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    Building Resilience

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    Jefferson Nolty Genovia
    This document discusses building resilience in the NHS. It defines resilience as the ability to bounce back from challenges and adapt to change. Resilience has three layers - individual, interpersonal, and organizational. At the individual level, resilience involves coping skills, values, feeling valued at work, and humor. Interpersonally, resilience relies on team relationships, social support, and supervision. Organizationally, leadership that creates opportunities for learning and development fosters resilience. The document provides strategies to build resilience like self-care, social support, finding meaning, goal setting, relaxation, and developing flexible thinking by challenging negative thoughts.

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    Building Resilience

    Uploaded by

    Jefferson Nolty Genovia
    484 views23 pages
    This document discusses building resilience in the NHS. It defines resilience as the ability to bounce back from challenges and adapt to change. Resilience has three layers - individual, interpersonal, and organizational. At the individual level, resilience involves coping skills, values, feeling valued at work, and humor. Interpersonally, resilience relies on team relationships, social support, and supervision. Organizationally, leadership that creates opportunities for learning and development fosters resilience. The document provides strategies to build resilience like self-care, social support, finding meaning, goal setting, relaxation, and developing flexible thinking by challenging negative thoughts.

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    This document discusses building resilience in the NHS. It defines resilience as the ability to bounce back from challenges and adapt to change. Resilience has three layers - individual, interpersonal, and organizational. At the individual level, resilience involves coping skills, values, feeling valued at work, and humor. Interpersonally, resilience relies on team relationships, social support, and supervision. Organizationally, leadership that creates opportunities for learning and development fosters resilience. The document provides strategies to build resilience like self-care, social support, finding meaning, goal setting, relaxation, and developing flexible thinking by challenging negative thoughts.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    484 views23 pages

    Building Resilience

    Uploaded by

    Jefferson Nolty Genovia
    This document discusses building resilience in the NHS. It defines resilience as the ability to bounce back from challenges and adapt to change. Resilience has three layers - individual, interpersonal, and organizational. At the individual level, resilience involves coping skills, values, feeling valued at work, and humor. Interpersonally, resilience relies on team relationships, social support, and supervision. Organizationally, leadership that creates opportunities for learning and development fosters resilience. The document provides strategies to build resilience like self-care, social support, finding meaning, goal setting, relaxation, and developing flexible thinking by challenging negative thoughts.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 23
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    The key takeaways are that resilience can be developed through individual coping skills, social support, and organizational factors like leadership. Flexible thinking and balancing negative thoughts are important strategies.

    The three layers of resilience are individual resilience through coping skills and values, interpersonal resilience through team relationships and social support, and organizational resilience through leadership and opportunities for learning.

    Some strategies for developing flexible thinking are testing negative thoughts against evidence, analyzing for thinking errors, and questioning thoughts for helpfulness and truthfulness.

    Dr Jacqueline Boyle, Consultant Clinical Psychologist

    &
    Dr Anita Wraith, Consultant Clinical Psychologist
    Clinical Health Psychology Services

    [email protected]
    [email protected]
    How to Survive in the NHS if You
    Aren’t Bear Grylls:
    Some Ideas on Building Resilience
    What is resilience?
    Some definitions …
    • Bounce-back-ability - the ability to recover from bad
    circumstance. First claimed [to have been invented] by Crystal
    Palace manager, Iain Dowie. (Wiktionary, accessed 16.5.16)

    • “The greatest glory of living, lies not in never falling, but in rising
    every time you fall.” (Nelson Mandela)

    • “It’s not the strongest of the species that survive, nor the most
    intelligent, but the most responsive to change.” (Charles Darwin)

    • “What doesn’t kill me, makes me stronger” (Nietzsche)


    What is resilience?
    Bouncing back

    Ability to establish a
    Adapting under
    sense of community
    pressure
    at work

    Control over own Thriving despite or


    workflow because of pressure

    Being strengthened
    Ability to foster
    or improved by
    good relationships
    adversity

    Positive emotions
    Positive response to
    (buffer against
    change
    depression)

    Emotional flexibility

    Source: Chichetti, 2010


    Three Layers of Resilience:
    Individual Resilience

    • Individual coping skills


    • Personal values – compassion, professionalism etc
    • Feeling valued in your role with patients
    • “Gallows humour”

    Interpersonal / Team Resilience

    • Team relationships
    • Social Support
    • Mentoring / sharing ideas / supervision

    Organisation Resilience

    • Leadership (NHS Confederation, 2011b)


    • Creating learning opportunities and development from mistakes

    Andrews & Thorne (2015)


    Sharing Resilience…
    Exercise …
    • Think of two people you know who are
    very resilient and one who is not

    • What do the two have in common that


    makes them different from the third in this
    respect?
    Exercise 2 …
    • What do you do, or what do you suggest
    that others should do, to help build
    resilience?
    Self Care: Social Support
    Sleep, – Friends,
    Nutrition, Work-Life family &
    Exercise Balance colleagues

    Generate Hobbies &


    Helpful Interests
    Spirituality thoughts Acceptance

    Meaningful Be decisive
    Activities
    Opportunities
    for learning Self
    after adversity soothing Relaxation
    Realistic Meditation
    Goal Setting
    Resilience Skills

    Balance & Emotional


    recovery resilience

    Resilient
    thinking
    Flexible
    Optimism
    thinking
    Why zebras don’t get ulcers
    • Zebras don’t respond
    to thoughts of lions,
    they respond only to
    real lions
    • Humans respond to
    thoughts of lions
    • Humans experience
    stress response in
    relation to thoughts
    as well as real
    experiences of threat
    The importance of thinking
    (Cognitive-Behavioural Model)

    Thoughts

    Physical
    Feelings
    response(s)

    Behaviours

    Source: Beck, A. T. (1967). Depression: Causes and treatment. Philadelphia: University of Pennsylvania Press
    Developing resilience

    THINKING – ATTITUDES

    We can’t always control what happens to us but


    we can control how we think and respond
    Attitudes towards new challenges
    We can do nothing about the
    Face up to but do nothing event as it’s too big for us to
    Face up to, overcome the event
    about the event deal with (withdraw until the
    event has passed vs. ‘act out’)

    • And ultimately • & still benefit • Flight or fight


    benefit response
    • Correlated with
    distress/stress

    It is not just “think positive”; it’s about recognizing our responses &
    developing “flexible thinking”
    Flexible thinking
    1. Testing negative thoughts & predictions
    2. Analysing our thoughts (thinking errors)
    Testing negative thoughts & predictions

    Thoughts

    Physical
    Feelings
    response(s)

    Behaviours
    Exercise:
    Testing negative thoughts & predictions
    • Ask yourself the following Q’s
    – Is [thought] true, in fact?
    – What is the worst that can happen?
    – What does this say about me?
    – What does this say other people think of me?

    These Q’s help us get to the bottom of what we


    find threatening in a situation
    Thinking Errors

    • Are these
    thoughts helpful or
    useful?
    • Are they true?
    • Are they helping
    me stay resilient?
    • Are they making
    me more
    stressed?
    A little story….
    Balancing our thinking
    Where is the evidence?
    What are the exceptions?
    What is the whole picture?
    How would someone else
    [respected other] see this?
    What would they say?

    Identifying the
    initial
    (unhelpful)
    thought – put on
    the brakes
    Summary
    • Resilience:
    – Is a psychological strength
    – It can help us adapt & grow from
    challenges
    – It is NOT a fixed state
    – Can be developed & enhanced in all 3
    layers (individual, team & organisation)
    – Practical strategies and flexible thinking
    can be helpful
    – Important to hold onto “multiple truths”
    References & Further Reading
    • Nietzsche F (1888). Twilight of the Idols.
    • Chichetti, D. (2010). Resilience under conditions of extreme stress: A
    multilevel perspective. World Psychiatry, 9(3), 145 – 154.
    • Neenan M (2010). “Developing resilience: a cognitive behavioural
    approach”. Routledge.
    • Mowbray, D. (2010, 2014). Strengthening Personal Resilience.
    Management Advisory Service. [Online]
    • Harrington, A. 2012. Personnel Today [Online]
    http://www.personneltoday.com/hr/understanding-the-importance-of-
    resilience/
    • Andrews, S. & Thorne, F. (2015) What do people need to be resilient in the
    current NHS? Clinical Psychology Forum, 276, 12-15.
    • NHS England. (2014). The 2013 NHS staff survey in England. Redditch,
    Worcestershire: Author.
    • Lee, A.V., Vargo, J. & Seville, E. (2013). Developing a tool to measure and
    compare organisations resilience. Natural Hazards Review, 14(1), 29-41.

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