Building Trust After System Betrayal: Working with People Harmed by Services

Building Trust After System Betrayal: Working with People Harmed by Services

Category: Trauma-Informed Practice
Reading time: 8 minutes

"I've dealt with services before. They all say they'll help. Then they don't. Or they make things worse. Why should you be different?"

Valid question. No easy answer.

He's been through child protection, juvenile justice, mental health services, disability services. Each promised help. Each caused harm.

Now he doesn't trust any system. Including yours.

You're not starting from neutral. You're starting from deep in the negative.

She discloses abuse. Your mandatory reporting obligation kicks in. You report.

Investigation re-traumatises her. Nothing changes. She loses trust in everyone, including you.

The system you're part of just harmed her. How do you rebuild from there?

Let me show you how to work with people who've been betrayed by systems, acknowledge institutional harm without defensiveness, build trust through action not promises, and engage in repair.

Understanding Institutional Betrayal

What It Is

Institutional betrayal: Harm caused by institutions that people depend on for care, protection, or support.

Occurs when:

• Institution fails to prevent harm

• Institution responds inadequately to harm

• Institution actively contributes to harm

• Institution covers up or denies harm

• Institution blames victim

• Institution prioritises self-protection over person

Common in:

• Child protection systems

• Mental health services

• Disability services

• Juvenile justice

• Foster care

• Residential institutions

• Hospitals

• Schools

• Police and legal systems

Why It's Traumatic

Betrayal trauma is distinct from other trauma because:

Trust was given: Person relied on institution to help or protect.

Power imbalance: Institution had authority and responsibility.

Dependency: Person needed what institution was supposed to provide.

Violation of duty: Institution failed in its stated purpose.

Result: Deep rupture of trust in helping systems generally.

Forms of System-Caused Harm

Examples:

Child protection:

• Removal causing more trauma than situation warranted

• Multiple placements disrupting attachments

• Harsh interventions without support

• Failure to protect when reported

• System abuse (strip searches, restraints, isolation)

Mental health:

• Forced treatment traumatizing

• Medication side effects not addressed

• Restraint and seclusion

• Dismissal of experiences

• Diagnosis used as weapon

• Loss of rights and autonomy

Disability services:

• Abuse in care settings

• Neglect

• Restrictive practices

• Lack of choice and control

• Infantilization

• Exploitation

Justice system:

• Over-policing and criminalisation

• Harsh penalties for survival behaviours

• Re-traumatisation through legal process

• Failure to deliver justice

• Discrimination and racism

Healthcare:

• Medical racism and discrimination

• Dismissal of pain or symptoms

• Forced procedures

• Lack of informed consent

• Cultural unsafety

These aren't just "bad experiences."

They're betrayals by systems meant to help.

How Institutional Betrayal Affects People

Impact on Trust

After system betrayal:

• Hypervigilance with all services

• Expecting harm

• Difficulty trusting workers

• Assuming worst intentions

• Anticipating abandonment

• Testing boundaries

• Protecting themselves through distance

Rational response to being harmed.

Not "resistance" or "difficult behaviour."

Cumulative Impact

When multiple systems fail:

• Each betrayal compounds others

• Trust is harder to rebuild each time

• Protective barriers strengthen

• Isolation increases

• Help-seeking decreases

By the time they reach you: May have experienced years or decades of system betrayal.

Starting position: "Systems hurt me. You're a system. You'll hurt me too."

Presenting Behaviours

May show as:

• Anger and hostility toward services

• Refusal to engage

• Testing limits constantly

• Expecting rejection

• Not following through

• Cancelling appointments

• "Defensive" or "aggressive" demeanour

• Demanding or "entitled" behaviour

• Hypervigilance

• Withdrawal

These are protective responses to past harm.

Not character flaws.

What NOT to Do

Don't Defend the System

When they describe past harm:

Don't say: "I'm sure those workers did their best." "There are two sides to every story." "The system isn't perfect but it helps most people." "Things have changed since then."

This is:

• Minimising their experience

• Defending institution over person

• Forcing them to convince you of harm

• Betraying them again

Don't Ask Them to Trust You

Don't say: "You can trust me." "I promise I won't let you down." "I'm different from other workers."

Why not:

• They've heard this before

• Trust is earned, not declared

• Promises are meaningless after betrayal

• Words don't rebuild trust

Don't Take It Personally

Their mistrust isn't about you.

It's about:

• Past experiences

• Pattern of system failures

• Rational protection

• Institutional betrayal

Don't:

• Get defensive

• Feel offended by their guardedness

• Take anger as personal attack

• Withdraw because they're "difficult"

Don't Rush Trust-Building

Trust after betrayal is slow.

Don't:

• Expect immediate rapport

• Push for vulnerability

• Force disclosure

• Get frustrated with slow progress

• See guardedness as failure

Respect the pace their trauma requires.

Don't Make the Same Mistakes

Learn what happened:

• How were they harmed?

• What specific actions caused harm?

• What would have helped?

Then don't repeat those actions.

Nothing rebuilds trust slower than repeating past harms.

What TO Do

1. Acknowledge Institutional Harm

Name it:

"I'm sorry that happened to you. Services that were supposed to help you caused harm instead. That shouldn't have happened."

Don't qualify or defend:

Just acknowledgment.

This isn't:

• Taking personal responsibility for others' actions

• Admitting liability

• Making promises

It's:

• Validation of their experience

• Acknowledgment that system harm is real

• Showing you believe them

2. Normalise Mistrust

Say it explicitly:

"It makes sense that you'd be wary of services after what you've been through. You don't need to trust me right away. Trust is something I need to earn."

This:

• Validates protective response

• Removes pressure to trust

• Shifts expectation from them to you

• Shows you understand impact of betrayal

3. Be Transparent About Role and Limits

Clear about:

• What you can and cannot do

• Any mandatory reporting obligations

• How information will be used

• Who has access to records

• Limits of confidentiality

• What happens if [x situation]

No surprises.

Predictability builds safety.

Example: "I want to be upfront: if you tell me about current child abuse or immediate danger to yourself or others, I'm legally required to report that. I'll tell you before I report if possible. Other than those situations, what we discuss stays between us unless you want information shared."

4. Prove Trustworthiness Through Action

Trust is built by:

• Doing what you say you'll do

• Showing up consistently

• Following through on commitments

• Maintaining boundaries

• Keeping confidentiality

• Respecting their choices

• Advocating for them

Not by:

• Promises

• Reassurances

• Claims of being different

Actions over words.

5. Give Control

After systems that controlled and coerced:

Offer choice:

• How they want to communicate

• What they want to work on

• When appointments happen

• Who's in meetings

• What gets documented

• How much they share

Let them control what's possible to control.

6. Name When You Represent the System

Be honest:

"I'm part of a system that has harmed people. I can't promise I won't make mistakes. What I can promise is that I'll try to do better, listen when you tell me something isn't working, and advocate for change."

Acknowledges your position without defensiveness.

7. Apologise When You Mess Up

When you make mistakes:

Not if. When.

Acknowledge: "I made a mistake. I said I'd call yesterday and didn't. I apologize. That's on me."

Repair: "Here's what I'm doing to make it right..."

No excuses: Don't blame workload, system, other priorities.

Accountability rebuilds trust.

8. Advocate Systemically

Don't just support individually.

Also:

• Report system problems up

• Advocate for policy change

• Support systemic reform

• Call out institutional problems

• Work toward different systems

Show them you understand problem is systemic, not just individual.

9. Centre Their Voice

In decisions, documentation, advocacy:

Ask: "How do you want me to describe this situation?" "What would help?" "What's your experience?" "How can I support you?"

Not: Making assumptions about what they need.

Their voice has been ignored before.

Centre it now.

10. Accept Where They Are

Some people won't trust you.

Even after:

• Consistent action

• Transparency

• Advocacy

• Time

Betrayal trauma is deep.

Some trust never fully rebuilds.

That's okay.

You can still:

• Provide helpful service

• Respect them

• Be trustworthy

• Do your job well

Without full trust.

Managing Mandatory Reporting

The Dilemma

Mandatory reporting can:

• Re-traumatise

• Breach trust

• Cause more harm

• Activate system they fear

But also:

• Legal obligation

• Sometimes necessary protection

• Ethically required in some situations

How to Navigate

Before disclosure: "Before you share more, I want you to know about my legal responsibilities. If you tell me about current child abuse or serious immediate danger, I have to report that. I'll try to do that in a way that respects you, and I'll be transparent with you about it."

Gives them informed choice about disclosure.

If you must report:

Tell them: "I need to make a report about what you've told me. I know this might be difficult, but it's a legal requirement. Here's what will happen..."

Be transparent:

• What you're reporting

• To whom

• What happens next

• How you'll support them through it

Acknowledge impact: "I know this might feel like a betrayal, especially after what you've been through with systems."

Stay with them through it.

Don't report and abandon.

When Trust Is Broken

By You

If you betray their trust:

Own it fully: "I broke your trust. I [specific action]. That was wrong. I'm sorry."

No excuses.

Repair: "Here's what I'm doing to make it right..." "What would help repair this?"

Accept consequences: They may not trust you again. That's their right.

By System

When system harms them while in your care:

Acknowledge: "The system failed you again. I'm sorry. You deserved better."

Don't defend system.

Repair what's possible:

• Advocate for them

• Support through aftermath

• Work to change what caused harm

Be honest: "I can't promise this won't happen again. The system has problems. What I can do is keep trying to support you and work toward change."

The Bigger Picture

Many people accessing community services have been harmed by systems meant to help them.

This isn't rare. It's common.

System-caused trauma is real and profound.

Your role:

• Acknowledge this reality

• Don't repeat past harms

• Build trust through consistent, respectful action

• Be transparent about limits and role

• Advocate for systemic change

• Accept that some trust may never fully rebuild

You can't fix the past.

But you can:

• Do better in present

• Work toward different future

• Provide safe, respectful service

• Believe them

• Advocate with them

That matters.

Even when trust remains fragile.

Even when they never fully trust systems again.

Providing trustworthy service to people who've been betrayed by systems is:

• Challenging

• Essential

• Justice work

Because everyone deserves services that don't harm.

Especially people who've already been harmed.

Key Takeaways

• Institutional betrayal is harm by institutions people depended on; creates deep rupture of trust in all helping systems

• After system betrayal, mistrust is a rational protective response, not "difficult behaviour" or "resistance"

• Don't defend the system, minimise their experience, or ask them to trust you; trust is earned through action, not declared

• Acknowledge institutional harm explicitly without qualification: "Services that were supposed to help you caused harm. That shouldn't have happened"

• Prove trustworthiness through action: doing what you say, showing up consistently, maintaining boundaries, respecting choices

• Be transparent about your role, limits, and mandatory reporting obligations before disclosure; no surprises

• Give control wherever possible: let them choose how to communicate, what to work on, what gets documented

• When you mess up, apologise without excuses and repair; accountability rebuilds trust after mistakes

• Advocate systemically, not just individually; show you understand problem is systemic, not just about individual workers

Reflection Questions

• What system-caused harm have your clients experienced?

• How does your service replicate or challenge past harms?

• What actions build trust versus what words claim trustworthiness?

• How do you respond when clients express mistrust of your service?

Sarah Smallman is the founder of The Community Workers Hub and believes trust after institutional betrayal is earned through consistent action, not words.