Cognitive Behaviour Therapy (CBT) can help organizations and individuals overcome challenges related to stress, burnout, and poor mental health. CBT uses cognitive and behavioral techniques to help people become more aware of negative thought patterns and develop healthier ways of thinking, feeling, and behaving. The document discusses the basic tenets of CBT, including how an individual's thoughts determine their moods and behaviors, and how changing cognitive distortions is key to CBT. Case studies are presented showing how CBT can be used to address issues like anxiety, depression, and phobias by linking environmental factors to one's thoughts, feelings, and actions.
we have tried to simplify the each step of psycho dynamic formulation with live example so that people especially the psychiatrist and psychologist learn and apply it in the clincal practise for betterment of patients.
we have tried to simplify the each step of psycho dynamic formulation with live example so that people especially the psychiatrist and psychologist learn and apply it in the clincal practise for betterment of patients.
Presented during the Psychology Congress, Lyceum of the Philippines, Intramuros, Manila, Philippines, October 8, 2009.
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
The diagnostic assessment and treatment and treatment planning in psychiatry is a dynamic process that integrates the biological, psychological, social, and behavioral paradigms to develop a plan of action that provides a rational for the types of interventions employed to sustain the therapeutic alliance and relieve suffering.
Addiction Medicine Certificate Course by Muktaa Charitable Foundation
Course Material by Dr Narayan Perumal
Lecture conducted at Aga Khan Palace
More material on Fullnasha.com
Cbt workshop for internationally trained health professionalsMatt Stan
Cognitive therapy is an active, directed, time-limited, structured approach, used to treat a variety of psychiatric disorders (depression, anxiety, phobias, chronic pain and others)
Presented during the Psychology Congress, Lyceum of the Philippines, Intramuros, Manila, Philippines, October 8, 2009.
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
The diagnostic assessment and treatment and treatment planning in psychiatry is a dynamic process that integrates the biological, psychological, social, and behavioral paradigms to develop a plan of action that provides a rational for the types of interventions employed to sustain the therapeutic alliance and relieve suffering.
Addiction Medicine Certificate Course by Muktaa Charitable Foundation
Course Material by Dr Narayan Perumal
Lecture conducted at Aga Khan Palace
More material on Fullnasha.com
Cbt workshop for internationally trained health professionalsMatt Stan
Cognitive therapy is an active, directed, time-limited, structured approach, used to treat a variety of psychiatric disorders (depression, anxiety, phobias, chronic pain and others)
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
"An EAP, or employee assistance program, is a confidential, short term, counselling service for employees with personal problems that affect their work performance."
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.
- Friedrich Nietzsche
Recruitment and Selection Integrated ProcessSeta Wicaksana
"When I meet successful people I ask 100 questions as to what they attribute their success to. It is usually the same: persistence, hard work and hiring good people."
- Kiana Tom
Purpose:
This infographic provides a framework to facilitate the following with the consultant team. It is one of the first actions to ensure coordination and a common focus:
Understanding of the business context
Understanding the need/ opportunity
Understanding what was sold
Identify client pressure points, risks, and first level delivery expectations
Obtain a perspective of OCM needs/strategy
Obtain a perspective of resource requirements.
DBT in a concise form. This presentation covers the basics of DBT, the core strategies and the treatment strategies in DBT. Also highlights why DBT was preferred to CBT in patients with borderline personality disorders.
HUMAN BEHAVIOUR IS THE POPULATION OF BEHAVIORS EXHIBITED BBY HUMANS AND INFLUENCED BY CULTURE, ATTITUDE, EMOTIONS, VALUES, ETHICS, AUTHORITY, RAPPORT,ETC.................................................
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
3. Aims of This Discussion
• To understand how CBT can help
organisations with well being,
behaviour change and performance
• To reflect on workplace challenges,
training needs, and research
opportunities
4.
5. Psychological theories & approaches in the
workplace
• CBT (Beck, 1979) and MI (Miller &
Rollnick, 1991; 2002) are psychological
approaches, underpinned by evidence,
that can help organisations and
individuals overcome challenges related
to physical, emotional, behavioural and
situational factors.
• Issues within the workplace maybe;
stress, resistance, burnout,
presenteeism, absenteeism, sickness ill
health, counter-productive work
behaviours, physical ill health, poor
mental health and so on.
6. WHAT IS THE AIM OF CBT?
• To increase self-awareness
• To encourage a better self-
understanding
• To help us recognize the
‘negative traps’ or ‘vicious
cycles’ we get caught in
• To improve self-control by
developing more
appropriate cognitive and
behavioural skills
7. Cognitive Behaviour Therapy
CBT is ‘a process and identifying and re-
evaluating self defeating thinking so that a person
is persuaded to engage in more effective ways of
thinking, feeling, and behaving’.
• A therapy using a mixture of cognitive
(thought processing) and behavioural
techniques to look at the links between a
person’s environment, thoughts, feelings and
behaviours and the impact of these on their
health and functioning
• Cognitive techniques address thoughts and
thought patterns which may be ‘unhelpful’ and
may trigger and/or increase anxiety
• Behavioural techniques address behaviours
which may be used by a person to reduce their
anxiety or avoid it altogether
11. Situation
THOUGHTS
PHYSICAL REACTIONS
FEELINGS
BEHAVIOURS
Overly negative
Self-critical
Thinking things are going to go wrong
Thinking there is danger
Imagining people will judge you harshly
Imagining that you will look foolish
Unpleasant
Anxious
Angry
Depressed
Heart pounding
Feeling hot
Sweaty
Shakiness
Headache
Stomach ache/cramps
Nausea
Avoid situations
Run away from situations (escape)
Give up
Don’t try to go places or do things
12. Cognitive Behavioral Therapy is based on
the observation that cognition, emotion,
and behavior are reciprocally related.
Cognition
BehaviorEmotion
14. Emotion
• James-Lange Theory of Emotion
– Action or response precedes
emotion
– I run, therefore I must be
afraid.
• Canon-Bard Theory of Emotion
– Emotion precedes action.
– I am afraid, therefore I run.
16. Emotion #3
Emotion cannot be accessed
directly, but it can be elicited in
therapy.
Experiences that are accompanied
by the arousal of strong emotion
have more powerful effects on
cognitive and behavioral patterns.
Memory (learning) is mood
congruent. A recurrence of mood
triggers recall of learning. A
reminder of learning situation
triggers the original mood.
17. Emotional Symptoms
• Emotional excess
– Overreactions or unpredictable
emotions
– Excessive or overly extravagant
expression of emotion
– Emotionally labile
• Emotional insufficiency
– Difficulty in displaying emotion
– Difficulty in “reading” emotion
in others
– Difficulty in verbal expression of
emotion
– Lack of self-control, poor
frustration tolerance
18. • Judgment is the
emotionally (socially)
relevant use of
knowledge.
• Judgment takes place
in the frontal cortex.
19.
20. Behavior
Classical Conditioning
The repeated pairing of a
stimulus with a (formerly)
neutral response, resulting in
the stimulus coming to
trigger the neutral response.
(Pavlovian)
Aversion therapy
Desensitization
Flooding
Stimulus control
Alters antecedent conditions
to affect behavior
21. Behavior #2
• Operant Conditioning
– Modifies “voluntary behavior”
• Positive Reinforcement: a behavior is
followed by a reward. Increases
behavioral frequency.
• Negative Reinforcement: a behavior
is followed by the removal of an
aversive stimulus. Increases
behavioral frequency.
• Positive Punishment: a behavior is
followed by an aversive stimulus.
Decreases behavioral frequency.
• Negative Punishment: a behavior is
followed by the removal of a
favorable stimulus.
22. Behavior #3
• Operant conditioning =
instrumental learning
(Skinnerian)
– Extinction
– Differential Reinforcement
of Other Behavior (DRO)
– Avoidance learning (E.g.,
electric shock to reduce
arousal in presence of child
pornography)
23.
24. Behavior #4
• A behavior that is rewarded
every time is acquired or
learned quickly.
• Fading the reward schedule to
intermittent makes the
behavior less vulnerable to
instances of non-reward. The
behavior persists for a
relatively long period of time,
even if not rewarded.
25. Effectiveness of consequences depends on:
• Immediacy
• Consistency
(reinforcement schedule)
• Potency (cost-benefit
ratio)
• Satiation (felt need for
the stimulus or response)
26. The Premack
Principle
• A desirable or often-engaged
in behavior or situation can
serve as a reinforcer for
another (new) behavior.
• Example: If you always brush
your teeth and need to
develop a habit of taking
medicine, pair the medicine
routine with the teeth-
brushing routine.
27. Social Conditioning
Complex social behavior
increases and decreases in
frequency in response to
social reinforcement and
social “response cost” or
punishment.
Example: A pat on the back or
a thank you from the boss
reinforces excellent work
habits better than an increase
in salary.
28. Behavioral Difficulties
• Behavioral excess
• Behavioral insufficiency
• Lack of skill (lack of “know-
how”)
• Restricted range of coping
strategies (“know-what”)
• Behavioral inconsistency
(“know-when”)
• Insufficient stimulus control
(difficulty with initiating or
maintaining behavior)
• Insufficient contingency control
(failure to reward self)
29. Behavioral Difficulties #2
• Disorders of Executive Control
– Planning
– Organization
– Time Management
– Task Management
– Delay of Gratification / Poor
Impulse Control (inhibition of
behavior)
– Goal Directedness (initiation of
behavior)
30.
31.
32. Cognition
• Human cognition tends to be categorical and
hierarchical. (We sort and categorize.) This is biologically
determined – it’s how the brain works.
• Sorting and categorizing makes learning possible,
through a process of assimilation and accommodation.
• Categorizing and comparing allows us to arrive at
efficient rules for sorting the vast amount of information
that confronts us every waking moment.
33. Cognition #2
• Early-acquired cognitive rules form basic schema that tell us what
information is important for survival:
– what data to actively seek,
– what data is relevant and noteworthy, and
– what can be safely ignored
34. Cognitive Schema
Early acquired schema (probably
prior to age 8 or so) form our
basic assumptions about
ourselves and the world and
the relationship between those
two. They form our Core
Beliefs or Basic Beliefs.
Schema tend to be partial
constructs, usually operating
outside our awareness. They
tend to be fragmentary,
visceral, iconic vs. verbal. They
are presumed true,
unquestioned.
35. Characteristics of Basic Schema
• They are absolutes.
• They are unquestioningly taken as
Truths.
• They are consistent across time and
situation.
• They function below the level of
awareness.
• They tend to be non-verbal, visceral &
iconic.
• They tend to be partial constructs.
• They are highly resistant to change.
• They are evident only indirectly in
patterns of cognition, emotion, &
behavior.
37. Self-Schema
• Beliefs about Self are acquired
from:
– Stories told about the child
within his/her hearing
– Stories told directly to the child
about themselves
– Reflections of and reactions to
the child’s behavior by
significant others
– Stories erroneously adopted
(false memories)
• Events that happened to others
• Events in books or on television
– Personal experience
• Interpretations of early life
events
• Experiences of success and
failure
41. 4. CBT is a collaborative effort
between the therapist and the
client.
Client role - define goals,
express concerns,
learn & implement learning
Therapist role - help client
define goals, listen, teach,
encourage.
5. Teaches the benefit of
remaining calm or at least
neutral when faced with
difficult situations. (If you are
upset by your problems, you
now have 2 problems: 1) the
problem, and 2) your
upsetness.
42. 6. Based on "rational
thought." - Fact not
assumptions.
7. CBT is structured and
directive. Based on
notion that maladaptive
behaviors are the
result of skill deficits.
8. Based on assumption
that most emotional and
behavioral reactions are
learned. Therefore, the
goal of therapy is to help
clients unlearn their
unwanted reactions and
to learn a new way of
reacting.
9. Homework is a central
feature of CBT.
43. Three assumptions
1. Cognitive activity impacts
behavior.
2. Cognitive activity can be
monitored and changed.
3. A desired change in behavior can
be accomplished through
changing cognitions.
57. WHAT CAN DO?
COGNITIVE
• Identify negative thoughts and
thinking patterns which make you
feel unpleasant using a thought
diary (Appendix A)
• Label the type of ‘thinking error’
(Appendix B)
• Develop balanced thinking by
looking for evidence for and
against the thoughts and finding
new evidence you might
otherwise miss
• Learn new skills i.e. distraction,
positive self-talk, problem-solving
skills
BEHAVIOURAL
• Activity monitoring – link activity,
thoughts and feelings
• Become more active – this leaves
you less time to worry or listen to
your negative thoughts
• Increase pleasant activities
• Break tasks into small achievable
steps
• Face your fears – try to break
negative cycles by dropping
avoidance, escape and safety
behaviours
58. How understanding theory and practice
may help you and your organisation
• Help identify and achieve health and
work goals
In particular
Dealing with change and resistance
Modification of health and worked
related beliefs
Solution focused approach to
development of action plans
Training needs of yourself and your
workforce
Applying consultancy for your
organisational needs