Thoughtful and Innovative Professional Training

It has always surprised me that every client-facing team is not taught these concepts. As a therapist, I can always use refreshers and reminders to be aware of the enactment dynamics between my clients and myself. I can imagine how helpful it would be for all of the staff to have basic education in these dynamics. True, transference can be a complicated topic, however, I know it can also be delivered in digestible and tangible ways.

The need for this training became clear one day when I heard a BHT bought a pizza for a client in a residential treatment facility I was involved with. The staff member knew it was “against the rules”. When I questioned this person on why she did this, she answered, “He’s trying so hard and he reminds me of my son.” It occured to me that to her, this was a valid reason to bend the rules. After all, her intentions were good. When I educated her on countertransference, I could see her pick up the concept quickly and was able to see her actions in a totally new light.

I trust staff outside of the therapy team to learn and utilize this information to better care for clients.

De-escalation training is common. However, when I have taken or researched these trainings, I find them helpful but also simple. In the spirit of elevating the teams, I developed a de-escalation training that gives an overview of the way our nervous system operates in times of stress, especially when there is a perceived threat. We also discuss actual, potential and perceived threat and the differences between them. I find that when people understand the “why”, it’s easier to remember the “how”. Additionally, if the staff are well educated on the mechanics behind escalation and de-escalation it is easier for them to adapt in situations that don’t fit neatly into example “boxes”.

DBT is a therapeutic modality that is not in the scope of practice of not clinical staff. However, I have found that certain skills and concepts are not only appropriate for all staff, but I would argue, essential. For example, Linehan’s “four options for any problem” is gold in a treatment setting. As is her concept of balancing validation and change. Armed with these concepts and her distress tolerance skills, staff can confidently help clients help themselves when the clinical team is not available.

SAMHSA developed TIP 57, a comprehensive trauma-informed care document to help facilities become trauma-informed entirely, from the placement of furniture to educating therapists, and securing buy-in from the very top of leadership.

Even though this document turned ten years old in 2024, I see no reason to reinvent the wheel. Updates are made, and much of the information remains true and valid over the years. What I can do is condense, add to, and deliver the information based on the needs of each facility. Trauma-informed care is not a one size fits all endeavor, and, as TIP 57 points out, requires tailoring to be optimally effective.

This may be my favorite part of developing professional training. Following the reality that facilities’ goals, needs, and populations are different, so should the staff training be. I get to put my creativity and love for research to work when I meet with leadership teams and therapy/medical teams to discuss what THEY need. Separate from the standard required trainings, let’s talk about how we can seriously elevate your program in sophistication, confidence, and outcomes.