Topic 3 Stress management
STRESS IS A CIRCUMASTANCES BUT YOU ARE A FORCE
Ways to act
Removing the situation
Reacting the situation
Accepting the situation
Write down the situation
- Remove ։ Write down all the situations that you want to remove from your every day life
- Change։ Write down all the situation from your every day life that you want to change and the sources that you are going to use in order to succeed
- Accept։ Write down all the situation in your every day life that you can accept and are not going to press you and increase your stress
Skill training Program
Step by step problem solving skills program developed by Wasik (1984) :
Identify problem ( What is my problem?)
Select goals (What do I want to accomplish by solving the problem? )
Generate alternatives (What else can I do?)
Review the consequences (What might happen?)
Make a decision (What is my decision?)
Implement the decision (Did I do what I decided?)
Evaluate the decision (Does it work?)
Cognitive Behavior Therapy
Cognitive Behavior Therapy is the type of psychotherapy that deal with our thoughts that the cognitive part of the name and our behaviors that’s the behavioral part of the name.
Situation
Something Happen
Thoughts
We interpret the situation
Reaction
Includes both emotion and behavior
Irrational Belief
The cognitive behavior therapist will help her to identify your irrational beliefs.
In order to manage those automatic thoughts you should challenge your irrational beliefs, this doesn’t mean that all your thoughts will be positive and happy, it means that you need to make the less negative and less irrational thoughts. If you succeed to do this you start to feel better
Situation
-A friend don’t answer the phone
Thoughts
Emotion
Behavior
-She answer I am happy
– I should have said something different. She think I am dump
The roles of behavior
Everyone has different core beliefs. These beliefs are what shapes how we see the world. Different people experience situation in a different manner.Person A says “People are good and Kind and I am a good person”. Persons B says “I am unlovable and I am worthless
Stress evaluation & Revaluation
Red/Orange circle:
In order to recognize the need for intervention first of all you have to evaluate the health issues that you have which are the usual problem and who is coming for help.
Blue circle:
You have to evaluate the level of the seriousness and the negative affects in person life
Purple circle:
What needs to be done? Evaluate the needs according the demands (your demand from your life ) the support that you have (What kind of support you have) the relationship s and how those affects the level of stress , Your role in life in your family in your work in your personal relations
Green circle:
Fill your risk assessment report and you have to be aware for the existing situation and how it influences your life/job . This is also part of the reevaluation as this is an endless loop that need to be performed for continuous improvement
Maslow’s Needs Hierarchy
Maslow propose several points regarding the need hierarchy
An individual will systemically satisfy his or her needs by starting with the most basic need. If the individual doesn’t fulfill a need to the lower level and moves to next level up, he will have stress
Once a need is fulfilled it will no longer motivate behavior and no longer be a stress behavior. For a example a hungry person will seek food. Once the hunger is satisfied it will not cause stress to the person anymore
- In which need level are you?
- What are you doing in order to fulfill you needs?
- This process cause you stress?
- What are you doing to manage the stress according the level of the need that you are passing through?
Self actualization needs
Self Esteem – Needs
Social Needs
Safety Needs
Physiological Needs
Problem Solving Strategy
Coping can also be viewed as a problem solving strategy
Cox (1987) has described a cycle of activities for stress management. the cycle begins with recognition and diagnosis (analysis), followed by actions and evaluation through to reanalysis, which possibly represents the ideal problem-solving process.
However, Einhorn & Hogarth (1981) describe that there are at least three problems solvers in this proposition: Firstly, one does not necessarily know that there is something to be learned, secondly, is not clear for the person what is to be learned, and thirdly, there is ambiguity in judging whether one has learned.
In addition, the problem solver may be fully occupied and not have any spare cognitive capacity for learning, and the emotion associated with stress may interfere with the learning process (Mandler, 1982).