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Wednesday, September 17 kicked off our fall theme of Building Resilient Workspaces. Andrew Soren a graduate of, and Assistant Instructor at, the University of Pennsylvania's internationally renowned Master of Applied Positive Psychology and a Senior Advisor of Talent Management at BMO, provided a thought provoking introduction to the science of resilience. http://todn.org
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Andrew Soren
09/17/2014
TODN RESILIENCE
WELCOME!
2
WHO IS THIS GUY?
3
In 15 seconds or less:
What’s your name?
What do you do?
What brought you here tonight?
WHO ARE YOU?
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5:45 – 7pm
Theory and research on resilience
Application in Schools and Army
7:15 – 8:15pm
Some real-time resilience tools
Practice in small groups
Group discussion
THE PLAN FOR TONIGHT
5
Participate
Ask questions
Respect the needs of others – beware of FOMO
Have fun
What else?
DESIGNED ALLIANCE
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(Reivich &
Shatte,
2002)
RESILIENCE FACTORS LESSONS FROM PRP & MRT
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1: Take a moment and personally reflect:
What is resilience
Where do we have leverage?
2: Pair and Share your thoughts
Discuss your personal experiences
Listen for strengths, skills, coping strategies, internal and external
factors that helped, internal and external factors that inhibited .
Come up with a common definition of Resilience
4: At your tables refine your thinking
Create a common definition of resilience
Are certain factors necessary for reslience?
All: Take-up
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UNDERSTANDING RESILIENCE
From “invincible and invulnerable” to “ordinary magic”
Patterns of positive adaptation during or following significant
adversity or risk
(Masten, Cutuli, Herbers, & Reed, 2009, p. 118)
The ability to bounce back better
(Seligman, 2005)
Fundamental functions of Resilience
helps us overcome obstacles
steer through everyday challenges,
bounce back from challenges in order to move forward,
reach out to others for support
(Reivich & Shatte, 2002)
9
OUR FOCUS ON RESILIENCE TONIGHT
Ability to identify emotional
experiences and control
emotional response to
external events
EMOTION AWARENESS /
REGULATION
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Ability to control behavior to
achieve goals
Delay gratification and
tolerate ambiguity
IMPULSE CONTROL
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Optimism wed to reality,
focus on what is
controllable
Explanatory Style
[not] me
[not] always
[not] everything
OPTIMISM
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Thinking flexibly and
accurately about the causes
and implications of
problems, perspective
taking
FLEXIBLE AND
ACCURATE THINKING
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Identifying and
understanding the emotions
of others, social support
EMPATHY AND CONNECTION
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What I believe I can
do with my skills
under certain
conditions, sense of
mastery, solution
focused
SELF-EFFICACY
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Fast Skills
•Real time resilience
•Challenging beliefs
•Putting it in perspective
Calming and focusing
•Active Constructive Response
•Strengths
•Mindfulness
Foundational Skills
•Detecting icebergs
•Avoiding thinking traps
•ABCs
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SKILLS TO IMPROVE RESILIENCE
PENN RESILIENCE PROGRAM
School based
5000+ participants to date
Small group, led by natural leader
Based on CBT principles
ABCs
Recognizing thinking styles
Cognitive Restructuring
Hot Seat
Assertiveness
Relaxation
Problem-solving
COMPREHENSIVE SOLDIER AND FAMILY FITNESS
Army based
15,000+ participants; 500+ faci l itators trained
4 levels of trainers: Plenary, Breakout, Table top, MRTs
4 modules, 5 Days of Training for NCO and 3 Days of Teaching NCOs how to teach their Soldiers: Module 1: Resilience and MRT
Competencies
Module 2: Building Mental Toughness;
Module 3: Building Characters Strengths’
Module 4: Building Strong Relationships
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RESILIENCE TRAINING
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BREAK TIME!
Ellis’ Cognitive
Behavioral
Model
A = ACTIVATING EVENT
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Anything that triggers a
cascade of feelings or
behaviours.
Could be good or bad.
Take a few moments to list your adversities
Someone was on their phone and checking out at the supermarket
Throwing recycling into the trash when there’s a recycling bin right
there
People are pre-occupied when they are talking to you
People aren’t direct and upfront
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ADVERSITIES:
WHAT TICKS US OFF?
Our beliefs about the world
That voice in your head
Different than emotions
Ticker-tape thoughts
WHY thoughts:
what caused the problem
WHAT NEXT thoughts:
what are the implications
B = BELIEFS OR THOUGHTS
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Emotions:
what you feel in the moment
Behaviours:
what you do in the moment
C = CONSEQUENCES
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ABC WORKSHEET
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B-C CONNECTIONS
Copyright ©2009 by The Trustees of the University of Pennsylvania. All rights reserved. 25
Trap Name What it involves
(recognizing the trap) Reminder
(say to
yourself)
Ask Yourself
(to get out of the
trap) Jumping to
conclusions Ready, fire, aim: Believing one is certain of the meaning of the
situation despite little or no evidence to support
it.
Slow down What is the
evidence?
Tunnel vision Can’t see the forest for the trees: Focusing on less significant details in a situation,
while screening out the more important aspects.
Include
more What salient info
did I miss?
Overgeneralizi
ng Character assassination: Settling on global beliefs about one’s general
lack of worth or ability on the basis of a single
situation.
Look at
behaviour Is there a specific
behaviour that
explains the
situation? Magnifying
and
minimizing
Wrong side of the binoculars: Errors in evaluating events in which the negative
aspects of a situation are magnified and the
positive aspects are minimised (or vice-versa).
Be even-
handed What positive
events occurred?
COMMON THINKING TRAPS
Based on information from Karen Reivich’s MAPP lecture, February 2013.
26
Trap Name What it involves
(recognizing the trap) Reminder
(say to
yourself)
Ask Yourself
(to get out of the
trap) Personalizing Me, me, me:
The tendency to automatically attribute the cause
of an event to one’s personal characteristics or
actions.
Look
outward How did others
or circumstances
contribute to
what happened? Externalizing Them, them, them:
The tendency to automatically attribute the cause
of an event to other people or to circumstances.
Look
inward How did I
contribute to
what happened? Mind reading The Great Walendo:
Assuming that you know what the other person is
thinking, or expecting another person to know
what you are thinking.
Speak up What could you
say or ask to
increase
understanding? Emotional
Reasoning All these feelings: Drawing conclusions about the nature of the
world based on your emotional state.
Separate
feelings
from the
facts
Are my feelings
accurately
reflecting the
facts of the
situation?
COMMON THINKING TRAPS
Based on information from Karen Reivich’s MAPP lecture, February 2013.
27
28
THINKING TRAPS CONSOLIDATED
Trap Name What it involves Reminder Ask Yourself
Jumping to
conclusions Ready, fire, aim: Slow down What is the evidence?
Tunnel vision Can’t see the forest for
the trees: Include more What salient info did I miss?
Overgeneralizing Character assassination: Look at behaviour Is there a specific behaviour that
explains the situation?
Magnifying and
minimizing
Wrong side of the
binoculars: Be even-handed What positive events occurred?
Personalizing Me, me, me: Look outward How did others or circumstances
contribute to what happened?
Externalizing Them, them, them: Look inward How did I contribute to what
happened?
Mind reading The Great Walendo: Speak up What could you say or ask to
increase understanding?
Emotional
Reasoning All these feelings:
Separate feelings
from the facts
Are my feelings accurately
reflecting the facts of the
situation?
What do
you want
to know?
29
Masten, A. S., Cutuli, J. J., Herbers, J. E., & Reed, M. J. (2009).
Resilience in development. In S. J. Lopez & C. R. Snyder (Eds .),
Oxford handbook of positive psychology (pp. 117-131). New
York, NY: Oxford University Press, Inc.
Reivich, K. & Shatte, A. (2002). The resilience factor: 7
Essential skills for overcoming life’s inevitable obstacles . New
York, NY: Broadway Books.
Youssef, C. M., & Luthans, F. (2007). Positive organizational
behavior in the workplace: The impact of hope, optimism, and
resilience. Journal of Management, 33 (5), 774-800.
30
REFERENCES