Resilience Training for - PowerPoint Presentation

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Resilience Training for - PPT Presentation

BOLCBWOBC Module Two What is resilience Resilience is the ability to grow and thrive in the face of challenges and bounce back from adversity It is built through a set of core competencies that enable ID: 750101

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Slide1

Resilience Training for

BOLC-B/WOBC

Module TwoSlide2

What is resilience?

Resilience is the ability to grow and thrive in the face of challenges and bounce back from adversity. It is built through a set of core competencies that enable:Mental toughnessOptimal performanceStrong leadership Goal achievement

A resilient individual is one who is willing to take calculated, necessary risks, and to capitalize on opportunity.

“Holding on to anger is like drinking poison and expecting the other person to die.”

-BuddhaSlide4

Action: Identify master resilience training skills Condition: in classroom environment using scenarios Standard: identify Master Resilience Training skills need for each scenarioSlide5

Module Two Skills

Real-time

Resilience:

Shut down counterproductive Thinking to enable greater concentration and focus on the task at hand.

Put It In Perspective:

Stop catastrophic thinking, reduce anxiety, and improve problem solving by identifying the Worst, Best, and Most Likely outcomes of a situation.

Problem Solving:

Accurately identify what caused the problem and identify solution strategies.

Energy Management:

Regulate emotion and energy levels to enable critical thinking and optimal performance.

Detect Icebergs:

Identify deep beliefs and core values that fuel out-of-proportion emotion and evaluate the accuracy and usefulness of these beliefs.

Avoid Thinking Traps:

Identify and correct counterproductive patterns in thinking through the use of Critical Questions.

ATC:

Identify your Thoughts about an Activating Event and the Consequences of those Thoughts.

Slide6

Module Two, Unit One:ATC

ATC: B.L.U.F.

ATC helps to build Self-awareness. Identify your heat-of-the-moment Thoughts about an Activating Event and the Consequences of those Thoughts so you can have greater control over your Emotions and Reactions.7

Module Two Skills

ATC:

Identify your Thoughts about an Activating Event and the Consequences of those Thoughts.

Slide9

ATC ModelBased on work by Albert Ellis

Thoughts

Your interpretations of the Activating Event; what you say to yourself in the heat of the moment

Activating Event

The trigger: a challenge, adversity, or positive event

Consequences: ER

Emotions

ReactionsSlide10

Thought-Consequence Connections

Thought Themes

Emotions/Reactions

Loss:

Sadness/Withdrawal

Danger:

Anxiety/Agitation

Trespass:

Anger/Aggression

Inflicting harm:

Guilt/Apologizing

Negative comparison:

Embarrassment/Hiding

Positive contribution:

Pride/Sharing, planning future achievements

Appreciating what you have received:

Gratitude/Giving back, paying forward

Positive future:

Hope/Energizing, taking action

Something bad might happen; there is a threat.

I have lost something that I value or care about.

I have been harmed.

I have caused inappropriate, unnecessary or unintentional harm.

I don’t measure up to others or standards.

I have contributed in a positive way.

I have received something that I value; I have been helped by others.

Things can change for the better.Slide11

Thought-Consequence Connections ExampleAE: First Deployment

Thought Themes:

ThoughtEmotions/Reactions

Loss:

I’m not going to be able to spend time with my family. I will miss them.

Sadness/Tearing up

Danger:

I am going to die

Anxiety/Pacing

Trespass:

They didn’t train me enough for this. I shouldn’t have to go yet.

Anger/Throw my cell phone

Inflicting harm:

I’m leaving my family all alone. I will miss my son’s graduation and other important events in his life.

Guilt/Apologize to son

Negative comparison:

I’m not going to do as well as the other Soldiers. They are all more prepared.

Embarrassment/Don’t interact much with other guys in my unit

Positive contribution:

I will be there for my battle buddies.

Pride/Discuss with chain of command where to start to get ready to go

Appreciating what you have received:

I have received the best training to prepare for deployment.

Gratitude/Helping other Soldiers get ready for deployment

Positive future:

When I get home I will reconnect with my family and will enjoy making up for lost time.

Hope/Training to the best of my abilitySlide12

Thought-Consequence Connections

Some people find that there is a pattern in their Thoughts/that they relate to a certain theme.Noticing patterns in your Thoughts can help you understand why you react in a set way across a range of events.12

ATC is Complex

She’s always getting on my case.

Fight with someone you care about

Slide14

ATC: What’s the goal?

To separate the Activating Event, our Thoughts about it, and the Consequences To identify patterns in our thinking that make us weaker or decrease performance“Anyone can get angry–that is easy–but to get angry with the right person, to the right extent, at the right time, for the right reason, and in the right way is no longer something easy that anyone can do.” –Aristotle

ATC Father/Son Practice

ATC Father/Son PracticeWorksheet page 24

Dad AE

(who, what, when, where):Thoughts:

What you said to yourself in the heat of the moment

Consequences:

ER: Emotions, Reactions

Are my emotions and reactions helping or harming?

I asked my son to play basketball after returning from deployment. He said no and continued to play video games.

Thought: My son doesn’t love me anymore.

E: Sadness

R: Left room and started drinking

Thought Theme: Loss

Thought: He’s an ungrateful brat.

Thought Theme: Trespass

E: Anger

R: Yelled at son and told him to get out

My emotions and reactions are harming me in this situation. I’m not effectively dealing with my anger or sadness by yelling at my son and leaving the room. And, my emotions and reactions are getting in my way of having time with my son, which is exactly what I want!Slide17

ATC Key Principles

Separate A, T, C: Separate the A from the T from the C.A: Just the facts–who, what, when, whereT: Your interpretation, what you say to yourself in the heat of the momentC: Your Consequences (ER)Detect patterns: Identify any patterns in your Ts that undercut your performance and mental toughness.

Self-awareness: Self-awareness is a primary target of ATC.

Avoid Thinking Traps



“We don't see things as they are, we see things as we are.”

−Anais NinSlide20

Avoid Thinking Traps:

Identify and correct counterproductive patterns in thinking through the use of Critical Questions

ATC:

Identify your Thoughts about an Activating Event and the Consequences of those

Thoughts



Avoid Thinking TrapsSlide21

Avoid Thinking Traps: B.L.U.F.

Avoiding Thinking Traps helps to build Mental AgilityIdentify the Thinking Traps you tend to fall into so you can correct your thinking in the moment and avoid them in the future

Effective leadership requires you to avoid Thinking Traps

Thinking Traps are overly rigid patterns in thinking that can cause us to miss critical information about a situation or individual

You can avoid Thinking Traps by identifying the pattern you fall into and asking Critical Questions to identify important information you missedThinking Traps

ATC Model and Thinking Traps

ctivating Event

The trigger: a challenge, adversity, or positive event

onsequences: ER

motions

eactions

houghts

Your interpretations of the

ctivating Event;

what

you say to yourself

Jumping to Conclusions

Mind Reading

Me, Me, Me

Them, Them, Them

Always, Always, Always

Everything, Everything,

Everything



Common Thinking Traps

You’ve called home several times during BOLC and haven’t been able to reach your significant other. You think to yourself, “She’s/he’s out running around on me!”Jumping to Conclusions:Believing one is certain about a situation despite having little or no evidence to support it

Action: Slow down

Critical Question: What is the evidence for and against my thoughts?

You walk into your Company Commander’s office and the CO doesn’t acknowledge you. You think, “The CO doesn’t like me.”

Mind Reading:Assuming that you know what another person is thinking, or expecting another person to know what you are thinking Action:

Speak upCritical Question: Did I express myself? Did I ask for information?

Common Thinking TrapsSlide26

Common Thinking Traps

There are two seconds left in regulation. Your team is down by two and you’re on the foul line. You make one of two free throws, and your team loses the game. You think to yourself, “It’s all my fault. This was a big game and I lost it for us.”Me, Me, Me: Believing that you are the sole cause of every problem you encounter

Action: Look outward

Critical Question: How did others and/or circumstances contribute?

Common Thinking Traps

Your platoon screws up a training exercise. You think to yourself, “I’m stuck with a bunch of losers. These guys are bringing the whole platoon down.”Them, Them, Them:Believing that other people or circumstances are the cause of every problem you encounter

Action: Look inward

Critical Question: How did I contribute?

Common Thinking Traps

You just received a negative counseling statement by your Company Commander. You think to yourself, “I’ll never become a senior officer. My career is over.”Always, Always, Always:Believing that negative events are unchangeable and that you have little or no control over them

Action: Grab control

Critical Question: What’s changeable? What can I control?

Common Thinking Traps

A Soldier in your platoon needs a haircut. You think to yourself, “He’s ‘soup sandwich’ and lacks the motivation to excel as a Soldier.”Everything, Everything, Everything:Believing that you can judge a person’s or your own worth, motivation or ability on the basis of a single situation (character assassination

)

Action: Look at behavior

Thinking Trap Example

Which Thinking Traps did the judges fall into?

Jumping to Conclusions Mind Reading Me, Me, Me Them, Them, Them Always, Always, Always Everything, Everything, EverythingSlide31

Avoid Thinking Traps: Key Principles

They’re common: It’s common to fall into a Thinking Trap, particularly when stressedThey narrow our field of vision: Thinking Traps often lead to missing important information

Notice patterns: Which Thinking Traps do you commonly fall into?Use Critical Questions: Be on the lookout for your common traps, and use the Critical Questions to help broaden your awareness of important information

Mental Agility: Avoid Thinking Traps builds all of the competencies - Mental Agility is a primary target

Practical Exercise #2: Avoid Thinking Traps

AE (who, what, when, where): SFC Smith/TAC NCO yells at me after I placed my weapon on the ground to perform a detainee search at the

STX lane

Use

the appropriate Critical Questions to gather information you missed because of the Thinking Trap; record important new information in the student handout

Thoughts:

What you said to yourself in the heat of the moment

Consequences:

ER: Emotions; Reactions



Practical Exercise #2: (cont’d):

Avoid Thinking Traps AE (who, what, when, where):

SFC Smith/TAC NCO yells at me after I placed my weapon on the ground to perform a detainee search at the STX lane

Use

the appropriate Critical Questions to gather information you missed because of the Thinking Trap; record important new information in the student handout

Thoughts:

What you said to yourself in the heat of the moment

Consequences:

ER: Emotions; Reactions

SFC Smith is just a jerk!

I’ll never get this right!

SFC Smith thinks I’m a screw-up.

I’m going to be recycled.

It’s all my fault. I should know better.

Anger; Act disrespectfully

Helpless; Give up

Anxiety; Unable to concentrate

Sadness; Withdraw from others

Guilt; Criticize yourself

Jumping to Conclusions

Mind Reading

Me, Me, Me

Them, Them, Them

Always, Always, Always

Everything, Everything, Everything



Debrief: Avoid Thinking Traps

What did you learn from this practical exercise?Which Thinking Traps do you tend to fall into?

How do these Thinking Traps affect you?

Avoid Thinking Traps:

Check on Learning

What is the skill?Thinking Traps are common patterns in thinking that prevent a person from seeing a situation accurately; Avoiding Thinking Traps is a skill for identifying and correcting counterproductive thinking

When do I use it?Avoid Thinking Traps when your perspective on a situation is biased by such Thinking TrapsHow do I use it?Check for Thinking Traps and use the appropriate Critical Questions s to help you identify important information How can Avoid Thinking Traps improve your effectiveness as a leader?



Detect Icebergs

Detect Icebergs:Identify deep beliefs and core values that fuel out-of-proportion emotion and evaluate the accuracy and usefulness of these

beliefs

Avoid Thinking Traps:

Identify and correct counterproductive patterns in thinking through the use of Critical Questions

ATC:

Identify your Thoughts about an Activating Event and the Consequences of those

Thoughts



Detect Icebergs: B.L.U.F.

Detect Icebergs helps to build Self-AwarenessKnowing that they’ve been activated gives us control over our emotions and reactions

Effective Soldiers stay in control and don’t overreact under tough circumstances

Indicators that Detect Icebergs Would Be Helpful

Your emotions are out-of-proportion to what you’re thinking in the heat of the momentThe intensity of your reaction surprises or confuses you

You notice strong Thinking Trap patterns

Surface Thoughts vs. Iceberg Beliefs

Surface Thoughts: are on the surface of our awareness – we can easily “tune in” to themIceberg Beliefs: are deeper rules for how the world “should” operate, assumptions about ourselves and others, core values

Examples of Iceberg Beliefs

I am strongPeople can’t be trustedThe world is a dangerous place

People should be treated with dignity and respectAsking for help is a sign of weakness

Going to a counselor means you’re not a real SoldierCivilians don’t understand the Soldier/Army

To Detect Icebergs

Use “What” not “Why” questionsAsk the questions in any orderRepeat back the belief that came beforeYou may have to help your Soldiers understand their out of proportion response to events.

What is the most upsetting part of that for me?

What does that mean to me?

Once you’ve identified your Iceberg, ask yourself:

Is this Iceberg helping or harming me in this situation?Is this Iceberg something I still believe/value?Is this Iceberg accurate in this situation?

Activity #4:

Detect Icebergs1LT Smith returned from deployment six weeks ago. As he’s sitting down to watch Sunday afternoon football with his son, Smith remembers the sink is leaking. Smith thinks to himself, “It’s just a small leak. I’ll fix it later.” After the game starts his wife asks him to fix the sink. Smith becomes enraged, stands up, gets in his wife’s face, and yells at her to back off!

Activity #4 Detect Icebergs (cont’d

)AE (who, what, when, where

)

Ask yourself:

Is my reaction helping or harming?

houghts:

What he said to himself in the heat of the moment

onsequences:

motions;

eactions



1LT Smith calls his “Bad Friend

”Smith: Hey, I almost didn’t get a chance to watch the game. Things got pretty ugly over here. My wife started harping on me about fixing the sink. Do you believe her? What’s her problem?Friend:

Yeah, no kidding. She knows that Sunday is your football day.Friend: It’s just one day a week. She should really let up. Don’t you have a long “honey-do” list besides that?

Friend: Why didn’t she get your son to do it? Is she babying him?

1LT Smith calls his “Good Friend”

Smith: Hey, I almost didn’t get a chance to watch the game. Things got pretty ugly over here. My wife started harping on me about fixing the sink. Do you believe her? What’s her problem?Friend: Man, that’s rough.

Friend: What was the worst part about that whole situation for you?

Friend: Assuming that’s true (that she knows Sundays are your football day), what’s so upsetting to you about that?

1LT Smith calls his “Good Friend” (cont’d)

Friend: Assuming she harps on the one thing you haven’t done, what does that mean to you?Friend: What’s the worst part about her not appreciating you?

Friend: Assuming it’s true that she doesn’t respect who you are as a husband and father, what does that mean to you?

Detect Icebergs: Key Principles

An internal skill: Use it to understand and control your own Emotions and Reactions

Allows you to prevent yourself from overreacting to something that is a personal hot-button issue (it isn’t about the sink or TV)Choose the depth: It’s your choice about how deep you go; stop when it feels right to

Thinking Traps vs. Icebergs: Thinking Traps are narrow; Icebergs are deep

Sometimes Icebergs drive our Thinking TrapsWhat not ask Why: “What” questions lead to depth; “Why” questions lead to defensivenessSelf-Awareness: Detect Icebergs builds all of the resilience competencies – Self-Awareness is a primary targetCopyright  2010 by The Trustees of the University of Pennsylvania. All rights reserved. Slide50

Detect Icebergs:

Check on Learning

What is the skill?Detect Icebergs is used to identify and evaluate deep beliefs or values that are driving our

Emotions and Reactions

When do I use it?Use Detect Icebergs when your Reaction seems out-of-proportion and is undermining your performance or effectiveness How do I use it?Ask yourself the series of “What” questions to identify the Iceberg Belief; once the Iceberg Belief is identified, ask yourself questions regarding the usefulness, accuracy and flexibility of the beliefHow can your Icebergs impact your effectiveness as a leader?



Energy Management



Energy Management:

Regulate emotion and energy levels to enable critical thinking and optimal performance

Detect Icebergs:

Identify deep beliefs and core values that fuel out-of-proportion emotion and evaluate the accuracy and usefulness of these

beliefs Avoid Thinking Traps: Identify and correct counterproductive patterns in thinking through the use of Critical Questions

ATC:

Identify your Thoughts about an Activating Event and the Consequences of those

Thoughts

Energy Management



Energy Management: B.L.U.F.

Energy Management helps to build Self-RegulationThese strategies lower the intensity of emotions so you can think and respond more clearly and with greater controlThey have been used effectively in a variety of settings including sports, the workplace and clinical settings with chronically ill patients

How do you manage your energy and rejuvenate?

Energy Management Techniques

Mental GamesControlled Breathing / Mindful BreathingMeditation Positive Imagery

Progressive Muscle Relaxation

Mental Games

Purpose is to remain calm, and disengage when appropriate; take a step back and regroupPrinciples for designing mental games:They require your full attentionThey should be difficult and funThey must be games you can do within a few minutes

Activity #5: Mental Games

Math games: count back from 100 by 7sAlphabet games: work your way through the alphabet, naming someone for each pair of initialsCategories games:

name all the sports figures, war heroes, etc. you can in two minutesArmy alphabet: repeat it backwards

Lyrics: recite upbeat song lyrics

Activity #6: Mindful Breathing

Practice deep breathing

Take a normal breath, hold and count to 5

Breathe out and focus on relaxation

Breathe in and out slowly in 10-second cycles(or whatever is comfortable for you

)

Focus attention

Keep bringing attention back to breathing

Practice builds attention capacity



Meditation

Can be secular or religious/spiritualTwo broad categories of meditationConcentrative: seeks to restrict awareness by focusing the attention on a single object, like the breath, a mantra or a word

Mindfulness: attempts to attend non-judgmentally to all internal or external stimuli without ruminating on anyone/anything in particular

Some practices combine elements of both Slide60

Activity #7:

Progressive Muscle RelaxationPerform controlled breathing for two minutesAs you breathe in, make fists and tense your hands and lower arms

Keep your muscles tight for the count of fifteen

As you exhale, relax your muscles quickly and concentrate on the feeling of relaxation Perform this exercise twice, take a minute break and then move on to the next muscle group

For each group, tense the muscles for fifteen seconds, then relax them for thirty seconds After each muscle group, take a minute break before continuing to the next muscle group Copyright  2010 by The Trustees of the University of Pennsylvania. All rights reserved. Slide61

Energy Management: Key Principles

Practice: These techniques require practice in order to derive full benefitDouble Up: Energy Management can be used in conjunction with other skills in the program

Self-Regulation: Energy Management builds all of the competencies – Self- Regulation is a primary target

Energy Management:

Check on Learning

What is the skill? Energy Management strategies are used to regulate emotion and energy levels to enable critical thinking and optimal performance.

When do I use it?

Use Energy Management strategies whenever you want to regulate the intensity of your emotions and energy so that you can effectively cope with a situation and enhance your performance. How do I use it? Use Controlled Breathing, Progressive Muscle Relaxation, or Meditation to relax. Use the mental games to refocus your thinking on the task at hand.Energy Management strategies are used to regulate emotion and energy levels to enable critical thinking and optimal performance Use Energy Management strategies whenever you want to regulate the intensity of your emotions and energy so that you can effectively cope with a situation and enhance your performance

Use Progressive Muscle Relaxation or Mindful Breathing to relax; use the mental games to refocus your thinking on the task at hand

How can Energy Management help you be most effective as a leader?



Questions regarding Module Two?