da civilian resiliency training part iii (perspective, resilience & strength)
TRANSCRIPT
ResiliencyDA Civilian
Resiliency Training Part III
(Perspective, Resilience & Strength)
Mission and Vision
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Mission: Develop a strong, resilient workforce (Soldier and Civilians) through resiliency training.
End state: Sustain a resilient workforce that stands shoulder to shoulder, able overcome challenges and bounce back from adversity
Task: Use Put it in Perspective to stop catastrophic thinking, reduce anxiety, and improve problem solving by identifying Worst, Best, and Most Likely outcomes of a situation.
Conditions: Within a classroom environment.
Standards: Understand that optimism is a primary target of Put it in Perspective
Task, Conditions, Standards
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Put It In Perspective
You are here
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PIIP: Key Principles
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Catastrophizing depletes energy: Catastrophizing depletes energy, stops problem solving, and generates unhelpful anxiety.
Order matters: Stop catastrophizing by looking at the Worst, then generating the Best—both of which help you to focus on the Most Likely.
Make a plan: Once you are focused on the Most Likely, create a plan for dealing with the situation.
Optimism: PIIP builds all of the MRT competencies; Optimism is a primary target.
Bottom Line Up Front
Put It In Perspective (PIIP) helps to build Optimism.
Catastrophizing is when you waste critical energy ruminating about the irrational worst case outcomes of a situation, which prevents you from taking purposeful action.
The goal of PIIP is to lower anxiety so that you can accurately assess the situation and deal with it.
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What is catastrophizing?
Catastrophizing is when you waste critical energy ruminating about the irrational worst case outcomes of a situation.
This is NOT the same as identifying the worst case and contingency planning. Contingency planning is productive. Catastrophizing is counterproductive.
Catastrophizing is a slippery slope. It’s downward-spiral thinking.
Catastrophizing creates high levels of anxiety, decreases focus, and increases helplessness.
It prevents you from taking purposeful action.
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What’s the goal?
The goal of PIIP is to lower anxiety so that you can accurately assess the situation and deal with it.
The goal is NOT to pretend “all is well,” to deny real problems, or to take away anxiety completely.
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Put It In Perspective Steps
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Step 1: List worst case outcomes.
Step 2: List best case outcomes.
Step 3: List most likely outcomes.
Step 4: Identify plan for dealing with most likely.
Scenario
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After being counseled by your boss (as a Division) in regards to time management, your late for work the very next day.
Worst Case Scenario Thinking(WCST)
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BLAST! The Boss is going to be mad!He’s going to make everyone in the Division come looking for me.The Civilians in the Division will turn against me AND I’ll get a negative counseling
statement.I’ll have no support here.I’ll be moved from my position.I’ll never get another job in this economy.My family will be ashamed and want nothing to do with me.My girlfriend will dump me for someone who makes more money.I’ll never meet anyone else.I’ll end up alone and homeless and dead by age 25.
PIIP Step 1: WCST
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List “Worst Case” as chain. Keep asking “And then what happens?”
Don’t stop until you’ve exhausted what is running through your head.
Rate your mood, focus, and energy level while you are in WCST.
Best Case ScenarioThinking (BCST)
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When I arrive, I’ll see a few Civilians walking through the door to.
They’re also late.
They tell me I’m the only one who is late today.
I pull it together and ensure I arrive at least 10 minutes prior from now on.
The Boss will be pleased and compliment me.
PIIP Step 2: BCST
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List “Best Case” as chain.
Don’t stop until you run out of ideas.
Rate your mood, focus, and energy level while in the midst of creating the positive outcomes.
Most Likely Scenario
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They realize I’m generally always on time.
I’ll call ahead and inform the team I’m running late.
My co-workers will ride me about it.
Once I arrive I’ll check-in with the Boss and inform him/her that I’ve arrived.
He/she moves on to something else.
PIIP Step 3: Most Likely Scenario
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List the Most Likely outcomes, focusing on emotions, behaviors, and other people.
Check for accuracy. Move to different column, if necessary.
Rate your mood, focus, and energy level while creating the Most Likely list.
Develop plan for dealing with the Most Likely outcomes.
Develop a Plan of Action
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I’ll backwards plan from now on.
I’ll joke about it with my co-workers so they see I’m a good sport.
I’ll make sure I’m on my game the next few days so the Boss can see I’m serious about being on time.
PIIP Step 4: Plan of Action
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Develop a plan for dealing with the Most Likely outcomes.
If necessary, briefly develop a plan for preventing Worst and increasing Best (BRIEFLY!)
Applications
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What situations will PIIP be most helpful with?
How can PIIP make you a better Civilian?
How can PIIP help Civilians be more effective in coping with stress on and off work?
Resiliency
Questions
Resiliency
Real Time Resilience
Task: Use Real Time Resilience to shut down counterproductive thinking to enable greater concentration and focus on the task at hand.
Conditions: Within a classroom environment.
Standards: Understand that optimism is a primary target of Real Time Resilience
Task, Conditions, Standards
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Real-time Resilience
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Key Principles
Practice: Real-time Resilience takes ongoing practice.Accuracy over speed: Focus on accuracy and passing the gut
test, not speed.Learning curve: The pitfalls are common and part of the learning
process.Do-over: When you hear a pitfall, pause and generate a stronger
response.Optimism: Real-time Resilience
builds all of the MRT competencies; Optimism is a primary target.
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Bottom Line Up Front
Real-time Resilience helps to build Optimism.
Real-time Resilience involves proving your thoughts false with evidence, thinking optimistically, and putting the situation in perspective.
Real-time Resilience is the skill of fighting back against counterproductive thoughts as soon as they occur so you remain task-focused and motivated.
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Real-time Resilience
Challenge counterproductive thoughts as they occur.
Use it to get back to the task at hand.
Use it to prepare for an anticipated Activating Event.
This is an internal skill.
This is not to be used out loud.
This is not a tool for insubordination.
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Applications
When will Real-time Resilience be particularly helpful to you as a Soldier and as a family member?
When would you NOT want to use Real-time Resilience?
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Real-time Advanced Level
Used when what you are saying to yourself is counterproductive
Advanced level is accurate and fast.Advanced level uses:
EvidenceOptimismPut It In Perspective
Advanced level requires practice, practice, practice!
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Real-time Advanced Level: Demonstration
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Real-time Resilience Advanced Level Demo
Write down three words that capture what you just saw.
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Real-time PitfallsCommon mistakes made while
learning the skill
Dismissing the grain of truthOne time, one thing
Minimizing the situationThe situation does matter
Rationalizing or excusing one’s contribution to a problemTake responsibility
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Skill Building through Sentence Starters
Use evidence to prove the thought is false.That’s not (completely) true because….
Generate a more optimistic way of seeing it.A more optimistic way of seeing this is...
Put It In Perspective.The most likely implication is… and I can…
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When would you use Real-time Resilience?
What are examples of situations in which RTR will be most helpful to you?
You were just chewed out by your Chief and now you have to go back and complete a mission.
You are new to Human Resources and you have some self-doubt. You’ve just read an upsetting e-mail from home, and you have to get
ready for your weekly briefing.You need to be calm.You’re about to go in front of a hiring board.You’re making the transition from work to home.You’ve got road rage.
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Check on Learning
What is the skill? Real-time Resilience (RTR) is an internal skill to shut down counterproductive thinking and build motivation and focus on the task at hand.
When do I use it? Use RTR when your thoughts are distracting you from an immediate goal or task.
How do I use it? Respond to your negative thoughts in the heat of the moment by providing evidence against the thought, by generating a more optimistic way of seeing it, or by Putting the thought In Perspective. Watch out for common pitfalls.
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Resiliency
Questions
Resiliency
Identify Strengths
Task: Identify strengths in yourself and others to recognize the best of yourself and the best of others.
Conditions: Within a classroom environment.
Standards: Understand that Strengths of Character is a primary target of Identifying Strengths in Self and Others
Task, Conditions, Standards
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Identify Strengths in Self and Others
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Key Principles
Know your strengths: Knowing your strengths is as important as knowing your weaknesses.
Can’t have them all: No one can have all the strengths.
Shadow side: Each strength has a shadow side that can get you in trouble or limit you.
Strengths of Character: Identify Strengths in Self and Others builds all of the MRT competencies; Strengths of Character is a primary target.
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Bottom Line Up Front
Identify Strengths in Self and Others helps to build Strengths of Character.
Knowing and using your strengths and the strengths of others will strengthen your unit’s effectiveness.
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Applications
As a Civilian, how can your knowledge of Character Strengths help you to be a more effective team member and to build stronger relationships?
What strengths do you need to develop and/or shadow sides do you need to manage?
How can you help cultivate a willingness to ask for help (in yourself or a friend/family member) by using a strengths perspective?
How do you use strengths to rejuvenate?
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Character StrengthsBased on work by Chris Peterson
and Martin Seligman
This is the “Be” in the Be-Know-Do model of leadership.
What is right with you?
Who are you at your best?
How are you already using your Signature Strengths (the strengths that best describe you)?
How can you use your Signature Strengths to achieve optimal performance?
How can you strengthen your unit through your focus on strengths?
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All strengths are good…
But we can’t have them all!
All of us have top strengths and bottom strengths.
Your top strengths are called your Signature Strengths.
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Signature Strengths: In Your Bloodstream
One believes that he/she is being “true to oneself” when using the strength.
One feels that he/she can’t help but use the strength (when the opportunity to do so arises).
When using the strength, one feels energized rather than exhausted.
The motivation to use the strength comes from within the person. (No one else has to remind or persuade him/her to use it.)
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Values in Action (VIA) Character Strengths
Wisdom and KnowledgeCuriosity/InterestLove of LearningOpen-mindedness/JudgmentOriginality/Ingenuity/CreativityPerspective
CourageBravery/ValorIndustry/PerseveranceIntegrity/HonestyZest/Enthusiasm
HumanityLove/IntimacyKindness/Generosity/NurturanceSocial Intelligence
JusticeCitizenship/Duty/Loyalty/ TeamworkEquity/FairnessLeadership
TemperanceForgiveness/MercyModesty/HumilityPrudence/CautionSelf-control/Self-regulation
TranscendenceAppreciation of Excellence/BeautyGratitudeHope/OptimismHumor/PlayfulnessSpirituality/Religiousness
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Army Core Values are Character Strengths
LoyaltyDutyRespectSelfless ServiceHonorIntegrityPersonal Courage
• Soldier/Civilian CorpsCreed
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Distribution of Character Strengths among U.S. AdultsPark, Peterson, & Seligman, 2006
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Name the Signature Strength…
Name one or more of the Signature Strengths of the individuals presented.
Refer to the Participant Guide for a list of strengths.
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Chris Rock
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Abraham Lincoln
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Wile E. Coyote
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Rosa Parks
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POWs
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Michael Jordan
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Audie Murphy
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Rocky Balboa
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Bart Simpson
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A Platoon
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Leadership and Strengths
“When you are commanding, leading [Soldiers] under conditions where physical exhaustion and privations must be ignored; where the lives of [Soldiers] may be sacrificed, then, the efficiency of your leadership will depend only to a minor degree on your tactical or technical ability. It will primarily be determined by your character, your reputation, not so much for courage–which will be accepted as a matter of course–but by the previous reputation you have established for fairness, for that high-minded patriotic purpose, that quality of unswerving determination to carry through any military task assigned you.”
–General of the Army George C. Marshall (1941) from FM6-22
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Strengths
What is one strength you consciously bring to your organization?
What is one strength you want to bring more fully to your organization?
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Check on Learning
What is the skill? Identify Strengths in Self and Others to recognize the best of yourself and the best of others.
When do I use it? Identify Strengths to deepen your awareness of your Signature Strengths and how you use your strengths as a leader and friend/family member.
How do I use it? Assess your Signature Strengths using the VIA Strength Survey and identify ways you already use your Character Strengths.
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Resiliency
Questions
AAR
What went well1.2. 3.What can be improved1.2.3.
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