Andrew Soren

09/17/2014

TODN RESILIENCE

WELCOME!

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WHO IS THIS GUY?

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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

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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)

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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.

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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.

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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?

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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.

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REFERENCES