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

  1. In which need level are you?
  2. What are you doing in order to fulfill you needs?
  3. This process cause you stress?
  4. 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).