In our increasingly interconnected world, understanding the concept of parallel processes is crucial, especially within the realms of service delivery systems and organizational dynamics. Parallel processes occur when two or more systems—be they individuals, groups, or entire organizations—engage in significant relationships, leading to the development of similar effects, cognitions, and behaviors. This concept, elaborated in “Destroying Sanctuary: The Crisis in Human Service Delivery Systems” by Bloom and Farragher, expands beyond the realm of individual psychology to offer a comprehensive framework for organizational leaders and staff. This framework encourages thinking “outside the box” about the challenges and dynamics within service delivery systems, particularly in the context of trauma and chronic adversity.
The idea is straightforward yet profound: our systems are nested and interactive, with each layer intertwined within larger social and global systems. This interconnectivity means that any event affecting one system will likely resonate across all others, reinforcing the need for a holistic approach to organizational and service delivery problems. This understanding is especially relevant in social service sectors, where traumatized clients and stressed staff interact within high-pressure organizational structures and a social and economic environment often unsupportive of recovery goals.
Service providers, many of whom have their personal histories of trauma, find themselves in parallel processes with their clients. This mirroring can lead to complex interactions that, without a shared theoretical framework or a coherent understanding of trauma’s impact, may result in treatment approaches that inadvertently replicate the very conditions they aim to alleviate. According to Bloom and Farragher, this lack of a unified approach can lead to punitive environments, demoralized staff, and a cyclical pattern of re-traumatization for clients deemed “resistant to treatment.”
The concept of parallel processes illuminates the critical need for systemic change in how organizations approach trauma and recovery. Rather than perpetuating a model based on individual pathology, there’s a compelling argument for developing frameworks that recognize the interconnected nature of our systems. By doing so, we can begin to dismantle the cycles of trauma and stress that impact not only the individuals we aim to serve but also the very fabric of our service delivery systems.
In conclusion, the insights from “Destroying Sanctuary” underscore the importance of acknowledging and addressing the parallel processes at play within social service sectors. By fostering an understanding of these dynamics, organizations can better equip themselves to create environments that genuinely support recovery and healing rather than unwittingly contributing to the cycle of trauma.
Source: Bloom, S. L., & Farragher, B. (n.d.). Destroying Sanctuary: The Crisis in Human Service Delivery Systems. impact not only the individuals we aim to serve
