes can unintentionally cause psychological harm if not handled with care—potentially escalating trauma and leading to legal consequences. This article explores the value of trauma-informed approaches in psychosocial risk management, highlighting how they can reduce harm, support employee well-being, and minimise legal exposure.
Drawing from expert insights shared in our recent webinar, we outline key strategies for integrating trauma awareness into policies, risk assessments, and incident investigations.
To access the full content, please watch the recording of the session below.
What Does ‘Trauma-Informed’ Mean?
A trauma-informed approach goes beyond basic empathy or awareness. It is a structured, system-wide commitment to understanding how trauma affects people—and designing processes that prevent further harm.
A program, organization, or system that is trauma-informed:
- realises the widespread impact of trauma
- understands potential paths for healing
- recognises the signs and symptoms of trauma in staff and others involved with the system
- responds by fully integrating knowledge about trauma into policies, procedures, practices, and settings.
Source: Substance Abuse and Mental Health Services Administration-SAMHSA. (2014). Trauma-Informed Care in Behavioral Health Services.
Why Trauma-Informed Risk Management Matters
- Workplace investigations, grievances, and risk processes can unintentionally harm employees (Brennan, 2020)
- Increase in psychological injury claims — now a major cost driver for workers' compensation
- Organisations have a positive duty of care under WHS laws to prevent harm - including psychological harm (Safe Work Australia, 2022)
Even well-intentioned workplace investigations, complaints handling, or risk management procedures can unintentionally mirror traumatic experiences, such as:
- Loss of control
- Feeling unsafe or judged
- Not being believed or heard
Common consequences (Herman, 1992):
- retraumatisation
- psychological injury
- long-term disengagement
Understanding Trauma Responses in the Workplace
Classic Trauma Responses
Fight:
confrontation, defensiveness, anger, aggression
Flight:
withdrawal, avoidance, absenteeism, resignation
Freeze:
emotional shutdown, blanking out, dissociation
Fawn: appeasing, over-agreeing, excessive compliance to avoid conflict
Sources: Levine, 1997; Herman, 1992; SAMHSA, 2014
Note!
- Trauma responses are adaptive survival strategies, not signs of weakness or resistance.
- These reactions can be triggered even by processes meant to protect employees, like investigations or risk management discussions.
|
Response Type |
Workplace Behaviours |
Investigation or Risk Management Context Example |
|
Fight |
Defensiveness, verbal aggression, challenging authority |
Employee angrily disputes all allegations, accuses investigators of bias |
|
Flight |
Withdrawal, disengagement, avoidance of meetings |
Employee repeatedly cancels interviews or calls in sick before meetings |
|
Freeze |
Emotional shutdown, minimal responses, memory gaps |
Employee appears confused, says "I don't remember" often, struggles to answer questions |
|
Fawn |
Over-apologising, over-agreeing, people-pleasing |
Employee agrees with everything said, even when evidence shows contradictions |
Key Takeaways:
- Traditional investigation techniques (pressuring for quick answers, confrontational questioning) can exacerbate trauma responses.
- Misinterpreting trauma behaviours can lead to wrong conclusions (e.g., interpreting freezing as lying).
- Failing to recognise trauma responses increases psychosocial risk.
- Investigators and managers must adjust their techniques to avoid causing secondary harm (retraumatisation)
- Adjustments are not about compromising fairness or rigour — they are about enabling safe, effective participation.
6 Core Principles of Trauma-Informed Practice
1. Safety
Definition:
Creating environments - physical, emotional, and psychological - where employees feel secure, respected, and not at risk of further harm.
Workplace application:
- Investigations are conducted in neutral, private settings.
- Employees are informed ahead of time what to expect, who will be present, and what the purpose of the meeting is.
- Clear, predictable structures and no surprises during processes.
Source: Substance Abuse and Mental Health Services Administration-SAMHSA. (2014). Trauma-Informed Care in Behavioral Health Services.
2. Trustworthiness and Transparency
Definition:
Maintaining clear, honest, and consistent communication to build and sustain trust.
Workplace application:
- Providing written information outlining investigation steps, expected timelines, and confidentiality limits.
- Following through on commitments (e.g., notifying someone if an extension to a process occurs).
- Being honest about what you can and cannot guarantee (e.g., outcomes, anonymity).
Source: Substance Abuse and Mental Health Services Administration-SAMHSA. (2014). Trauma-Informed Care in Behavioral Health Services.
3. Peer Support
Definition:
Building in opportunities for connection with others who can provide understanding, empathy, and encouragement based on shared experiences.
Workplace application:
- Allowing employees to have a support person present during interviews or meetings (this can be a colleague, union representative, or family member).
- Offering access to Employee Assistance Programs (EAP), possibly with peer counsellors who understand workplace trauma.
- Creating your in-house Peer Support Program.
Source: Substance Abuse and Mental Health Services Administration-SAMHSA. (2014). Trauma-Informed Care in Behavioral Health Services.
4. Collaboration and Mutuality
Definition:
Emphasising partnerships between employees and the organisation, reducing power imbalances wherever possible.
Workplace application:
- Framing investigations as a shared fact-finding process rather than a punitive one.
- Asking employees for their input on scheduling and preferences (e.g., preferred meeting format — online or face-to-face).
- Engaging employees early when developing or reviewing policies that affect them.
Source: Substance Abuse and Mental Health Services Administration-SAMHSA. (2014). Trauma-Informed Care in Behavioral Health Services.
5. Empowerment, Voice, and Choice
Definition:
Prioritising employee autonomy by offering choices and recognising their strengths and capabilities.
Workplace application:
- Giving employees options (e.g., choosing a male or female investigator, where appropriate).
- Allowing employees to take breaks during interviews if needed.
- Recognising and affirming resilience and coping efforts during difficult discussions.
Source: Substance Abuse and Mental Health Services Administration-SAMHSA. (2014). Trauma-Informed Care in Behavioral Health Services.
6. Cultural, Historical, and Gender Issues
Definition:
Recognising and addressing cultural, historical, and gender-related factors that can affect employees’ experiences of trauma and systems.
Workplace application:
- Being aware of how past discrimination, racism, colonisation, or gendered violence can influence trust in organisational processes.
- Providing culturally appropriate supports (e.g., indigenous liaison officers, translation services).
- Training investigators in unconscious bias and culturally sensitive interviewing.
Source: Substance Abuse and Mental Health Services Administration-SAMHSA. (2014). Trauma-Informed Care in Behavioral Health Services.
Restorative Justice – a natural partner to trauma-informed practice
Definition:
Restorative justice is an approach that focuses on repairing harm by facilitating structured dialogue between affected parties, acknowledging wrongdoing, promoting accountability, and supporting healing and closure.
Workplace application:
- After a grievance process, offering voluntary restorative meetings to address lingering harm (with skilled facilitators).
- Using restorative approaches to repair damaged working relationships, particularly after bullying or discrimination incidents.
- Embedding restorative principles into conflict resolution policies — not just "investigation > outcome > exit", but "investigation > repair > restoration (if possible)".
Note!
- Restorative processes should be voluntary and should never replace formal processes in cases involving serious misconduct (e.g., sexual harassment, violence).
- Instead, they can be offered after formal processes conclude if appropriate and desired by the harmed party.
Embedding Trauma-Informed Practices in Your Organisation
Case Study 1. The Distressed Interviewee
Scenario:
During an investigation interview about bullying allegations, the employee begins to cry quietly after answering a difficult question about a conflict with their supervisor. They apologise repeatedly for "being emotional" and try to continue without taking a break.
What would a trauma-informed response look like in this case?
Model Trauma-Informed Response:
- Pause the interview gently.
- Normalise emotional responses ("It's absolutely okay to feel emotional. This is a difficult conversation.")
- Offer a break without making it feel like an obligation ("Would you like to take a short break? We can continue when you’re ready.")
- Remind the employee that they can bring a support person if they wish for future meetings.
Case Study 2. The Defensive Interviewee
Scenario:
An employee accused of misconduct becomes defensive and angry during the interview. They raise their voice, cross their arms tightly, and accuse the investigator of "already taking sides." They threaten to lodge a formal complaint against HR.
What would a trauma-informed response look like in this case?
Model Trauma-Informed Response:
- Recognise this as likely a fight trauma response (defensiveness, anger).
- Remain calm, avoid mirroring the escalation.
- Validate feelings without conceding to inappropriate behaviour ("I hear that this is very stressful and you’re feeling unfairly treated. I want to reassure you that we’re here to understand your perspective fully.")
- Set gentle but firm boundaries if behaviour becomes inappropriate.
- Offer the opportunity to reschedule if needed to allow the employee to regroups.
Case Study 3. Disclosure of Past Trauma
Scenario:
In the course of investigating a workplace harassment complaint, an employee discloses that they experienced childhood abuse and that the current situation is bringing up memories of past trauma. They are visibly shaken and unsure how much more they want to share.
What would a trauma-informed response look like in this case?
Model Trauma-Informed Response:
- Thank the employee for their trust.
- Gently clarify what parts of their disclosure are relevant to the current investigation (stay focused, avoid unnecessary probing).
- Remind them of available support services (e.g., EAP, external counsellors).
- Respect their autonomy — they should not feel compelled to share more than they are comfortable with.
- After the interview, document factually but compassionately, and follow internal protocols for handling sensitive disclosures.
Risk Management considerations:
- Include investigation processes themselves as identified psychosocial hazards in your risk register.
- Risk assessments could ask: How might investigations, disciplinary processes, and complaints management expose staff to psychological harm?
Control measures could include:
- Pre- and post-investigation psychological support
- Trauma-sensitive communication protocols
- Mandatory training in trauma-informed investigation techniques for HR and WHS staff
- Option for restorative justice pathways after investigations where appropriate
Turning Insight into Action
Understanding trauma is only the beginning - lasting impact comes from embedding trauma-informed principles into everyday workplace systems. From small policy changes to long-term cultural shifts, organisations can build psychological safety and reduce legal and reputational risk by taking structured, practical steps.
This section outlines a clear roadmap for implementation, organised by time horizon:
1. Short-Term Actions (1–3 months): Quick wins that signal safety, improve communication, and build immediate capacity.
- Update investigation invitation letters: Include trauma-informed language (e.g., right to a support person, clear process explanation)
- Train HR and investigators on trauma basics: Short 2–4 hour workshops on recognising trauma responses and trauma-sensitive interviewing
- Introduce flexible interview practices: Allow breaks, flexible scheduling, and choice of interview format (remote/in-person) where possible
- Add support service info to complaint communications: Every letter or email about grievances includes EAP and support referrals
- Conduct post-investigation debrief offers: Offer optional psychological support after investigations conclude
2. Medium-Term Actions (3–12 months): Policy and leadership changes that embed trauma-awareness into core WHS and HR functions.
- Review and update all grievance, investigation, and disciplinary policies: Ensure emotional safety, empowerment, and transparency are embedded.
- Build trauma-awareness into psychosocial risk assessments: Recognise investigation and disciplinary processes as psychosocial risks.
- Train managers in trauma-informed leadership principles: Especially those managing teams affected by conflict, misconduct, or complaints.
- Set up reflective practice groups for HR/investigators: Structured sessions to learn from difficult cases and prevent vicarious trauma
3. Long-Term Actions (12+ months): Deep integration into organisational values, governance, and capability-building systems.
- Embed trauma-informed principles into organisational values: Public commitment to psychological safety and respectful engagement.
- Include trauma-informed practices in WHS Governance Reporting: Board oversight of psychosocial risk controls includes trauma-awareness metrics.
- Partner with trauma-informed training providers for ongoing development: Build capability across levels not one-off interventions.
- Develop a restorative justice practice framework for post-investigation repair (optional): Support healing and rebuilding trust where appropriate.
