This document discusses how unconscious biases and early childhood memories shape our perceptions and feelings of inadequacy. It notes that neurons that fire together wire together, so our most familiar and comfortable memories can limit our perspectives. The document explores attachment styles like secure, ambivalent, avoidant and disorganized and how memories may be "earned" versus "learned". Common feelings of inadequacy like imposter syndrome, trauma, shame, isolation and helplessness are examined. Strategies like accountability, apology and self-care are presented as "antidotes" to overcome these feelings.
This document provides an overview of building inclusive culture through a neurobiological approach. It discusses the importance of purpose and belonging for individuals and teams. When people's sense of purpose or belonging is threatened, it can lead to team dysfunction behaviors like being a bully, micro-manager, complainer, or victim. These behaviors stem from unmet childhood needs and beliefs like entitlement, righteousness, neediness. The document outlines how to repair ruptures through trust, accountability, apology and establishing a feedback culture of safety, support and integrity. This helps shift individuals and teams to more positive behaviors, experiences and beliefs that foster collaboration, self-care, curiosity and a sense that life and others can be trusted.
This document discusses building inclusive culture through understanding why people exclude others and building trust. It explores how every interaction can build or dismantle trust through competence and warmth. It distinguishes between transactional and relational approaches and emphasizes the importance of social sensitivity, conversational turn-taking, curiosity, creativity and compassion in building an inclusive culture based on trust. The document provides frameworks for understanding exclusion and inclusion zones and coaching skills to practice building trust and inclusion.
This document discusses building an inclusive organizational culture using a neurobiological approach. It notes that relationships are what make an organization successful. Building trust, connection, integrity and participation are important but can be hindered by things like unwillingness to admit mistakes, veiled discussions, lack of healthy conflict, and hesitation to call out counterproductive behaviors. The document discusses the relationship between critical thinking, collaboration, belonging, inclusivity, disruption diversity and high performance. It notes that judgment comes from our own areas of vulnerability and shame. Ego and fears can impact teams and individuals. Different types of anger like approach anger, avoidance anger and freeze anger are discussed. The antidote to judgment is self-regulation.
Propaganda techniques are used everywhere to influence thoughts and behaviors. Some common techniques include name-calling, fear propaganda, and advertising propaganda. Name-calling links a person or group to a negative label to damage their image. Fear propaganda stresses potential disasters to redirect attention away from policy merits. Advertising propaganda cites celebrities or experts to mislead people and promote causes. It is important to recognize propaganda is unavoidable and judge information critically to avoid being misled.
The document discusses motivating people in the workplace. It identifies common motivators like money, praise, and promotion. It also stresses the importance of recognizing team members' natural skills, providing immediate recognition for desired behaviors, and addressing undesirable behaviors. The conclusion emphasizes that inspiring others through your actions to learn and achieve more is the hallmark of true leadership.
This document provides 5 essential skills for happy relationships: frequent deep communication, openness to mistakes, accepting differences, cultivating individual interests, and having a sense of humor. It discusses listening skills like reflecting feelings to make others feel understood. Top predictors of long relationships are listed as communication, accepting mistakes, differences, individual interests, going the extra mile, and humor. The document warns of escalating disputes and provides indicators to watch out for like broken promises and criticism. It promotes understanding conflicts to stop aggression.
All the concepts presented in the workshop on leadership, communication, and effective teams held at InnerSpace in San Francisco on September 24, 2015.
The document discusses Patrick Lencioni's 5 dysfunctions of a team which are: lack of focus on results, individual priorities over team success, avoidance of responsibility, unwillingness to debate ideas openly due to fear of conflict, and lack of vulnerability which prevents building trust within a team.
This document provides an overview of building inclusive culture through a neurobiological approach. It discusses the importance of purpose and belonging for individuals and teams. When people's sense of purpose or belonging is threatened, it can lead to team dysfunction behaviors like being a bully, micro-manager, complainer, or victim. These behaviors stem from unmet childhood needs and beliefs like entitlement, righteousness, neediness. The document outlines how to repair ruptures through trust, accountability, apology and establishing a feedback culture of safety, support and integrity. This helps shift individuals and teams to more positive behaviors, experiences and beliefs that foster collaboration, self-care, curiosity and a sense that life and others can be trusted.
This document discusses building inclusive culture through understanding why people exclude others and building trust. It explores how every interaction can build or dismantle trust through competence and warmth. It distinguishes between transactional and relational approaches and emphasizes the importance of social sensitivity, conversational turn-taking, curiosity, creativity and compassion in building an inclusive culture based on trust. The document provides frameworks for understanding exclusion and inclusion zones and coaching skills to practice building trust and inclusion.
This document discusses building an inclusive organizational culture using a neurobiological approach. It notes that relationships are what make an organization successful. Building trust, connection, integrity and participation are important but can be hindered by things like unwillingness to admit mistakes, veiled discussions, lack of healthy conflict, and hesitation to call out counterproductive behaviors. The document discusses the relationship between critical thinking, collaboration, belonging, inclusivity, disruption diversity and high performance. It notes that judgment comes from our own areas of vulnerability and shame. Ego and fears can impact teams and individuals. Different types of anger like approach anger, avoidance anger and freeze anger are discussed. The antidote to judgment is self-regulation.
Propaganda techniques are used everywhere to influence thoughts and behaviors. Some common techniques include name-calling, fear propaganda, and advertising propaganda. Name-calling links a person or group to a negative label to damage their image. Fear propaganda stresses potential disasters to redirect attention away from policy merits. Advertising propaganda cites celebrities or experts to mislead people and promote causes. It is important to recognize propaganda is unavoidable and judge information critically to avoid being misled.
The document discusses motivating people in the workplace. It identifies common motivators like money, praise, and promotion. It also stresses the importance of recognizing team members' natural skills, providing immediate recognition for desired behaviors, and addressing undesirable behaviors. The conclusion emphasizes that inspiring others through your actions to learn and achieve more is the hallmark of true leadership.
This document provides 5 essential skills for happy relationships: frequent deep communication, openness to mistakes, accepting differences, cultivating individual interests, and having a sense of humor. It discusses listening skills like reflecting feelings to make others feel understood. Top predictors of long relationships are listed as communication, accepting mistakes, differences, individual interests, going the extra mile, and humor. The document warns of escalating disputes and provides indicators to watch out for like broken promises and criticism. It promotes understanding conflicts to stop aggression.
All the concepts presented in the workshop on leadership, communication, and effective teams held at InnerSpace in San Francisco on September 24, 2015.
The document discusses Patrick Lencioni's 5 dysfunctions of a team which are: lack of focus on results, individual priorities over team success, avoidance of responsibility, unwillingness to debate ideas openly due to fear of conflict, and lack of vulnerability which prevents building trust within a team.
Conflict can occur between individuals, groups, or nations when their interests or needs are threatened. There are typically four stages of conflict: intrapersonal, interpersonal, intergroup, and intergroup. In response to conflict, people may fight or flee through actions like avoidance, ignoring, or denial. Conflicts are often caused by threats to needs and interests, miscommunication, destructive behaviors, unfair treatment, or disagreements over facts. The five main causes of conflict are data, interests, relationships, structures, and values. While conflicts can result in negative emotions and clouded reasoning, they can also have positive effects like surfacing issues and strengthening resolve to achieve common goals. To negotiate personal conflicts, one should understand the nature
Decision making and problem solving adlt 612 spring 2011tjcarter
This document discusses different approaches to group decision making, including examples of where poor decision making led to negative consequences. It outlines the phenomenon of groupthink, describing its symptoms such as unwavering belief in group decisions, rationalization, pressure on dissenters, and illusion of unanimity. The document also provides ways to prevent groupthink, such as establishing an open climate and avoiding isolation of the group. It references other works that discuss challenges with group decision making processes.
Decision making and problem solving adlt 612 spring 2011tjcarter
This document discusses group decision-making and problem-solving. It outlines three common approaches to group decision-making and describes potential issues like groupthink. Groupthink refers to seeking unanimous agreement despite evidence pointing elsewhere, which can lead groups to make flawed decisions. The document also discusses Maier's article on the Challenger syndrome and Jerry Harvey's concept of the Abilene paradox, where groups make decisions contrary to what members really want.
The document discusses teamwork and decision making. It explains that group decision making involves two stages: collaboration as a process of discussion, and consensus as the agreed upon outcome. Collaboration requires agreement on common goals and norms for interaction. Consensus requires supporting the group's decisions even if you may not prefer that decision. The document also covers dealing with conflicts, noting that differences of opinion are not always conflicts, and providing tips for resolving conflicts through understanding others and problem solving.
Groupthink is a phenomenon that occurs when the desire to reach consensus in a group leads to suppressed dissent and results in poor decision making. It often happens in cohesive groups where members value harmony over critical thinking. Individuals may withhold contrary opinions to avoid conflict. Symptoms include the illusion of unanimity, where members assume consensus exists when in reality people are self-censoring. Groupthink is more likely when groups are insular, have a strong leader, and members fear isolation. An example is NASA's decision to launch the space shuttle Challenger in 1986 despite known issues with its O-rings in cold weather.
The document defines conflict as a process where one party perceives that their interests are being opposed or negatively affected by another party. It notes that conflict stems from perceived threats to personal or collective goals, which are usually related to interpersonal wants. The document also discusses the iceberg model of conflict, where most of the conflict is hidden beneath the surface. It provides three definitions of conflict and lists the components of conflict as including values, interests, and emotions. The document outlines the conflict process and sources of conflict within organizations, and notes that conflict can have both positive and negative outcomes.
No matter if you are at work or at home, you are tempted to react when tensions get high. This slide show has some nuggets for why it's important to view conflict as the search for truth, why we avoid conflict, and practical tips for conflict resolution skills.
Teams! Make War, Not (Only) Love! at LAST Conf 2016 in Melbourne, AustraliaBernd Schiffer
Have you ever felt like your team’s continuous improvement is stalling, and all the best attempts of running effective retros don't get them to a higher performing state?
Teams that avoid conflict at all costs or even just feel uncomfortable embracing conflict have a big problem. They will sweep things under the carpet to not rock the boat. And often it doesn’t even matter if the boat is smoothly sailing or in trouble already. Hence, even game changing ideas end up under, instead of on the carpet, and can hence prevent amazing technical, product, and process improvements.
The reason for this behaviour is that people and whole teams fear conflict, as they don’t know how to deal with it. A team in harmony is a good thing after all, right? Wrong!
In this session we will address why you want conflict in your teams, healthy conflict of course, but conflict nevertheless. We’ll present useful strategies and tools on how teams and individuals can get in touch with conflict. You will learn how to utilise these strategies and tools for better outcomes and a much better team culture, too (even if the latter sounds counterintuitive).
So come along to be slightly pushed out of your theoretical comfort zone and learn to make (healthy) wars, not (only) love!
Teams! Make War, Not (Only) Love! (LAST Conf 2016, Melbourne, Australia)Victoria Schiffer
Have you ever felt like your team’s continuous improvement is stalling, and all the best attempts of running effective retros don't get them to a higher performing state?
Teams that avoid conflict at all costs or even just feel uncomfortable embracing conflict have a big problem. They will sweep things under the carpet to not rock the boat. And often it doesn’t even matter if the boat is smoothly sailing or in trouble already. Hence, even game changing ideas end up under, instead of on the carpet, and can hence prevent amazing technical, product, and process improvements.
The reason for this behaviour is that people and whole teams fear conflict, as they don’t know how to deal with it. A team in harmony is a good thing after all, right? Wrong!
In this session we will address why you want conflict in your teams, healthy conflict of course, but conflict nevertheless. We’ll present useful strategies and tools on how teams and individuals can get in touch with conflict. You will learn how to utilise these strategies and tools for better outcomes and a much better team culture, too (even if the latter sounds counterintuitive).
So come along to be slightly pushed out of your theoretical comfort zone and learn to make (healthy) wars, not (only) love!
Engaging and empowering communities - Cardiff conference 2013Hannah Waldram
The document provides tips for building an engaged community, including listening to community members, sharing skills and tools, and showing the bigger picture to motivate action. It also emphasizes listening to the community, being tireless in campaigning, and developing a dedicated following as a form of career insurance.
Conflict Resolution (Comprehensive) PowerPoint Presentation 149 slides with 8...Andrew Schwartz
The document discusses conflict, including defining it, explaining its causes and escalation, and methods for managing and resolving it. It notes that two main causes of conflict are a lack of communication and unmet expectations. When faced with conflict, the biological response is fight or flight, and conflict escalation should be avoided, as it becomes harder to deescalate over time. The document outlines a four step process for managing conflict and discusses various conflict resolution methods like avoidance, accommodation, problem solving, and compromise.
This document discusses conflict management in organizations. It notes that 60-80% of difficulties in organizations stem from strained employee relationships, and that replacing an employee can cost 150% of their annual salary. Fortune 500 executives also spend 20% of their time dealing with litigation. The document defines conflict as a process where one party feels their interests are being opposed or negatively affected by another. Common causes of workplace conflict include differing goals, styles, perceptions, pressures, roles, values and policies between employees. Symptoms of unresolved conflict include decreased productivity, absenteeism, costs, morale and poor communication. The document outlines strategies for managing conflict, including forcing, accommodating, avoiding, compromising and collaborating.
The document provides 5 steps to build influence and awesomeness through building trust and expertise. It discusses that influence depends on reach, which is a multiplier of one's brand, expertise, and trust. It also notes that it takes 16 good actions to overcome one bad action when building trust, and that expertise is given rather than gained through knowledge.
Thank you for sharing these thought-provoking examples. As conflict resolvers, we are often called to balance competing interests and priorities in nuanced situations with no easy answers. Our role is to help parties find their highest shared interests and humanize each other, even in the face of real harms or distrust. With empathy, creativity and a commitment to nonviolence, meaningful progress can be made.
Thank you for sharing these thought-provoking examples. As conflict resolvers, we are often called to balance competing interests and perspectives in nuanced ways. While there are rarely perfect answers, approaching each situation with empathy, creativity and commitment to understanding all sides is key.
This document discusses relationships and conflicts. It states that conflicts are a natural part of any relationship and how conflicts are resolved determines whether the relationship is healthy or unhealthy. It then classifies different types of conflicts and their common causes such as interpersonal, intrapersonal, intragroup, and intergroup conflicts. The document outlines both positive and negative aspects of conflicts and provides steps for effective conflict resolution, including identifying the problem, generating solutions, evaluating alternatives, deciding on a solution, implementing it, and following up.
Understanding Our Immunity to Change, DRS Faculty Presentation, September 2008dovemerson
Presentation on the work of Dr. Robert Kegan, by Rabbi Dov Emerson (@dovemerson) and Rabbi Elly Storch (@estorch) to the faculty of the DRS HALB Yeshiva High School for Boys, faculty in-service, September 2008.
In the silence, we can hear the voice in our head. Often, if we fail at something, many of us might use an internal critical voice that punishes us and puts us down. The critical voice in our head is a voice that may lack the gentleness we need. It lacks compassion. It can demotivate us, make us feel guilty, or cause anxiety.
The document discusses building and maintaining a strong personal brand online. It emphasizes owning your online presence through search engine optimization and generating consistent, on-brand content across multiple channels. It also addresses dealing with online criticism and crises, suggesting taking time to respond thoughtfully, showing empathy, and repurposing negative energy into furthering your goals and message. Recovering from issues involves not internalizing attacks, having empathy for other perspectives, and continuing to share authentic content.
Conflict can occur between individuals, groups, or nations when their interests or needs are threatened. There are typically four stages of conflict: intrapersonal, interpersonal, intergroup, and intergroup. In response to conflict, people may fight or flee through actions like avoidance, ignoring, or denial. Conflicts are often caused by threats to needs and interests, miscommunication, destructive behaviors, unfair treatment, or disagreements over facts. The five main causes of conflict are data, interests, relationships, structures, and values. While conflicts can result in negative emotions and clouded reasoning, they can also have positive effects like surfacing issues and strengthening resolve to achieve common goals. To negotiate personal conflicts, one should understand the nature
Decision making and problem solving adlt 612 spring 2011tjcarter
This document discusses different approaches to group decision making, including examples of where poor decision making led to negative consequences. It outlines the phenomenon of groupthink, describing its symptoms such as unwavering belief in group decisions, rationalization, pressure on dissenters, and illusion of unanimity. The document also provides ways to prevent groupthink, such as establishing an open climate and avoiding isolation of the group. It references other works that discuss challenges with group decision making processes.
Decision making and problem solving adlt 612 spring 2011tjcarter
This document discusses group decision-making and problem-solving. It outlines three common approaches to group decision-making and describes potential issues like groupthink. Groupthink refers to seeking unanimous agreement despite evidence pointing elsewhere, which can lead groups to make flawed decisions. The document also discusses Maier's article on the Challenger syndrome and Jerry Harvey's concept of the Abilene paradox, where groups make decisions contrary to what members really want.
The document discusses teamwork and decision making. It explains that group decision making involves two stages: collaboration as a process of discussion, and consensus as the agreed upon outcome. Collaboration requires agreement on common goals and norms for interaction. Consensus requires supporting the group's decisions even if you may not prefer that decision. The document also covers dealing with conflicts, noting that differences of opinion are not always conflicts, and providing tips for resolving conflicts through understanding others and problem solving.
Groupthink is a phenomenon that occurs when the desire to reach consensus in a group leads to suppressed dissent and results in poor decision making. It often happens in cohesive groups where members value harmony over critical thinking. Individuals may withhold contrary opinions to avoid conflict. Symptoms include the illusion of unanimity, where members assume consensus exists when in reality people are self-censoring. Groupthink is more likely when groups are insular, have a strong leader, and members fear isolation. An example is NASA's decision to launch the space shuttle Challenger in 1986 despite known issues with its O-rings in cold weather.
The document defines conflict as a process where one party perceives that their interests are being opposed or negatively affected by another party. It notes that conflict stems from perceived threats to personal or collective goals, which are usually related to interpersonal wants. The document also discusses the iceberg model of conflict, where most of the conflict is hidden beneath the surface. It provides three definitions of conflict and lists the components of conflict as including values, interests, and emotions. The document outlines the conflict process and sources of conflict within organizations, and notes that conflict can have both positive and negative outcomes.
No matter if you are at work or at home, you are tempted to react when tensions get high. This slide show has some nuggets for why it's important to view conflict as the search for truth, why we avoid conflict, and practical tips for conflict resolution skills.
Teams! Make War, Not (Only) Love! at LAST Conf 2016 in Melbourne, AustraliaBernd Schiffer
Have you ever felt like your team’s continuous improvement is stalling, and all the best attempts of running effective retros don't get them to a higher performing state?
Teams that avoid conflict at all costs or even just feel uncomfortable embracing conflict have a big problem. They will sweep things under the carpet to not rock the boat. And often it doesn’t even matter if the boat is smoothly sailing or in trouble already. Hence, even game changing ideas end up under, instead of on the carpet, and can hence prevent amazing technical, product, and process improvements.
The reason for this behaviour is that people and whole teams fear conflict, as they don’t know how to deal with it. A team in harmony is a good thing after all, right? Wrong!
In this session we will address why you want conflict in your teams, healthy conflict of course, but conflict nevertheless. We’ll present useful strategies and tools on how teams and individuals can get in touch with conflict. You will learn how to utilise these strategies and tools for better outcomes and a much better team culture, too (even if the latter sounds counterintuitive).
So come along to be slightly pushed out of your theoretical comfort zone and learn to make (healthy) wars, not (only) love!
Teams! Make War, Not (Only) Love! (LAST Conf 2016, Melbourne, Australia)Victoria Schiffer
Have you ever felt like your team’s continuous improvement is stalling, and all the best attempts of running effective retros don't get them to a higher performing state?
Teams that avoid conflict at all costs or even just feel uncomfortable embracing conflict have a big problem. They will sweep things under the carpet to not rock the boat. And often it doesn’t even matter if the boat is smoothly sailing or in trouble already. Hence, even game changing ideas end up under, instead of on the carpet, and can hence prevent amazing technical, product, and process improvements.
The reason for this behaviour is that people and whole teams fear conflict, as they don’t know how to deal with it. A team in harmony is a good thing after all, right? Wrong!
In this session we will address why you want conflict in your teams, healthy conflict of course, but conflict nevertheless. We’ll present useful strategies and tools on how teams and individuals can get in touch with conflict. You will learn how to utilise these strategies and tools for better outcomes and a much better team culture, too (even if the latter sounds counterintuitive).
So come along to be slightly pushed out of your theoretical comfort zone and learn to make (healthy) wars, not (only) love!
Engaging and empowering communities - Cardiff conference 2013Hannah Waldram
The document provides tips for building an engaged community, including listening to community members, sharing skills and tools, and showing the bigger picture to motivate action. It also emphasizes listening to the community, being tireless in campaigning, and developing a dedicated following as a form of career insurance.
Conflict Resolution (Comprehensive) PowerPoint Presentation 149 slides with 8...Andrew Schwartz
The document discusses conflict, including defining it, explaining its causes and escalation, and methods for managing and resolving it. It notes that two main causes of conflict are a lack of communication and unmet expectations. When faced with conflict, the biological response is fight or flight, and conflict escalation should be avoided, as it becomes harder to deescalate over time. The document outlines a four step process for managing conflict and discusses various conflict resolution methods like avoidance, accommodation, problem solving, and compromise.
This document discusses conflict management in organizations. It notes that 60-80% of difficulties in organizations stem from strained employee relationships, and that replacing an employee can cost 150% of their annual salary. Fortune 500 executives also spend 20% of their time dealing with litigation. The document defines conflict as a process where one party feels their interests are being opposed or negatively affected by another. Common causes of workplace conflict include differing goals, styles, perceptions, pressures, roles, values and policies between employees. Symptoms of unresolved conflict include decreased productivity, absenteeism, costs, morale and poor communication. The document outlines strategies for managing conflict, including forcing, accommodating, avoiding, compromising and collaborating.
The document provides 5 steps to build influence and awesomeness through building trust and expertise. It discusses that influence depends on reach, which is a multiplier of one's brand, expertise, and trust. It also notes that it takes 16 good actions to overcome one bad action when building trust, and that expertise is given rather than gained through knowledge.
Thank you for sharing these thought-provoking examples. As conflict resolvers, we are often called to balance competing interests and priorities in nuanced situations with no easy answers. Our role is to help parties find their highest shared interests and humanize each other, even in the face of real harms or distrust. With empathy, creativity and a commitment to nonviolence, meaningful progress can be made.
Thank you for sharing these thought-provoking examples. As conflict resolvers, we are often called to balance competing interests and perspectives in nuanced ways. While there are rarely perfect answers, approaching each situation with empathy, creativity and commitment to understanding all sides is key.
This document discusses relationships and conflicts. It states that conflicts are a natural part of any relationship and how conflicts are resolved determines whether the relationship is healthy or unhealthy. It then classifies different types of conflicts and their common causes such as interpersonal, intrapersonal, intragroup, and intergroup conflicts. The document outlines both positive and negative aspects of conflicts and provides steps for effective conflict resolution, including identifying the problem, generating solutions, evaluating alternatives, deciding on a solution, implementing it, and following up.
Understanding Our Immunity to Change, DRS Faculty Presentation, September 2008dovemerson
Presentation on the work of Dr. Robert Kegan, by Rabbi Dov Emerson (@dovemerson) and Rabbi Elly Storch (@estorch) to the faculty of the DRS HALB Yeshiva High School for Boys, faculty in-service, September 2008.
In the silence, we can hear the voice in our head. Often, if we fail at something, many of us might use an internal critical voice that punishes us and puts us down. The critical voice in our head is a voice that may lack the gentleness we need. It lacks compassion. It can demotivate us, make us feel guilty, or cause anxiety.
The document discusses building and maintaining a strong personal brand online. It emphasizes owning your online presence through search engine optimization and generating consistent, on-brand content across multiple channels. It also addresses dealing with online criticism and crises, suggesting taking time to respond thoughtfully, showing empathy, and repurposing negative energy into furthering your goals and message. Recovering from issues involves not internalizing attacks, having empathy for other perspectives, and continuing to share authentic content.
Open Mind Heart & Will (EBs Closing LEAD Session)AIESEC in India
The document discusses overcoming inner voices of judgment, cynicism, and fear that can hold one back from embracing change and growth. It advocates developing awareness of these voices, having courage to face them without backing down, and showing compassion for both oneself and one's fears. Facing these internal challenges wholeheartedly and engaging them honorably is more important than winning or losing. Distinguishing when to engage voices and when to let go is part of developing wisdom over time.
This document discusses the importance of empathy and developing emotional awareness. It notes that empathy requires presence and lack of divisiveness. While technology enables connection, people are more disconnected than ever. Emotions happen faster than reasoning and are influenced by the stories we tell ourselves. True empathy comes from respecting others' perspectives and recognizing that everyone has the same basic needs, emotions, and means of emotional expression. It encourages shifting away from blame and judgement towards understanding others with compassion.
The document summarizes a presentation on mental health titled "Movies for Mental Health" held at Wheaton College. The presentation included short films about mental illness, a discussion of the films, and a panel on mental health. It provided context for the event, described some films that portray mental illness, definitions of mental health and illness, the concept of stigma, and reactions to the short films from the audience. It also introduced the panel of mental health professionals who would speak.
The document outlines a 6 step model for managing emotions compassionately:
1. Acknowledge the presence of the emotion.
2. Label the emotion.
3. Identify the function of the emotion by understanding what it is communicating and its calls to action.
4. Normalise the experience by recognising suffering is part of the shared human experience.
5. Access compassion for the distress by taking the perspective of a supportive friend.
6. Alleviate the suffering through a wise action intended to show kindness to oneself.
The model is presented as a way to manage emotions with engagement, understanding and a commitment to reducing distress.
Social & Emotional Dialogue Games provide Resilience and Stress Reduction for...SeriousGamesAssoc
There are few tools to assist people with meaningful interpersonal dialogue and connection which heals and restores the self, relationships, workplace and society. From the most vulnerable to the most heroic among us, millions of people have no one to share or to process their lives and experiences with.
Trance4mation Games has developed and nationally launched first of their kind restorative dialogue games for veteran reintegration, prison reentry, diversity & inclusion, and police officer dialogue. These physical board and card games provide a safe structured space for people to explore, reflect on and share their struggles, feelings, dreams, values and experiences with one another, and to bridge and connect people across all divides and barriers. Designed to promote and facilitate connection, emotional health, resilience, stress reduction, and growth and development, these games makes courageous, authentic, heart to heart dialogue accessible and enjoyable, while bypassing the stigma of speaking on issues one is struggling with. To date, these games have impacted tens of thousands of people’s lives.
This interactive (non-confrontational!) workshop will introduce workshop participants to the Trance4mation Games’ methodology, development process, partnerships, challenges, and lessons from the field. Facilitated and presented by Leslie Robinson, a former Department of Defense Yellow Ribbon Reintegration Program Cadre speaker, National Diversity Trainer, and Psychotherapist. Join me for an uplifting experience!
Completed mount st. joseph university september 25, 2017 - powerpointMaya Grodman, MA
The document summarizes a presentation on mental health and stigma. It began with an introduction from the presenters and setting expectations. Short films about mental illness were then shown and discussed in pairs and groups. Key topics that emerged were the stigma surrounding mental illness, what it feels like, portrayals in media, and learning not to make assumptions. The discussion ended with a panel sharing their experiences and ways for participants to get involved in continuing the conversation.
1) The document discusses embracing fear and nerves when it comes to public speaking. It shares stories of lawyers experiencing extreme fear and nerves during trials but learning to confront and channel those feelings.
2) One lawyer recalls freezing during his closing argument in his first jury trial due to nerves, but finding his argument took on new life after he confessed his fear to the jury.
3) Famous trial lawyer Gerry Spence is quoted as saying one cannot be brave without embracing fear, and the document encourages facing fear rather than running from it.
This document outlines the agenda and materials for an event on mental health and movies. The event will include an introduction, screening short films about mental illness and discussing them, and a panel discussion. The films portray characters with mental illness and conditions like depression, anxiety, and schizophrenia. They aim to reduce stigma by showing the humanity of those experiencing mental health challenges. The document discusses mental health vs illness, what stigma feels like, and how the films make people feel various emotions. It encourages participants to continue the conversation and get involved with mental health advocacy.
Completed northern kentucky university september 27, 2017 - powerpointMaya Grodman, MA
The document discusses a presentation on mental health and movies. It introduces the event and organizers, provides context for discussing mental health, and shows how mental illness and wellness are portrayed in movies and society. Short films are screened and discussed in groups, addressing how they made people feel and what they learned. The presentation aims to spark conversation and understanding of mental health experiences.
Facing Forward: When Cancer Changes the Road Aheadbkling
A breast or ovarian cancer diagnosis brings unimaginable changes to a woman's life. Join us for a webinar as Julie Larson, LCSW, helps you reflect upon the psychological impact of this diagnosis. Learn how to develop strategies to face the challenges and emotions of your new normal.
The document discusses strategies for overcoming the fear of public speaking, which affects millions of people. It describes the physical symptoms people experience when feeling nervous or anxious about speaking in front of others. Several tips are provided, including practicing speeches, focusing on sharing a message rather than nerves, visualizing success, using nervous energy positively, and recognizing that audiences want speakers to succeed. Building confidence, having a supportive perception of audiences, and conveying a good first impression are emphasized as well.
This document discusses overcoming psychological barriers by changing one's mindset. It notes that we can be our own worst critics and doubt ourselves, fearing we are uninteresting or lack talent. Rejection can shatter confidence, yet we erect psychic walls to avoid emotional pain like rejection or humiliation. These walls prevent us from achieving our potential, as living freely takes more courage than staying safely behind these barriers, never fully living at all.
This document discusses grief and how it will be portrayed in a film. It defines grief as a response to loss, especially of someone who has died. Grief has physical, emotional, social, and philosophical dimensions. Common reactions to grief include crying, shock, sadness, guilt, anger, and physical symptoms. It outlines the five stages of grief: denial, anger, bargaining, depression, and acceptance. The document recommends seeking social support and professional help to cope with grief. Finally, it explains how the film will depict a grieving boy by showing emotionless expressions, crying, fatigue, reaching out to others, and being in the depression stage of grief.
This document provides guidance on finding one's authentic voice when writing memoirs or true stories. It discusses why people write true stories, including to leave a legacy, share the truth, and find freedom and healing. It addresses grappling with consequences when being open and honest, and confronting inner and outer critics who may disagree. It emphasizes listening to one's heart and having the courage to share what you feel.
The document discusses subconscious self-sabotage. It describes self-sabotaging behaviors as when one wants to do something but feels they can't or shouldn't for no logical reason. Common behaviors include setting goals just out of reach or creating roadblocks. It suggests self-sabotage stems from low self-esteem, planning to fail, or old negative programming in one's thinking. The main cause is repressed emotions stored in the subconscious mind, which is a much larger part of one's mind than the conscious mind. Changing one's focus and emptying the subconscious of repressed emotions like anger or fear can help overcome self-sabotaging behaviors.
WFG REfresh - Dorice Horenstein: The Resilient RealtorAaron Stelle
Nobody wakes up in the morning aiming for a setback. Yet setbacks and failures are impossible to avoid; Interest rates are high, no buyers, media is not accurate. You don’t sell! Can you relate? Setbacks are real and scary, and they affect not only our productivity but our relationships and even our wellness. How can you not only bounce back after a setback but continue to thrive? Dynamic Oy to Joy keynote speaker, Dorice Horenstein will share her original presentation and will provide you with the steps to be wholeheartedly resilient so your cup is not only full but overflowing with strength!
The document discusses different approaches to responding to verbal attacks. It begins by explaining the "fight or flight" responses of fighting back, withdrawing, making excuses or being deceptive. It then introduces the concept of verbal aikido, which involves defusing attacks by listening respectfully, understanding the other person's perspective, and looking for cooperative solutions to satisfy both parties' needs. The key aspects of verbal aikido outlined are responding strategically rather than reactively, disarming the other person through respectful listening, and addressing the underlying issues fueling the conflict in a win-win manner.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
3. “Unconscious bias is the very human tendency to short-cut
through the enormous amount of complex information we
receive moment by moment, and make decisions quickly,
based on what we are most familiar with, comfortable with,
or what we've done before.”
Jennifer Brown, CEO
7. SOLO ACTIVITY
WRITE DOWN 6 CHILDHOOD MEMORIES
Note which were “good”
Note which were “not so good”
8. PAIR UP
Share your general thoughts.
What stood out for you about the movie clip?
EXTRA CREDIT
Share a memory with your partner
What was the feeling?
What was the met/unmet need?
16. PAIR UP
Share your general thoughts.
Which attachment type most resonated
with/challenged you?
Which memories might be earned vs learned?
What was the impact?
21. A collection of feelings of inadequacyA collection of feelings
that persist despite evident success.
`
Imposter Syndrome
22. Trauma is unbearable and intolerable;
moments of intensity of emotion that has not been
held which freezes people in their tracks and stops
them from having a sense of warmth for themselves.
23. is the fear
that we are unworthy of
love and belonging
--Brene Brown
Shame
25. HELPLESS FEAR
BINGE
Feelings
“Life is all about me” “Life is war, you are the enemy”
“Life is way too hard” “Life is way too dangerous”
EMPTINESS ANNIHILATING RAGE
Self-deprecating Self-doubt
Self-aggrandizing Self-hate
This racial narrative is the tinest sliver of understanding when it comes to comprehending Unconsicous Bias. UB has come to mean understanding the legal definiaton of the diversity demogaphics and behaving in ways that are inclusion. This is incorrect. What is in fact the definition of UB. Let’s ask JB.
What is success? What is the opposite of success? What does failure look like? What are the feelings associated with failure?
‘Imposters’ suffer from chronic self-doubt and a sense of intellectual fraudulence that override any feelings of success or external proof of their competence. They seem unable to internalize their accomplishments, however successful they are in their field. High achieving, highly successful people often suffer, so imposter syndrome doesn’t equate with low self-esteem or a lack of self-confidence. In fact, some researchers have linked it with perfectionism, especially in women and among academics.
Santiago Ramon y Cajal – Spanish neuroscientist & Nobel laureate. He’s considered the father of neuroscience. When we talk about Uconcious bias, what we’re really talking about is Neuro-perception. We come alive when we have a ‘neuroception’ of safety. So what does that look like? A little bit like this…
Santiago Ramon y Cajal – Spanish neuroscientist & Nobel laureate. He’s considered the father of neuroscience. When we talk about Uconcious bias, what we’re really talking about is Neuro-perception. We come alive when we have a ‘neuroception’ of safety. So what does that look like? A little bit like this…
1:17-7:23
We are an amalgamation of our memories. Our memories are a colletcions of stories. This stories run concurrently. Where do our short cuts come from? Go through memories – write down a positive memory (share my Christmas story 4) and a less than positive memory (share bicycle crash with yapping dog – 5), each must be of different ages.
Write down one sentence that encompasses the memory –
Christmas is my favorite holiday because of the lights
Be humble because karma can be instant
Our internal narrative?
Hippocampus helps form memories. And our amydala is connects to the hippocampus. *** Every memory we have every had is something our brain has learned.
What we have to survive becomes embedded in our survival algorithm. Personal recollections are stored in RH. We largely store semantic (language or logic) memory in LH. Facts are generally store in RH. Autobiography is stored in RH. Amygdala is always scanning for what’s most important for our survival. Pain and discomfort could have been very important to our survival, and thus can cause huge distraction when we’re attempting to learn. Sometimes our learning happens in a single neuron. Then we have knowledge that is held in a single neuron. If we want this memory, then the neuron gets primed to deliver this memory to us. When the possibility arises that the single neuron might get picked, it becomes neurally excited. And primed to get picked. This is we have reactions. REPEATITION IS THE MOTHER OF ALL LEARNING BECAUSE IT BUILDS UNCONSCIOUS BIAS
Unconsicoius bias is simly single stories that have become shortcuts. I have a whole entire excel file tracking my client revenue hidden deep in my C drive. But I don’t have to always search for this folder, so I have created a shortcut on my deskstop. I remember faces. I can organize and categorize verbal material. I can understand language. I have long term memory here.
Let’s review – our workplaces are highly skewed LH environments. What humans needs most is to be warmly accepted, understood and cared for. This is WHY the workplace can often be so painful and difficult. People look for meaning (RH) in a LH environment. Our brains were designed for two things: belonging and forming relationships. When feel most alive when we have the neuro-perception of safety. And we have this neuro-perception as children when they have the sense that their parents are resounces. And they are able to move through the world without of the flow of cortisol or reactivity to stress than children who feel alone. This continues into adulthood – they more we have the sense that we have people with us who love us, the easier it is for our bodies, immune system and emotions. This leads a to feeling that we are accompanied. Talk about the research by James M. Cohen and shock to ankles. This is what secure attachment looks like and feels like. As children we either learn or earn way to build relationships. Our relationship brain starts to be formed in response to or lack of presence of others.
SHOW HANDS demo of types of attachemtn. DO DEMO.
When we experience exclusion, what we are actually feeling is a sense of ‘I don’t belong’. This experience of ‘I don’t belong’ gets recoded as “you are rejecting me” from the LH. A build up of rejection can lead to loneliness. And eventually can lead to isolation which can lead to indifference. There is an undercurrent of shame and or guilt.
Attachment is the way our brains and bodies are wired to understand and predict relationship
When we are attaching, we learn where we can know and feel known
The infant (executive/employee) learns that some subjective states are shareable (some emotional experiences), and some are not, and that this learning powerfully affects attachment security and the capacity for intimacy. Learning which states are shareable, and which are not, defines the arenas in which one can, and cannot, know and feel known by another’s mind.
KEY TAKEWAYS:
This learning powerful affects attachment security as well as our capacity for intimacy
This internalization of which states are sharable and which are not defines the areas in which one can and cannot know and feel known by another
In adulthood, the way we see attachment patterns showing up is in the foundation they have created for what type of COLLABORATIVE DIALOGUE is possible:
Knowing and feeling known by another’s mind is dependent on whether both partners are capable of collaborative dialogue.
Collaborative dialogue involves:
close attention to the other’s initiatives;
openness to the other’s state across the entire range of positive to negative emotions;
attempts to comprehend the state, goal, or subjective reality of the other;
the attempt to respond in a way that acknowledges, elaborates, or comments on that state;
The ability to negotiate similarity and difference;
and efforts to repair disruptions.
SECURE ATTACHMENT SUPPORTS SOCIAL ENGAGEMENT!!! OTHER FORMS OF INSECURE ATTACHMENT DO NOT SUPPORT THE EASE IN SOCIAL ENGAGEMENT!!!! <- This is how we begin to address psychological safety!
Here I am (reach) / So Glad You Are (Pull) – start with this and end with this.
Write down a sentence about what you just witnessed: You never have time for me.
Person A offers hands. Person B sees but ignores and continues to use device
2. Person B puts arms up, Person A ignores and continues to use device
3. Person B puts arms up, Person A crosses arms and taps foot
4. Person A offers hands, Person B crosses arms and pouts
5. Both persons turn away from each other consecutively and pout, arms crossed
6. Person A offers, Person B responds with "Thank you, I am good right now, perhaps another time?"
7. Person B reaches, Person A responds
The through line from exclusion to inclusion is creating a very particular flavor of trust. We talked about the QUALITY of trust in the last workshop and how that was dependant about the levels of psychological safety within a culture. I am going to give you the Rajkumari’s flavor of trust.
Am I walking away from every single interaction with the intention of building trust. Am I leaving the person with a sense of reliability and delight?
Let’s review – our workplaces are highly skewed LH environments. What humans needs most is to be warmly accepted, understood and cared for. This is WHY the workplace can often be so painful and difficult. People look for meaning (RH) in a LH environment. Our brains were designed for two things: belonging and forming relationships. When feel most alive when we have the neuro-perception of safety. And we have this neuro-perception as children when they have the sense that their parents are resounces. And they are able to move through the world without of the flow of cortisol or reactivity to stress than children who feel alone. This continues into adulthood – they more we have the sense that we have people with us who love us, the easier it is for our bodies, immune system and emotions. This leads a to feeling that we are accompanied. Talk about the research by James M. Cohen and shock to ankles. This is what secure attachment looks like and feels like. As children we either learn or earn way to build relationships. Our relationship brain starts to be formed in response to or lack of presence of others.
SHOW HANDS demo of types of attachemtn. DO DEMO.
When we experience exclusion, what we are actually feeling is a sense of ‘I don’t belong’. This experience of ‘I don’t belong’ gets recoded as “you are rejecting me” from the LH. A build up of rejection can lead to loneliness. And eventually can lead to isolation which can lead to indifference. There is an undercurrent of shame and or guilt.
The path to inadequacy is the constant doing. Guy Winch talks about… Isolation is simply self-exclusion
What is success? What is the opposite of success? What does failure look like? What are the feelings associated with failure?
‘Imposters’ suffer from chronic self-doubt and a sense of intellectual fraudulence that override any feelings of success or external proof of their competence. They seem unable to internalize their accomplishments, however successful they are in their field. High achieving, highly successful people often suffer, so imposter syndrome doesn’t equate with low self-esteem or a lack of self-confidence. In fact, some researchers have linked it with perfectionism, especially in women and among academics.
Our earliest form of learning is in fact creating relationships. Creating relationships to people as well as objects.
Our earliest form of learning is in fact creating relationships. Creating relationships to people as well as objects.
Our earliest form of learning is in fact creating relationships. Creating relationships to people as well as objects.
If you binge long enough – days, weeks, months, years and in my case decades you start to see the world through incredibly isolating lenses.
Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction
Our earliest form of learning is in fact creating relationships. Creating relationships to people as well as objects.
Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction
47:06 – 49:42
Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction
INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
So if we’re heavily towards the LH and we’re all about doing and productivity and execution and accomplishment and we just feel lonely and isolated and exhausted, what’s it going to take to shift that. To recreate a balance?
Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction