Navigating Through Change Workbook 070716 · § Future focused § Supportive Write down two of the...
Transcript of Navigating Through Change Workbook 070716 · § Future focused § Supportive Write down two of the...
ParticipantWorkbook
NavigatingThroughChange
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TheprogramhasbeendesignedbyAPPsychology&ConsultingServices
ArthurPapagiannis,ManagingDirector
Anyqueriesorrequestsforfurtherinformationshouldbedirectedto:
APPsychology&ConsultingServices404,9-11ClaremontStSouthYarraMelbourne,VictoriaAustralia3141
Email:[email protected]
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SessionOutline
NavigatingThroughChange
START
9:30am
INTRODUCTION
Introduction
GAUGINGEXPECTATIONS Introductions,expectations/wantsofthecourse
MORNINGTEA
11am-11:15am
UnderstandingChange
Work/LifeChallenges
Learningfromyourownexperience
Engaginginthechangeprocess
• UnderstandingChange• Activity:AnIntroductiontoChangeTVExercise
LUNCH
12:00pm-12:45pm
UnderstandingMotivation:ImportancevsConfidence
Activity:AssessingyourImportancevsConfidence
Understandingthechangeprocess
• IntroducetheModelofChange
AFTERNOONTEA
2:00pm-2:15pm
Changequalities
• Activity:Qualitiesofyourfavouriteteacher• UnderstandingResistance
Resilience
• LocusofControl-Assessingyourlocusofcontrol• ManagingStress• Copingstrategiestobetternavigatechange
REFLECTION&ACTIONPLAN
FINISH
4:30pm
ReflectionsandActionPlanning
Closingquestions
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Expectations
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UnderstandingYourResponsetoChangeActivity:Adaptingduringaperiodofchange
Takeamomenttothinkofastressfulsituationyouhadtoovercomeatsomepointinyourlifee.g.restructure,loss,employment
Whatwastheadversesituation?
Whatdidyoudotoovercomethechallengeatthatpointinyourlife?
Whatkeypersonalqualitieshelpedyouovercomethechallenge?
Howhasthechallengeshapedwhoyouaretodayintermsofwhatyoucareabout?Whatyoubelievein?
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KeyLearning’sPleasetakeamomenttoreflectonthekeylearning’s.
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UnderstandingImportanceandConfidenceIntroduction
Inexploringaperson’sreadinesstochange,importanceandconfidencecombinetodecidewhetherornotsomeonemakesachange.Importanceandconfidencecanprovideyouwithinformationabouthowyouviewtheimportanceofchangeandtheextenttowhichyoufeelchangeispossible.
Aswithotherratingscales,thereadinesstochangeruler(figure2)canbeusedtoencourageyoutogivevoicetowhatyouneedtodotocommencechange. Figure2.ImportanceandConfidenceasIngredientsofChange
Figure2.1ImportanceandConfidenceRulers
Continuedonnextpage
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Exploringimportanceandbuildingconfidence
Usefulquestionsforexploringimportance:
1. Whatwouldhavetohappenforittobecomemuchmoreimportantforyoutochange?
2. Whatwouldhavetohappenbeforeyouseriouslyconsiderchanging?
3. Whyhaveyougivenyourselfsuchahighscoreonimportance?
4. Whatwouldneedtohappenforyourimportancescoretomoveupfromxtoy?
5. Whatstopsyoumovingfromxtoy?
6. Whatarethegoodthingsabout(currentbehaviour)?
7. Whataresomeofthethingsyoudon’tlikeabout(currentbehaviour)?
8. Whatconcernsdoyouhaveabout(currentbehaviour)?
9. Ifyouweretochange,whatwoulditbelike?
Buildingconfidence
Usefulquestionsforexploringconfidence:
1. Whatwouldmakeyoumoreconfidentaboutmakingthesechanges?
2. Whyhaveyougivenyourselfsuchahighscoreonconfidence?
3. Howcouldyoumoveuphigher,soyourscoregoesfromxtoy?
4. HowcanIhelpyousucceed?
5. Isthereanythingyoufoundhelpfulinanypreviousattemptstochange?
6. Whathaveyoulearntfromthewaythingswentwrongthelasttimeyoutried?
7. Ifyouweretodecidetochange,whatmightyouroptionsbe?Arethereanywaysthatyouknowaboutthathaveworkedforotherpeople?
8. Whataresomeofthepracticalthingsthatyouneedtodotoachievethisgoal?Doanyofthemsoundachievable?Isthereanythingyoucanthinkofthatwouldhelpyoufeelmoreconfident?
KeyPoints
ItisusuallyImportancethatreceivesattentioninthechangeprocess-butifyouworktoincreasetheimportanceofchangewithoutincreasingaperson'sconfidenceintheirabilitytodoit-theirsenseofself-efficacy-changecanactuallybeinhibitedbecauseoftheirperceptionofthedegreeofdifficultyinvolved.
Usingtheimportanceandconfidencerulerisakeytoolinelicitingchangetalk.Bythemselves,theimportanceandconfidencequestionshavelimitedusefulness.Thevalueforchangetalkcomeswiththefollowupquestionaboutthenumberthatthepersonchooses:
“Andwhyareyouata______andnot0(oralowernumber)?
Ifyouthinkbacktothepersonalchangesofyourownthatwehaveaskedyoutoconsider-howreadytochangewouldyousayyouwere?Howimportantdidyoudecideitwastomakeachange?
Wouldclarifyingtheimportanceofchangeandyourconfidenceinyourabilitytodoithavebeenuseful?
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AModelofChange
Prochaska&Declementi’stranstheoreticalmodelofchange,alsoknownastheCycleofChangeisamodelofchangethatrecognisesthattheprocessofbehaviourchangeoccursovertime.Peoplecanrangefromhavingnointerestinmakingchange(pre-contemplation),tohavingsomeawarenessormixedfeelingsaboutchange(contemplation),topreparingforchangeandbeginningtomakethechange(planning/action)tomaintainingthebehaviourchanges(maintenance).
TheCycleofChange
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KeyLearning’sPleasetakeamomenttoreflectonthekeylearning’s.
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CoreAttributesofResilientPeople:BuildingonYourStrengths
Selfknowledgeisagoodtooltohelpusseeourstrengths.Weallhaveexamplesofwhenweuseourstrengthswell.
Thereareanumberofcoreattributeslinkedtoresilientpeople.Asyougothroughthesecoreattributes,askyourselfthesequestions:
• WhichwouldIbestrongerin?• Whichwouldbechallenging?
§ Optimisticview§ Selfawareness§ Socialinvolvement§ Embracechange§ Problemsolver§ Flexible§ Collaborativeapproach§ Selfconfident§ Empathic§ Internallocusofcontrol§ Emotionalregulation§ Futurefocused§ Supportive
Writedowntwoofthecoreattributesyouseeasyourstrengths.
Writedowntwoofthecoreattributesyouneedtokeepdevelopingin.
Aftercompletingtheworkshop,lookbackoverthesecoreattributesandgothroughthesequestionsagain.
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LocusofControl
As the environment around you changes, you can either attribute success and failure to things you havecontrolover,or the forcesoutsideyour influence.Whichorientationyouchoosehasbearingonyour longtermlevelofsuccessandoverallpsychologicalwellbeing.
Thisorientation is knownasyour ‘locusof control’. Its studydatesback to the1980’swith JulianRotter’sinvestigationintohowpeople’sbehavioursandattitudesaffectedtheoutcomesoftheirlives.
Locus of control describes the degree towhich individuals perceive that outcomes result from their ownbehaviours,orfromforcesthatareexternaltothemselves.Thisproducesacontinuumwithexternalcontrolatoneendandinternalattheother:
LocusofControl
Peoplewhodevelopaninternallocusofcontrolbelievethattheyareresponsiblefortheirownsuccess.Thosewithanexternallocusofcontrolbelievethatexternalforces,likeluck,determinetheiroutcomes.
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UnderstandingYourOwnLocusofControl
LocusofControlScale(Rotter)
TheLocusofControlquestionnairewasdevelopedbyRotter.Itmeasuresgeneralizedexpectanciesforinternalversusexternalcontrolofreinforcement.Peoplewithaninternallocusofcontrolbelievethattheiractionsdeterminetherewardsthattheyobtain,whilethosewithanexternallocusofcontrolbelievethattheirownbehaviourdoesn’tmattermuchandthattherewardsinlifearegenerallyoutsideoftheircontrol.
Ahighscoreindicatesaninternallocusofcontrolwhilealowscoreindicatesexternalcontrol
Instructions:
Eachnumbereditembelowhasan‘a’and‘b’statement.Selecteither‘a’or‘b’dependingonwhichitemmostaccuratelyreflectsyourview.
Item1.
a.______Childrengetintotroublebecausetheirparentspunishthemtoomuch.
b.______Thetroublewithmostchildrennowadaysisthattheirparentsaretooeasywiththem.
Item2.
a.______Manyoftheunhappythingsinpeople'slivesarepartlyduetobadluck.
b.______People'smisfortunesresultfromthemistakestheymake.
Item3.
a._____Oneofthemajorreasonswhywehavewarsisbecausepeopledon'ttakeenoughinterestinpolitics.
b._____Therewillalwaysbewars,nomatterhowhardpeopletrytopreventthem.
Item4.
a.______Inthelongrunpeoplegettherespecttheydeserveinthisworld.
b.______Unfortunately,anindividual'sworthoftenpassesunrecognizednomatterhowhardhetries.
Item5.
a._____Theideathatteachersareunfairtostudentsisnonsense.
b._____Moststudentsdon'trealizetheextenttowhichtheirgradesareinfluencedbyaccidentalhappenings.
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Item6.
a.______Withouttherightbreaksonecannotbeaneffectiveleader.
b.______Capablepeoplewhofailtobecomeleadershavenottakenadvantageoftheiropportunities.
Item7.
a.______Nomatterhowhardyoutrysomepeoplejustdon'tlikeyou.
b.______Peoplewhocan'tgetotherstolikethemdon'tunderstandhowtogetalongwithothers.
Item8.
a._____Heredityplaysthemajorroleindeterminingone'spersonality.
b.______Itisone'sexperiencesinlifewhichdeterminewhatthey'relike.
Item9.
a.______Ihaveoftenfoundthatwhatisgoingtohappenwillhappen.
b.______Trustingtofatehasneverturnedoutaswellformeasmakingadecisiontotakeadefinitecourseofaction.
Item10.
a._______Inthecaseofthewellpreparedstudentthereisrarelyifeversuchathingasanunfairtest.
b._______Manytimesexamquestionstendtobesounrelatedtocourseworkthatstudyinginreallyuseless.
Item11.
a._______Becomingasuccessisamatterofhardwork,luckhaslittleornothingtodowithit.
b._______Gettingagoodjobdependsmainlyonbeingintherightplaceattherighttime.
Item12.
a._______Theaveragecitizencanhaveaninfluenceingovernmentdecisions.
b._______Thisworldisrunbythefewpeopleinpower,andthereisnotmuchthelittleguycandoaboutit.
Item13.
a._______WhenImakeplans,IamalmostcertainthatIcanmakethemwork.
b.________Itisnotalwayswisetoplantoofaraheadbecausemanythingsturnouttobeamatterofgoodorbadfortuneanyhow.
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Item14.
a.________Therearecertainpeoplewhoarejustnogood.
b.________Thereissomegoodineverybody.
Item15.
a.________InmycasegettingwhatIwanthaslittleornothingtodowithluck.
b.________Manytimeswemightjustaswelldecidewhattodobyflippingacoin.
Item16.
a._______Whogetstobethebossoftendependsonwhowasluckyenoughtobeintherightplacefirst.
b.________Gettingpeopletodotherightthingdependsuponability,luckhaslittleornothingtodowithit.
Item17.
a.________Asfarasworldaffairsareconcerned,mostofusarethevictimsofforceswecanneitherunderstand,norcontrol.
b.________Bytakinganactivepartinpoliticalandsocialaffairsthepeoplecancontrolworldevents.
Item18.
a._______Mostpeopledon'trealizetheextenttowhichtheirlivesarecontrolledbyaccidentalhappenings.
b.________Therereallyisnosuchthingas"luck."
Item19.
a._______Oneshouldalwaysbewillingtoadmitmistakes.
b._______Itisusuallybesttocoverupone'smistakes.
Item20.
a.________Itishardtoknowwhetherornotapersonreallylikesyou.
b.________Howmanyfriendsyouhavedependsuponhowniceapersonyouare.
Item21.
a.________Inthelongrunthebadthingsthathappentousarebalancedbythegoodones.
b._______Mostmisfortunesaretheresultoflackofability,ignorance,laziness,orallthree.
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Item22.
a.________Withenougheffortwecanwipeoutpoliticalcorruption.
b.________Itisdifficultforpeopletohavemuchcontroloverthethingspoliticiansdoinoffice.
Item23.
a.________SometimesIcan'tunderstandhowteachersarriveatthegradestheygive.
b.________Thereisadirectconnectionbetweenhowhard1studyandthegradesIget.
Item24.
a._________Agoodleaderexpectspeopletodecideforthemselveswhattheyshoulddo.
b._________Agoodleadermakesitcleartoeverybodywhattheirjobsare.
Item25.
a.________ManytimesIfeelthatIhavelittleinfluenceoverthethingsthathappentome.
b.________Itisimpossibleformetobelievethatchanceorluckplaysanimportantroleinmylife.
Item26.
a.________Peoplearelonelybecausetheydon'ttrytobefriendly.
b._______There'snotmuchuseintryingtoohardtopleasepeople,iftheylikeyou,theylikeyou.
Item27.
a.________Thereistoomuchemphasisonathleticsinhighschool.
b.________Teamsportsareanexcellentwaytobuildcharacter.
Item28.
a.________Whathappenstomeismyowndoing.
b.________SometimesIfeelthatIdon'thaveenoughcontroloverthedirectionmylifeistaking.
Item29.
a._______MostofthetimeIcan'tunderstandwhypoliticiansbehavethewaytheydo.
b._______Inthelongrunthepeopleareresponsibleforbadgovernmentonanationalaswellasonalocallevel.
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LocusofControlScoringSheet
Notethereare6filleritems(1,8,14,19,24,27).23scoringitems.
Score1pointforeachofthefollowing:
• 2b____• 3a____• 4a____• 5a____• 6b____• 7b____• 9b____• 10a____• 11a____• 12a____• 13a____• 15a____• 16b____• 17b____• 18b____• 20b____• 21b____• 22a____• 23b____• 25b____• 26a____• 28a____• 29b____
TOTALSCORE:_______________
ExternalLocusofControl=lowscore(0-7)
MidRangeLocusofControl=Midrange(8-16)
InternalLocusofcontrol=highscore(17-23)
Locus of Control refers to theextent towhich individualsbelieve that they can control events that affectthem. Individualswithahigh internal locusof control believe that events result primarily from theirownbehavior and actions. Those with a high external locus of control believe that powerful others, fate, orchanceprimarilydetermineevents.Thosewithahighinternal locusofcontrolhavebettercontroloftheirbehavior and tend to exhibit more political behaviors than externals and are more likely to attempt toinfluenceotherpeople;theyaremore likelytoassumethattheireffortswillbesuccessful.Theyaremoreactiveinseekinginformationandknowledgeconcerningtheirsituationthandoexternals.Thepropensitytoengageinpoliticalbehaviorisstrongerforindividualswhohaveahighinternallocusofcontrolthanforthosewhohaveahighexternallocusofcontrol.
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BenefitsofanInternalLocusofControl
Ingeneral,peoplewithaninternallocusofcontrol:
• Engageinactivitiesthatwillimprovetheirsituation.
• Emphasizestrivingforachievement.
• Workhardtodeveloptheirknowledge,skillsandabilities.
• Areinquisitive,andtrytofigureoutwhythingsturnedoutthewaytheydid.
• Takenoteofinformationthattheycanusetocreatepositiveoutcomesinthefuture.
• Haveamoreparticipativemanagementstyle.
ManagingDrawbacksofaStrongInternalLocusofControl
Peoplewithaninternallocusofcontrolaregenerallymoresuccessful,forverygoodreasons.
However therecanbetimeswhenhavinganexternal locusofcontrolcanbeanadvantage,particularly insituationswherepeopleneedtobeconsiderateandmoreeasy-going.Peoplewithastronginternallocusofcontroltendtobeveryachievement-oriented,andthiscanleavepeoplearoundthemfeeling"trampled"or"bruised." And with a very strong internal locus of control, there is also a tendency to want to controleverything,andthiscanleadtodifficultiesintakingdirection.
Ifyouhaveastronginternallocusofcontrol,makesureyoupayattentiontothefeelingsofpeoplearoundyou–otherwiseyou'llseemarrogant,andpeoplemaynotwanttoworkwithyou.
Also,makesurethatyoumanagerisksproperly.Randomeventsdooccurforallsortsofreasons.Whileyoucanmanagemanyofthesewithenoughdeterminationandhardwork,someyoucan't.
TipsforDevelopinganInternalLocusofControl
Recognizethebasicfactthatyoualwayshaveachoice.Makingnochoiceisactuallyachoiceinandofitself,andit'syourchoicetoallowotherpeopleoreventsdecideforyou.
Setgoalsforyourselfandnotehow,byworkingtowardstheseandachievingthese,youarecontrollingwhathappensinyourlife.Asyoudothis,you'llfindthatyourselfconfidencequicklybuilds.
Developyourdecisionmakingandproblemsolvingskillssothatyoucanfeelmoreconfident,andincontrolofwhathappens.Withthesetools,you'llfindthatyoucanunderstandandnavigatethroughsituationsthatwouldotherwisedamageyou.
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Pay attention to your self talk.When you hear yourself saying things like, "I have no choice" or "There'snothingIcando",stepbackandremindyourselfthatyoudo,infact,havesomedegreeofcontrol.It'syourchoicewhetheryouexerciseitornot.
KeyPoints
Your locusofcontrol saysa lotabouthowyouviewtheworldandyour role indetermining thecourseofyourlife.
Whenyoubelieveyouhavethepowertocontrolyourowndestinyanddetermineyourowndirection,youhaveastronginternallocusofcontrol.Inmostcases,thisisanimportantattitudetohaveifyouwanttobesuccessful.
Peoplewithaninternallocusofcontroltendtoworkharderandperseverelongerinordertogetwhattheywant. This is not to say that having an external locus of control is always bad: There are some situationswhere thisapproachcanworkwell.Thekey foryourownpersonaldevelopment is tounderstandingyournaturaltendencyandthenadaptingittothesituationsyouarefacedwith.
Notes:
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UnderstandingYourselfConnectingwithyourself-Becomingawareofyourself-talkandtakingcontrol
UsingSelf-Talk
Connectingwithyourselfmaybeoneofthemosteffectivestrategiesforchallengingstressandwinning.Aswegrowupandlearnabouttheworldaroundus,wedevelopautomaticthoughtstohelpussortthroughourperceptionsandexperience.Iftheseautomaticthoughtsarehealthyandconstructive,wecopewithourlifeinpositiveways.
However,chronicworriersoftensubjectthemselvestonegativeautomaticthoughtsthatcontributetotheirworryandstress.
Erodingthedestructivepowerofnegativethoughts
Negativeselftalk,whatyousaytoyourself,contributesdirectlytoyourstress.Selftalkisrelatedtoyourinternalassumptionsandbeliefs,andistypicallyautomatic,familiar,andunconscious.Forexample,ourbodiescan'tsortouttheexperiencewehavefromeventsweimagine.Asweimagineabadoutcome-say,beingfiredfromajob-ourbodiesreacttothethoughtasthoughitwerehappening.Allthephysicalreactionsthatwouldoccurinadangeroussituationwilloccurinanimaginedone,too.
Also,wetalktoourselvesconstantly,andifthosemessagesarenegativeandcritical(“HowcouldIdosuchafoolishthing!”)ornamecalling(“I’manidiot!”)-westarttobelievethem.Finally,werarelystoptoconsiderwhatwearesayingtoourselves.Wedon’tcounterthecriticisms,forexample,withunderstandingorforgiveness.Inotherwords,wedon’ttestourownassumptions.Becausewedon'tcounternegativethoughts-suchas,“IknowIwon’tgetthatpayraise”-thosethoughtscanbecomeself-fulfilling.
Identifyingandavoidingcommonmindtraps
Automaticthoughtsoftenfallintocategoriescalledmindtraps.Thesemindtrapsareirrationalbeliefsthatcanleadyouastrayfromaclearandrealisticperceptionofyourworld.Identifyingtheonesyouuseandarecomfortablewithwillhelpyouchallengethem.Considerhowyourautomaticthinkingmightfallintothetrapslistedinthetable,“AboutMindTraps.”
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PuttingSelf-TalkintoAction
Belowisanexampleofhowselftalkcanimpactonbehaviour
(A)
ADVERSESITUATION
(B)
BELIEFS&IMMEDIATETHOUGHTS(SelfTalk)
DESCRIBEFEELING/S
(C)
CONSEQUENCE
BEHAVIOUR(Whatdidyoudo?)
DescribeSituation
Ihavetoomanycompetingdemandsmakingitdifficulttojuggleeverythinginmyrole
Listyourimmediatethoughts
• Howcouldtheydothis?• Theorganisationisalwaysmakingus
domore• Thisisgoingtohaveabigimpacton
myabilitytogetthingsdone• Noconsiderationforus• Ineedresourcing• Push,pushpushandexpectmore
eachtime• Theyjustexpectmore• Idon’tknowhowIwillcope.
AddFeeling/s
Stressed
Howintensewasthefeelingonscaleof0-10
Rated8
Listanybehaviouralresponses
• Myproductivityandengagementgoesdown
• Idon’tdoanything,toohardimmobilised
• Isolatemyself• Gohomeworrying
Challengeabovethoughtprocesswithmoreadaptivethoughtsandidentifyanymindtraps:
(B)
CHALLENGETHEABOVEBELIEFS&IMMEDIATETHOUGHTS(SelfTalk)
DESCRIBEFEELING/S
(C)
CONSEQUENCE
BEHAVIOUR(Whatdidyoudo?)
ChallengethoughtsaboveandIncludemindtrapremedies
• WhatcanIdotobettermanagethesituation• WhocanIdiscussthiswithtoworkthroughanyissues• Whocansupportmethroughthis• Maybethebusinessisalsobeingpressured• Everyoneisfeelingthepressure
AddFeeling/s
Lessstressed
Howintensewasthefeelingonscaleof0-10
Rated6outof10
Listanybehaviouralresponses/consequences
• Setupmeetingwithmymanagertoworkthroughmyissues
• Workthroughandproblemsolvemyconcerns
• Seeksupport
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AboutMindTraps
MINDTRAPS WHATTHEYARE
“Should”statements
“Ishoulddothis.Imustdothat.”Youmotivateyourselfwith“should”andthenfeelguilty
Allornothingthinking “Onemistake,andtotalfailurewillresult.”Youseethingsinextremesofblackandwhite,allbadorallgood.
Overgeneralisations “Thisalwayshappens.”Yousetapatternofinevitabilitytoaneventthathappensonceortwice.
MentalFiltering “Thisonemistakeruinseverything.”Youseeonlythenegativesidetoaneventandignorethepositiveone.
Rejectionofpositiveexperiences “Theteamcomplimentedmyworkjusttobepolite.”Youacceptonlythenegativemessages
Jumpingtoconclusions “Ourdepartmentisbeingrestructured.IknowI’llbefired.“Withoutbotheringtogetthefacts,youassumetheworst
Emotionalreasoning “Ifeellikealoser,soImustbealoser.”Youassumenegativefeelingsrepresentreality.
Labeling “I’mstupidandirresponsibletobelateforthatmeeting!”Youlabelyourselfnegatively.
Personalising “TheproposalwasrejectedbecauseIwasontheteam.”Youassigncauseandblametoyourselfinappropriately.
Challengingself-talkminddistortions
Onceyoucanidentifymindtrapsthatyoueasilyfallinto,begintochallengethem,onebyone.Thetable,“MindTrapRemedies”offerspossibleremediesforcommonmindtraps
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MindTrapRemedies
MINDTRAPS REMEDIES
“Should”statements
Usetheverb“Iwouldlike”insteadof“should”.Giveyourselfsomeflexibilityindecidingwhatyouwanttodo.
Allornothingthinking Don’tmakeblackorwhitejudgements.Thinkoftheinbetweenpointsorpercentagese.g.40%-70%
Overgeneralisations Examinetheevidence.Issomethingalwaystrue?Orhasithappenedtwotimesoutofthepastfive.
MentalFiltering Lookforthepositivesideaswellasthenegative.Focusonsolvingtheproblem.
Rejectionofpositiveexperiences Acknowledgeandaccepttherealityofpositiveexperiencesorevents
Jumpingtoconclusions Getthefactsfirst.Seeiftheevidencesupportsyourconclusion.
Emotionalreasoning Stepawayfromjustyouremotions,andtrytolookatyourselfasothersseeyou.
Labeling Describethebehaviournotyourself.Ifyoumakeamistake’don’tblameyourself
Personalising Makeyourselfprovethatyouareresponsibleforthesituation.Whatistheevidence?
Choosingpositiveself-talk
Choosingpositiveselftalkoverexistingmindtrapsisn’teasy.Howeveradoptingpositiveoutlookiscriticaladaptingtoadversityandavoidingworkplacestress.Toreprogramyourself-talk,startslowly.Considerhowyoucanreframethewayyouperceiveevents.Reframingisawayofrestatingself-talkintopositiveaffirmations.
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Nowthinkofareallifesituationyoucanapplythisto:
Whathappened,whatwereyouthinking,whatdidyoufeelanddo(A,B,C’)
(A)
ADVERSESITUATION
(B)
BELIEFS&IMMEDIATETHOUGHTS(SelfTalk)
DESCRIBEFEELING/S
(C)
CONSEQUENCE
BEHAVIOUR(Whatdidyoudo?)
DescribeSituation
Listyourimmediatethoughts
AddFeeling/s
Howintensewasthefeelingonscaleof0-10
Listanybehaviouralresponses
Challengeabovethoughtprocesswithmoreadaptivethoughtsandidentifyanymindtraps:
(B)
CHALLENGETHEABOVEBELIEFS&IMMEDIATETHOUGHTS(SelfTalk)
DESCRIBEFEELING/S
(C)
CONSEQUENCE
BEHAVIOUR(Whatdidyoudo?)
ChallengethoughtsaboveandIncludemindtrapremedies
AddFeeling/s
Howintensewasthefeelingonscaleof0-10
Listanybehaviouralresponses/consequences
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UnderstandingWorkplaceStressToday’sworkplacesarefast-pacedandofteninvolvemanagingcompetingdemandsunderpressure.Forthatreason,itisimportantthatyouarewellsupportedatalltimesandthatyoutakestepstocareforyouroverallmentalhealth.Especiallyifyourworkinvolvesdealingwithchallengingsituationsonaregularbasis.
WorkplaceStressPeopleexperiencestresswhentheyperceivethatthereisanimbalancebetweenthedemandsmadeofthem,andtheresourcestheyhaveavailabletocopewiththosedemands.
Inshort,it’swhatwefeelwhenwethinkwe’velostcontrolofevents.
Whilestressisanaturalreactionthateveryoneexperiencesfromtimetotime,itusuallypassesoncethestressfulsituationpasses,orthe‘stressor’isremoved.Forexample,lackofcontroloverwork,unsuitabledemandsbeingmade,lackofsupportfromcolleaguesandmanagement.
Shorttermstress-Forinstancewhenmeetingadeadline–isn’tusuallyaproblem.Itcanhelppeopleperformtothebestoftheirability.Stressbecomesarisktohealthsafetywhenitisdrawnout.
Youmayobservearangeofsignsandsymptomsofwork-relatedstress.
Thesefallinto4broadsymptomsasfollows:
Behaviouralsymptoms:
• Anincreaseinsickdaysorabsenteeism• Aggression• Diminishedinitiative• Adropinworkperformance• Problemswithinterpersonalrelationships• Moodswingsandirritability• Lowertoleranceoffrustrationandimpatience• Disinterest• Isolation.
Psychologicalsymptoms:
• Depression• Anxiety• Discouragement• Irritability• Pessimism• Feelingofbeingoverwhelmedandunabletocope• Reducedabilitytoconcentrateormakedecisions.
Physicalsymptoms:
• Fatigue• Musculartension• Headaches• Heartpalpitations• Sleepingdifficulties,suchasinsomnia• Gastrointestinalupsets,suchasdiarrhoeaorconstipation
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Someofthefactorsthatcommonlycausework-relatedstressinclude:
• Longhours• Heavyworkloadandtaskresponsibilities• Changeswithintheworkenvironment• Tightdeadlines• Changestoduties• Jobandroleinsecurity• Lackofautonomy• Insufficientskillsforthejob• Over-supervision• Inadequateworkingenvironment• Lackofproperresourcesorequipment• Harassmentordiscrimination• Poorworkplacerelationships• Potentiallytraumaticevents,suchasadeathintheworkplace.
It’simportanttounderstandthefactorsthataremostlikelytotriggerstressinyouandrecognisethesignsandsymptomsbybeingawareofanychangesinyourperformanceorbehaviour.
Beingabletorecognisewhenstressisaffectingyoumeansyou’rebetterabletotakeactiontoaddressthesituation.
Herearesometipstohelpyoubettermanagestressatwork:
• Identifywarningsignsearly• Manageboundaries• ConflictManagement• Manageyourself–talk• Identifyyourtriggers• Affirmation• Relaxationandmeditation• Learntomanageyouremotions• Healthyeatingandexercise• Gettingplentyorrestandsleep• Utilisefriends,familyandcolleaguesforsupport
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Notes:
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BecomingAwareofyourOptimumPerformance
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Exercise:PlanningforStressAwareness
Whatareyourmostcommonstressreactions?
Thinkbacktoatimewhenyouexperiencedthisstressreaction?Whatconditionsorsituationtriggeredit?
IncreasingtheArena
Inthefuture,howwouldothersknowthatyouarehavingthisstressreaction?Whatspecificbehavioursserveasyourindicators?
PlanningforStress
Whatthingscouldyouputinplacetoalleviatethestressreactionandrefocus?
Whenothersobservethisstressreaction(andyoumaynotbeawareofit),whatdoyouwantthemtodo?Howwouldyouwantthemtocommunicatewithyoutomitigateit?
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Notes:
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SelfCareandGettingHelpSelfCare-LookingAfterYourselfIt is importantthatyoutakestepstocareforyourselftohelpmaintainyourpsychologicalhealth.Herearesomewaysonbuildingresilience,managingyourrole,andcaringforyourself.
CaringforYourself
Youwillbemorepreparedtodealwithpsychologicalchallengesbytakingstepstolookafteryourmentalhealth,including:
þ Understandasmuchasyoucanabouttheissueofconcernþ Manageyourboundariesandbeclearonyourroleþ Identifytriggerfactorsandknowwhenyouaremostvulnerableþ Developskillstoeffectivelydealwithconflict,communication,andproblem-solvingþ Managesleepandstressþ Maintainahealthylifestylewithexercise,nutrition,balanceþ Talktoyourfriendsandfamilyabouthowyoufeelþ Engageinnormaldailyactivitiesasmuchaspossibleþ Seeksupportfromcolleaguesþ Userelaxationexercisesþ Accesssupportfrominternalworkplaceservices,oradoctor.
GettingHelp
þ Seekhelpearlyþ VisityourlocalGPþ SeekInternalSupportServicesþ DeakinEmployeeAsssistanceProgram
GettingHelpAdditionalsupportservices:
þ Beyondblue:www.beyondblue.org.auþ BlackDogInstitute:blackdoginstitute.org.auþ MensLineAustralia:1300789978orwww.mensline.org.auþ Sane:1800187263orwww.sane.orgþ Lifeline:131114orlifeline.org.a
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PersonalResilienceActionPlanWhatskillsdoyoualreadyhavethatyoucanuse:
WhatareaofdevelopmentamIgoingtoworkoninrelationtomanagingstressbetter:
ThespecificthingsIamplanningtodotoaccomplishmygoalsare:
Specificaction When?
1.
2.
3.
Otherpeoplethatcansupportmewithmydevelopment:
Person Howtheywillhelp
Whataresomeofthepossibleobstaclestomygoal,andhowmightIhandleanyobstacles?
Possibleobstaclestochange HowIwillrespondto
totheobstacle
Howwillyouknowyourplanisworking,whatresultswillyousee?
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Notes: