Recently, when visiting with a new member of my kitchen table cabinet, we discussed the inter-relationship between trauma, PTSD, and post traumatic growth. In particular, I shared how many people want to get beyond dealing with the impacts of primary and secondary trauma. They also want to get beyond the chronic and persistent nature of PTSD. In essence, they want to move from post traumatic growth into just living and growing like everyone else.
He listened well to this line of thought and then responded. “I don’t think this is a helpful framework, Geery. It boils the whole thing down to a binary situation, namely trauma or no trauma, PTSD or no PTSD, growth or no growth. I understand the desire of someone wanting to be done with the primary and secondary impacts of trauma, and the related PTSD, but a framework based on either/or is not very helpful. It does not acknowledge that certain events or interactions can trigger someone and result in them having to deal with the chronic nature of PTSD. We can never control or predict the triggering, but we can deal with the outcome of the trigger in a way that is better than done vs not done.
A more helpful framework to situations of this nature is to assess the situation by the following three criteria: intensity, duration, and interval. First, how intense is the intensity of the reaction to the trigger? What is the depth of feeling and/or feelings around it? Second, what is the duration or length of time spent dealing with this intensity? Third, what is the interval or length of time between these episodes?”
As we unpacked this more holistic perspective about about dealing with the impact of trauma and PTSD, I said to him, “This is a brilliant framework. Bravo for figuring this out! I also wish I had learned this 10-15 years ago. It would have helped me in teaching people about The Trough of Chaos.”
Routinely, during my executive coaching session, we explore the Trough of Chaos, a normal six to nine month period of organizational change where people move from denial to resistance to exploration and ultimately to commitment. The journey through the Trough of Chaos is dynamic, not linear with different people being in different stages at the exact same time. And the work of the leader is an iterative and adaptive process.
For me, his brilliant framework focused on intensity, duration and interval is so powerful, because the most common question I get asked during executive coaching sessions is “When will we be done with the Trough of Chaos and just get back to doing the work of the business?”
Now, the question is a good one, but it is based on a binary premise of done vs. not done. It does not recognize that inherent in the definition of operational excellence, i.e. doing the work of the business, is a commitment to continuous improvement. Highly successful companies, who perform well over time, understand that the needs of the customer are constantly evolving, and thus the company must also evolve.
Furthermore, these exact same companies understand that the strategic environment within which they operate is also changing. New competitors are showing up with new and different products, services, and solutions. Supply chains are evolving, and society as a whole is changing too.
Thus, maintaining status quo is a dangerous strategic and operational choice. Therefore, it is better to continue changing and/or evolving the business in order to preserve its short and long term viability. The best leaders recognize that there will always be a Trough of Chaos happening on one level within the company. But with the aforementioned framework, a leader can begin to understand this normal time period as not done vs not done, but more through the lens of intensity, duration, and interval.
For example, some Troughs of Chaos may not be so intense because the people moving through them are experienced and understand why change is taking place. In the beginning, they are not in denial as much as lack of orientation. Next, they are not resisting change as much as dissatisfied with the work required. Then, they move into the exploration stage with acceptance rather than frustration. Finally, they end moving through the Trough of Chaos committed, but even more so focused on executing better and better.
In short, they move through the normal stages, but the overall duration of the Trough of Chaos may be only four to six months in length rather than the typical six to nine months in length. As a result, the Trough of Chaos is less intense and shorter in duration. Plus, at the same time, the interval between the time periods of when the company, department or team are in the Trough of Chaos, can lengthen.
If a leader is able to zoom out and look at the company both strategically and operationally over time, say for instance a five to ten year time period, they may notice that the nature of their Troughs of Chaos has evolved and the capacity of the company as a whole has improved to a point where being in the Trough of Chaos is not as disruptive as in the earlier years and has become a part of normal operational growth.
As we wrapped up our visit on the inter-relationship between trauma, PTSD, and post traumatic growth, I realized how grateful I was to be spending time with this person. His ability to help me see trauma, and as a result the Trough of Chaos, from a different perspective was exciting and energizing. It was clearly the start of a great and helpful, new level of dialogue about a variety of important subjects.
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