This article presents findings from an exploratory study of the implementation of the Sanctuary Model®, a trauma-informed organizational change model, from the perspective of indirect care staff in a voluntary child welfare agency. Results suggest that organizational readiness for change is associated with perceived success with change efforts. Additionally, the perceived role-modeling of trauma-informed behavior by agency staff differed by position, with subordinates best demonstrating desired behavior and leadership the least. The benefits of a participatory action research approach to organizational study are presented.

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