The document provides an overview of a presentation on resilience. It discusses definitions of resilience from research and outlines factors that build resilience like emotion regulation, impulse control, optimism, and self-efficacy. The presentation plan includes explaining theories and research on resilience, demonstrating real-time resilience tools in small group practice, and discussing common thinking traps and skills from positive psychology programs to improve resilience.

1. Andrew Soren
09/17/2014
TODN
RESILIENCE

2. WELCOME!
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3. WHO IS THIS GUY?
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4. 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. 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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6. Participate
Ask questions
Respect the needs of others – beware of FOMO
Have fun
What else?
DESIGNED ALLIANCE
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7. (Reivich & Shatte, 2002)
RESILIENCE FACTORS LESSONS FROM PRP & MRT
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8. 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

9. 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

10. Ability to identify emotional experiences and control emotional response to external events
EMOTION AWARENESS / REGULATION
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11. Ability to control behavior to achieve goals
Delay gratification and tolerate ambiguity
IMPULSE CONTROL
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12. Optimism wed to reality, focus on what is controllable
Explanatory Style
[not] me
[not] always
[not] everything
OPTIMISM
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13. Thinking flexibly and accurately about the causes and implications of problems, perspective taking
FLEXIBLE AND ACCURATE THINKING
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14. Identifying and understanding the emotions of others, social support
EMPATHY AND CONNECTION
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15. What I believe I can do with my skills under certain conditions, sense of mastery, solution focused
SELF-EFFICACY
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16. 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

17. 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+ facilitators 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

18. 18
BREAK TIME!

19. Ellis’ Cognitive Behavioral Model

20. A = ACTIVATING EVENT
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Anything that triggers a cascade of feelings or behaviours.
Could be good or bad.

21. 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?

22. 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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23. Emotions:
what you feel in the moment
Behaviours:
what you do in the moment
C = CONSEQUENCES
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24. ABC WORKSHEET
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25. B-C CONNECTIONS
Copyright ©2009 by The Trustees of the University of Pennsylvania. All rights reserved.
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26. 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?
Overgeneralizing
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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27. 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?

29. What do you want to know?
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30. 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