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Chapter 11: Strategic Leadership
Chapter 4Chapter 4
ANXIETY, OBSESSIVE-
COMPULSIVE AND TRAUMA
RELATED DISORDERS
Chapter 11: Strategic Leadership
Chapter outline
• Introduction
• Fear, anxiety and stress
• History of anxiety and panic disorders
• Clinical picture
• Section 1: Anxiety Disorders
• Section 2: Obsessive-Compulsive and related
disorders
• Section 3: Trauma and stressor related disorders
• Cross cultural and African perspectives
Chapter 11: Strategic Leadership
Introduction
• Most common category of mental disorders;
• Prescription drugs and general health care for
those with anxiety problems is costly.
• 74% have co-morbid mental disorder.
• Sex bias: Women at greater risk.
• Anxiety results from interplay of phenomena:
• cognitive
• perceptual
• psychological
• physical
Chapter 11: Strategic Leadership
Introduction, cont.
Understanding the difference between problematic
anxiety and worry that is still ‘within normal limits’ is
important in psychology.
Chapter 11: Strategic Leadership
Introduction, cont.
• Anxiety that is not excessive is a normal state that
aids functioning.
• Anxiety is dysfunctional when it causes significant
distress and impairment.
• Worry, or anxious apprehension, very common in
people with anxiety disorders.
• Albert Ellis described ‘meta-worry’, or worry about
worry, which could complicate treatment.
Chapter 11: Strategic Leadership
Introduction, cont.
Fear
• Present-oriented mood state.
• Marked negative affect.
• Immediate fight or flight response to danger or
threat.
• Strong avoidance/escapist tendencies.
• Abrupt activation of the sympathetic nervous
system.
Chapter 11: Strategic Leadership
Introduction, cont.
Anxiety
• Future-oriented mood state.
• Marked negative affect.
• Somatic symptoms of tension.
• Apprehension about future danger or
misfortune.
• Anxiety and fear are normal emotional states in
response to threat.
• Most people have experienced some physical
symptoms of anxiety.
Chapter 11: Strategic Leadership
Introduction, cont.
Anxious and depressed mood frequently share a
similar presentation.
Chapter 11: Strategic Leadership
Introduction, cont.
Chapter 11: Strategic Leadership
Introduction, cont.
Stress
• Medical field focuses on negative stressful life
demands.
• Selye distinguished ‘distress’ and ‘eustress’.
• General Adaptation Syndrome (GAS):
• Phase 1: Fear and ‘alarm response’
• Phase 2: ‘Resistance’
• Phase 3: ‘Exhaustion’ (chronic stress and
damage)
• Ongoing or unmanageable stress 
• negative effect on immune system
• causation or maintenance of physical disorders
Chapter 11: Strategic Leadership
History of anxiety & panic disorders
• Until recently, anxiety seen as expression of
emotions (e.g. fear).
• Theorising now shifted to cognitive processes.
• Phobia = specific intense fear  avoidance
behaviours; phobias documented since Greek
mythology.
• Hippocrates: First clinical description of phobia.
• Accounts of phobia found throughout writing of
philosophers, religious writers, playwrights.
• Term ‘phobia’ entered psych lit late 1800s.
• ‘Panic’ used since 1603; derived from the
mythological Greek deity, Panikos (Pan).
• DSM-III (1980) recognised both Panic Disorder With
and Without Agoraphobia.
Chapter 11: Strategic Leadership
Clinical picture
DSM-5
Anxiety Disorders
Obsessive-Compulsive
and Related Disorders
Disorders
Trauma- and Stressor -
Related Disorders
Separation Anxiety
Disorder
Selective Mutism
Specific Phobias
Social Anxiety Disorder
Panic Disorder
Agoraphobia
Generalized Anxiety
Disorder
Obsessive- Compulsive
Disorder
Body Dysmorphic
Disorder
Hoarding Disorder
Trichotillomania
Excoriation
Reactive Attachment
Disorder
Disinhibited Social
Engagement Disorder
Posttraumatic Stress
Disorder
Acute Stress Disorder
Adjustment Disorder
Chapter 11: Strategic Leadership
ANXIETY DISORDERS
Section 1
Chapter 11: Strategic Leadership
Introduction
• In previous editions of the DSM, the anxiety
disorders (e.g. Generalized Anxiety Disorder, Panic
Disorder and Phobias), obsessive-compulsive
disorders and stress related disorders were all
grouped together in one category, Anxiety
Disorders.
• In the DSM-5, these disorders are now split into
three distinct categories, however, the sequential
order of these chapters in DSM-5 reflects the close
relationships (the presence of anxiety) among them.
• The anxiety and stress related disorders make up
the most common categories of mental disorders.
Chapter 11: Strategic Leadership
Separation Anxiety Disorder
• In previous editions of the DSM disorders that are common in children
were classified in the section ‘Disorders Usually First Diagnosed in
Infancy, Childhood, or Adolescence’, however, in the DSM-5 many of
the disorders that were in this category were moved to other sections.
• Although this disorder is primarily diagnosed in children, the criteria do
allow for this diagnosis to be made in adults as well. The core feature of
this disorder is extreme distress when an individual is separated from
other people to whom she / he are attached.
• The distress is not necessarily limited to a real, physical separation, but
may also be related to anticipated separation or persistent worry about
losing a major attachment figure (APA, 2013).
• The disorder also manifests in a number of behavioural and physical
symptoms.
• A person suffering from this disorder may be reluctant, or refuse, to go
away from home or being alone without a major attachment figure.
• They may experience recurrent nightmares (related to separation) and
physical symptoms (e.g. headaches, stomach aches, etc.,), the latter
being evident when separation occurs or is anticipated (APA, 2013).
Chapter 11: Strategic Leadership
Specific  Phobias
• Formerly called ‘simple phobias’, the Specific Phobias typically refer to a 
clearly recognisable situation or object (often inanimate) that the person 
fears (unlike Agoraphobia with its many feared situations). 
• Craske (2003) defines Specific Phobias as the marked and persistent 
fear of clearly discernable and circumscribed objects or situations. 
• When a person with a Specific Phobia encounters the feared situation or 
object, they may experience intense and immediate anxiety that could 
reach the levels of a full-blown Panic Attack. 
• For example, someone who never goes to the doctor for fear of being 
close to needles, or someone who refuses to walk on the beach for fear 
of encountering a crab, may have a Specific Phobia. Such a person is 
likely to become anxious and apprehensive at the mere suspicion that 
they will come across the specific situation or object, and will often make 
a concerted effort to avoid any contact with it.
• It is not unheard of for a person with a severe phobia of snakes, for 
instance, to avoid paging through wildlife magazines for fear of seeing a 
photograph of a snake on its pages.
Chapter 11: Strategic Leadership
Specific  Phobias cont.
• Beck (2005a) contends that many fears are innate and that they 
played an important protective function in the early years of human 
development.
• Certainly, the fear of some situations or objects has held survival 
value for human beings and has been selected during evolution 
(Barlow, 2004). 
• It is, for instance, adaptive to fear and avoid jumping into a rough 
sea alone (especially if you are a non-swimmer) or picking up 
brightly coloured snakes (which are likely to be poisonous). 
• However, with repeated exposure to many dangers, an adaptive 
mechanism may develop. 
• Firefighters who have trained to fight fires, for example, may 
experience less anxiety than would other people, even in ‘high risk’ 
situations. 
• This may be linked to the heavy reliance on behavioural and 
cognitive-behavioural treatments favoured for anxiety (Craske & 
Barlow, 2007).
Chapter 11: Strategic Leadership
•   The maladaptive fears characteristic of phobias are typically 
unreasonable or excessive (Beck, 2005b). 
• Adults are able to recognise that their phobic fears are out of 
proportion to the potential threat of the situation or object, or that they 
are simply illogical, while children will not necessarily have insight into 
this. 
• However, this ‘danger value’ tends to dominate a phobic person’s 
appraisal of a situation (not objectivity) and they are likely to estimate 
greater harm from the situation or object as they approach it. 
•   Common examples of feared objects or situations are: 
• Animal type: dogs, mice, snakes, spiders, moths, worms
• Situational type: driving in a car, flying in an airplane, elevators, 
tunnels, bridges, enclosed spaces
• Natural environment type: heights, water, thunder, lightning
• Blood-injection-injury type: blood, injection needles, medical 
practitioners, hospitals, someone else’s injury.
Specific  Phobias cont.
Chapter 11: Strategic Leadership
• People with a Specific Phobia typically experience sympathetic 
nervous system arousal that causes an alarm response and 
resultant physiological changes such as increased heart rate, 
blood pressure, respiration, and perspiration as described above. 
• They react to the phobic situation (e.g. airplane) or object (e.g. 
mouse) as if it were a truly life-threatening danger that they have to 
be prepared to either fight or flee. 
• People with a blood-injection-injury type phobia, however, exhibit 
different and unusual physiological reactions. 
• They typically experience marked decreases in heart rate and 
blood pressure when encountering their feared situation or object 
and very often faint as a result. 
• This does seem counterproductive if the fear or anxiety component 
of these disorders is a false alarm of preparation for better survival 
responses. 
Specific  Phobias cont.
Chapter 11: Strategic Leadership
Social Anxiety Disorder (Social 
Phobia)
• Social Anxiety Disorder is not the fear of a specific situation or 
object, but rather the fear of scrutiny and evaluation by others or 
being embarrassed in front of others. 
• It is defined as an excessive fear of social performance situations in 
which embarrassment is feared (Craske, 2003). 
• For most people, being judged or embarrassed in social situations 
(especially in front of important others) is an unpleasant experience. 
• Having to speak in public or perform an activity while being closely 
watched or evaluated is also not a favoured activity for most. 
• However, those who have this disorder exhibit more than moderate 
nervousness and may experience a full-blown Panic Attack in a 
social performance situation. 
• They have also been found to believe that everyone judges and 
criticises the performance skills of others (Turk, Heimberg, & Magee 
2007).
Chapter 11: Strategic Leadership
Social Anxiety Disorder
(Social  Phobia) cont.
• The socially phobic individual strongly wishes to avoid being 
observed or judged by others but, if this should occur, they 
are likely to experience anxiety, increased perspiration, 
heart palpitations, trembling and shaking, dizziness, and 
confusion. 
• People with Social Anxiety Disorder may avoid doing simple 
things such as eating or drinking with others, writing in front 
of others, or even using public toilets. 
• The more complex the social task at hand, however, the 
more likely it is for the phobia to impair performance. 
• Socially anxious people often believe that others will be able 
to notice the signs of their anxiety (although these are 
mostly more subjective than observable) and will judge them 
for it. 
Chapter 11: Strategic Leadership
Panic disorders
• Frequent Panic Attacks (PA) = Panic Disorder.
• PA can occur independently or as part of another 
anxiety disorder.
• Single episode Panic Attacks are not a disorder.
• Ancient alarm system (fight/flight) + inappropriate
and dysfunctional learning.
• ‘True alarm’ is functional; ‘false alarm’ is 
disordered.
Chapter 11: Strategic Leadership
An open setting such as a shopping mall can be a 
trigger for Agoraphobia.
Chapter 11: Strategic Leadership
Panic disorders, cont.
• Recurrent panic attacks, with anxiety and 
fear of having more attacks.
• Irregular and unpredictable attacks.
• Onset: Late adolescence to mid-thirties.
• Often mistaken for a medical condition
(e.g. heart attack).
• DSM-5 subtypes of Panic Attacks
• Cued: Situationally bound PA 
• Uncued: Unexpected PA 
• Situationally predisposed PA 
Chapter 11: Strategic Leadership
Panic disorders, cont.
As the symptoms of 
Panic Attach are 
often mistaken for 
medical conditions 
such as heart attack, 
medical teams often 
identify patients with 
Panic Disorder.
Chapter 11: Strategic Leadership
Agoraphobia
• Fear of public places, or a place that cannot easily 
be escaped from.
• Acquired fear of bodily sensations resembling a 
PA. 
• Extreme cases limit sufferer to home.
• Role of cognition and expectations important to 
treatment.
• Women twice as likely as men to develop 
disorder.
• High co-morbidity.
Chapter 11: Strategic Leadership
Phobias, cont.
Chapter 11: Strategic Leadership
Generalised Anxiety Disorder
(GAD)
• Chronic anxiety, unfocused, excessive, with 
uncontrollable worry, and bodily symptoms.
• Worry about minor and major life issues.
• Symptoms: Restlessness, irritability, chronic muscle 
tension, difficulty concentrating, disturbed sleep, and 
possible physical problems.
• Common, chronic course, affects more women.
• High co-morbidity (NB with mood disorders).
• Early onset (childhood/adolescence).
• Disagreement over excessive worry as necessary 
symptom.
• Diagnostic criteria for Overanxious Disorder of
Childhood are similar to GAD.
Chapter 11: Strategic Leadership
OBSESSIVE-COMPULSIVE DISORDER
AND RELATED DISORDERS
Section 2
Chapter 11: Strategic Leadership
Introduction
• As has been mentioned before, Obsessive-Compulsive Disorder was 
categorized as an Anxiety Disorder in the previous DSM’s. 
• This disorder was characterised by the presence of both obsessions 
and compulsions, however, this approach was restrictive as there are 
a number of disorders that are characterised by only obsessions or 
compulsions. 
• A new category, i.e. Obsessive-Compulsive and Related Disorders, 
was created in the DSM-5 and all disorder with obsessions, 
compulsions or both, were included in this category. 
• The disorders in this category are related to one another in terms of a 
range of diagnostic validators, as well as the clinical utility of grouping 
these disorders. 
• Obsessive-Compulsive Disorder has been moved from Anxiety 
Disorders to this category, and a number of new disorders have been 
introduced in this category, for example hoarding disorder and 
excoriation (skin-picking) disorder, and other disorders such as 
trichotillomania and Body Dysmorphic Disorder has been moved from 
other DSM-IV categories to this category.
Chapter 11: Strategic Leadership
Obsessive-Compulsive Disorder
• OCD classified as an anxiety disorder because
people with OCD suffer anxiety due to their
obsessions and compulsions.
• DSM-5 diagnostic criteria require either
obsessions, compulsions, or both.
• Obsessions:
• Intrusive, persistent, and anxiety-provoking
thoughts, images, or impulses
• that person is unable to control
• but recognise to be irrational.
Chapter 11: Strategic Leadership
Obsessive-Compulsive Disorder,
cont.
• Compulsions:
• Repetitive mental acts or behaviours
• that individual feels compelled to do
• to relieve obsessions and the anxiety they
produce.
• People do not usually carry out their obsessive
impulses, but feel anxiety and guilt over them.
• Compulsions can become extreme and
debilitating, or dangerous.
• Compulsions only temporarily calm anxiety.
• Childhood onset.
• Runs chronic course if not treated.
Chapter 11: Strategic Leadership
Body Dysmorphic Disorder
• Body Dysmorphic Disorder primarily concerns the
preoccupation with a perceived bodily abnormality.
• Facial features are the most common focus of concern, but
more than one body region can elicit attention.
• Concerns can be specific or vague.
• Mirror checking or avoidance, repetitive grooming, and
attempts to hide deformities are common compulsive
features.
• Concerns about a perceived bodily deformity can reach
delusional intensity. It is interesting to note than men and
women share many of the clinical features such as disliked
body areas, types of repetitive behaviours, etc., however
men are more likely to have genital preoccupations and
women more likely to have a comorbid eating disorder (APA,
2013).
Chapter 11: Strategic Leadership
Body Dysmorphic Disorder
• Depression and anxiety are common in the history
and mental state examination, and psychosocial
dysfunction can be severe.
• Suicide attempts are not uncommon. Common co-
morbid conditions are major depression and anxiety
disorders.
• Perfectionist, schizoid and narcissistic personality
traits are also found.
• An insidious onset is characteristic and it runs a
chronic course with fluctuating symptoms (Hales,
2008; Sadock & Sadock, 2000).
Chapter 11: Strategic Leadership
Hoarding Disorder
• In the DSM-IV hoarding was listed as one of the possible symptoms of
obsessive-compulsive personality disorder and it was noted that extreme
hoarding may occur in obsessive-compulsive disorder.
• However, reviewing available data seemed to indicate that there are
sufficient symptoms to warrant a separate disorder and not just a variant
of obsessive-compulsive disorder or another mental disorder.
• The core feature of this disorder is a persistent difficulty dis-carding or
parting with possessions due to a perceived need to save the items and
distress associated with discarding them (APA, 2013).
• The hoarding is excessive to such an extent that that the resulting clutter
“…impairs basic activities such as: moving through the house, cooking,
cleaning, personal hygiene, and even sleeping” (APA, 2013, p.250).
• Hoarding disorder may have unique neurobiological correlates, but is not
diagnosed if the disorder is the direct consequence of a degenerative
disorder (e.g. frontotemporal lobar degeneration or Alzheimer’s disease)
(APA, 2013).
• People with this disorder often have comorbid disorders such as major
depressive disorder, social anxiety disorder, generalized anxiety disorder
or OCD.
Chapter 11: Strategic Leadership
Trichotillomania (Hair-Pulling Disorder)
• Trichotillomania was included in DSM-IV, although “hair-pulling
disorder” has been added parentheti-cally to the disorder’s name
in DSM-5.
• The essential feature of this disorder is the recurrent pulling out
of one’s hair, which may be from any area of the body where hair
grows.
• These sites may vary over time and typically occurs in brief
episodes during the day.
• The disorder may endure for months and years and is associated
with both distress and social and occupational impairment (APA,
2013).
• Not only could the disorder lead to irreversible hair growth, but
also associated physical problems (e.g. carpal tunnel syndrome,
shoulder, back and neck pain, and trichophagia) (APA, 2013).
• The disorder seems to have a genetic vulnerability to this
disorder and it is commonly associated with OCD.
Chapter 11: Strategic Leadership
Excoriation (Skin-Picking) Disorder
• Excoriation (skin-picking) disorder is newly added to DSM-
5, with the essential feature of this disorder being picking at
one’s own skin.
• The skin picking is not limited to a particular body site and
people with this disorder may pick at healthy skin or at
minor skin irregularities (e.g. pimples, calluses, scabs,
etc.).
• It often involves rituals (e.g. searching for particular kind of
scab, pulling, examining, playing or swallowing the skin
after it has been pulled) and is often triggered by an
emotional state (e.g. anxiety, boredom, etc.)
• There seems to be a genetic vulnerability to this disorder
and it is often associated with OCD and OCD-related
disorders (APA, 2013).
Chapter 11: Strategic Leadership
TRAUMA- AND STRESSOR-
RELATED DISORDERS
Section 3
Chapter 11: Strategic Leadership
Stress disorders
• Caused by stressful/traumatic life event/s.
Chapter 11: Strategic Leadership
Reactive Attachment Disorder
• This disorder is one that is limited to infancy (at least 9 months old) or
early childhood (evident before the age of 5 years).
• The disorder is the result of extremes of insufficient care such as social
neglect or deprivation, repeated changes of primary care givers or
contexts where there are limited opportunities to form stable
attachments.
• This results in a consistent pattern of inhibited, emotionally withdrawn
behaviour toward adult caregivers such as not seeking comfort when
distressed or not responding to comfort when provided.
• The child also exhibits persistent social and emotional disturbances
such as limited responsiveness, limited positive affect and periods of
unexplained irritability, sadness or fearfulness (APA, 2013).
• It is generally accepted that children with this disorder have the capacity
to form attachments; however, due to their environments they have not
been given the opportunity to do so (APA, 2013).
• The main cause of this disorder is serious neglect, however, what is of
note is that not all children that are exposed to extreme neglect, develop
this disorder (APA, 2013).
Chapter 11: Strategic Leadership
Disinhibited Social Engagement Disorder
• In this case a child actively approaches and interacts with unfamiliar
adults in an impulsive, incautious, and overfamiliar way.
• As was the case with the previous disorder, this disorder also
seems to be the result of extreme neglect before the age of 2 years
(APA, 2013).
• This disorder, which is also limited to children, can almost be
described as the inverse of Reactive Attachment Disorder (RAD).As
opposed to RAD, children with this disorder readily approach
strangers without fear and with excessive familiarity.
• This familiarity includes a readiness to hug and accept comfort, food
or toys from an unknown person (APA, 2013).
• As is the case with RAD, serious social neglect is a diagnostic
requirement for this disorder, but again, not all seriously neglected
children develop this disorder.
• Although unconfirmed, it seems as if children who develop this
disorder may have a neurobiological vulnerability to this disorder
(APA, 2013).
Chapter 11: Strategic Leadership
Posttraumatic Stress Disorder (PTSD)
• The diagnosis of PTSD requires that a person
presents with a set of symptoms following exposure
to a traumatic event.
• The person would have to meet a certain minimum
number of each of the following three categories of
symptoms:
• Re-experiencing the traumatic event
• Avoiding associated stimuli, or emotional numbing and
detachment
• Hypervigilance and chronic arousal.
Chapter 11: Strategic Leadership
Stress disorders, cont.
Chapter 11: Strategic Leadership
Stress disorders, cont.
Posttraumatic Stress Disorder (PTSD), cont.
• Three key groups of symptoms:
• re-experiencing traumatic event
• avoiding associated stimuli; emotional numbing
and detachment
• hypervigilance and chronic arousal
• Guilt, shame, grief, distorted cognitions.
• Resilience: Most people exposed to traumatic events
will not develop PTSD.
• Research focus on harmful effects of trauma
exposure obscures possibility of Posttraumatic
Growth (PTG) (e.g. research with veteran
populations).
Chapter 11: Strategic Leadership
Acute Stress Disorder
• Same symptoms as PTSD.
• Experienced for a shorter time period following the
trauma:
• symptoms occur within one month
• symptoms last no longer than four weeks
Chapter 11: Strategic Leadership
Adjustment Disorders
• Adjustment disorders were previously a separate category in the DSM-
IV-TR, but it has now been reconceptualised in the DSM-5 as a stress-
response syndrome, and therefore fits into the category of Trauma- and
Stressor-Related Disorders.
• Previously these disorders were almost seen as residual disorders, i.e.
where a person did not meet the clinical threshold for other disorders
such Major Depression, Generalized Anxiety Disorders and the likes.
• In essence these disorders are seen to be emotional or behavioural
responses to an identifiable stressor (APA, 2013).
• The response may be due to a single (e.g. divorce) or multiple stressors
(cumulative stressful life events).
• Furthermore, these stressors may be recurrent or continuous, and may
affect only the individual or groups such as families or communities
(APA, 2013).
• The stressor can take on any form such as interpersonal difficulties,
natural disasters, health, financial, family or work problems.
• Typically the disorder develops within three months of the onset of the
stressor and lasts no longer than six months after the stressor has
ceased (APA, 2013).
Chapter 11: Strategic Leadership
Cross-cultural and African
perspectives
• People interpret psychological events from within
their cultural framework.
• Cultural variation of anxiety symptoms worldwide.
• Western values may limit cross-cultural research.
• Psychology historically emphasised empirical,
positivist understandings of people – need to also
draw on qualitative research.
• Collectivist as well as individualist cultural
perspectives need to be considered.
• Need to take note of cultural context rather than
assume Western understanding of symptoms is
universal.
Chapter 11: Strategic Leadership
Cross-cultural and African
perspectives, cont.
Imagine that the young women are American psychology
students visiting South Africa and consider the amount
of cultural knowledge they would need to gain to be
able to work here.
Chapter 11: Strategic Leadership
Cross-cultural and African
perspectives, cont.
• In SA, important to acknowledge multicultural
influences.
• Unique presentation of culture-bound syndromes.
• Anxiety disorders common in SA but data needed on
prevalence and incidence across cultural groups.
• Linked to high crime rate; exposure to trauma in SA.
• Sexualised violence (rape/sexual abuse) is NB
problem in SA.
• Rape Trauma Syndrome (RTS) - similar to PTSD.
• High incidence of motor vehicle accidents; may 
Acute Stress Disorder.
• Repeated trauma can either  resilience or
compounded vulnerability.
Chapter 11: Strategic Leadership
Aetiology
• Factors (e.g. genetic) predispose person to anxiety
disorders, but they only develop if stressor occurs.
• Diathesis-stress model: Vulnerability + Stressor
• Stressor precipitates disorder.
• Other factors maintain/perpetuate the disorder.
• Factors:
• biological (e.g. neurochemical)
• psychological (e.g. temperament)
• social (e.g. poverty)
Chapter 11: Strategic Leadership
Aetiology, cont.
Biological perspectives
Genetics
• NB for Panic Disorder and phobias.
• Inherited tendency towards anxiety (temperament).
• In SA, found COMT gene to contribute to OCD.
Brain structure and functioning
• Stress causes permanently altered brain function,
especially in HPA axis and CRF neurons .
Chapter 11: Strategic Leadership
Aetiology, cont.
Biological perspectives, cont.
Neurochemistry
• Norepinephrine, serotonin, GABA, and
cholecystokinin (CKK) believed to play a role in
Panic Disorder.
• Serotonin system functioning related to OCD.
• Limbic system involved in the physiological and
emotional responses to threat.
• In Panic Disorder, person may have over-
reactive autonomic nervous system.
• Those with GAD, also thought to have insufficient
neurotransmitter GABA.
Chapter 11: Strategic Leadership
Aetiology, cont.
Psychological perspectives
Psychodynamic
• Unconscious anxiety displaced into object or
symbol.
• GAD a result of inadequate defence mechanisms.
Humanistic
• People grow up with conditional positive regard.
• Existentialists perceive GAD as a result of not
dealing with existential issues in life.
Chapter 11: Strategic Leadership
Aetiology, cont.
Behavioural
• Classical and operant conditioning.
• Evolutionary response explains certain phobias.
• Can occur through:
• direct association
• vicarious learning
• or information transmission
• Historically, exposure-based psychological
interventions considered most effective for anxiety.
• ‘Mindfulness’ and ‘Acceptance-based’
approaches also show promise with certain anxiety
disorders.
Chapter 11: Strategic Leadership
Aetiology, cont.
Cognitive
• Social phobia develops from negative beliefs and
cognitive biases (NB in post-event processing).
• GAD develops from cognitions related to threat.
• Panic Disorder involves cognitions related to:
• physical sensations
• negative misinterpretation of sensations
• catastrophic thinking (exaggerations)
• Heightened awareness of body cues can increase
anxiety and exacerbate panic.
• OCD obsessions develop through:
• rigid, moralistic thinking
• difficulty tolerating uncertainty
Chapter 11: Strategic Leadership
Aetiology, cont.
Personality and temperament
• Shy or timid; more prone to anxiety.
• Negative affectivity and threat-based styles of
emotion explain vulnerability to disorder.
Chapter 11: Strategic Leadership
Aetiology, cont.
Psychosocial stressors
• Stress disorders arise in direct response to stressor.
• Individual vulnerability and coping capacity play a
role in occurrence and severity of maladaptive stress
reactions.
• Individual proximity directly related to risk of
developing PTSD.
Familial perspectives
• Through observational learning (e.g. of their
parents), children may learn to respond with
fear/anxiety.
Chapter 11: Strategic Leadership
Aetiology, cont.
Socio-cultural perspectives
• Environmental demands on people influence
predisposition to disorder.
• Social and cultural norms (and gender) influence
presenting with and/or admitting to symptoms.
• Sex-role socialisation  men and women respond
differently to distress.
Chapter 11: Strategic Leadership
Aetiology, cont.
Integrated perspectives
• All factors are likely to interact.
• ‘Triple vulnerability theory’: Vulnerability factors
interact to cause disorder:
• genetic
• psychological
• early learning experiences
Chapter 11: Strategic Leadership
Conclusion
• Limited consensus over classification of anxiety
disorders.
• Further changes in classification and prevalence to
be expected.
• Multiple influences of gender, culture, ethnicity,
etc. on symptom presentation.
• Aetiological knowledge still growing.
• Need broader explanatory models,
acknowledging risk (or vulnerability) factors, as well
as resilience (or protective) factors.

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Chapter 4

  • 1. Chapter 11: Strategic Leadership Chapter 4Chapter 4 ANXIETY, OBSESSIVE- COMPULSIVE AND TRAUMA RELATED DISORDERS
  • 2. Chapter 11: Strategic Leadership Chapter outline • Introduction • Fear, anxiety and stress • History of anxiety and panic disorders • Clinical picture • Section 1: Anxiety Disorders • Section 2: Obsessive-Compulsive and related disorders • Section 3: Trauma and stressor related disorders • Cross cultural and African perspectives
  • 3. Chapter 11: Strategic Leadership Introduction • Most common category of mental disorders; • Prescription drugs and general health care for those with anxiety problems is costly. • 74% have co-morbid mental disorder. • Sex bias: Women at greater risk. • Anxiety results from interplay of phenomena: • cognitive • perceptual • psychological • physical
  • 4. Chapter 11: Strategic Leadership Introduction, cont. Understanding the difference between problematic anxiety and worry that is still ‘within normal limits’ is important in psychology.
  • 5. Chapter 11: Strategic Leadership Introduction, cont. • Anxiety that is not excessive is a normal state that aids functioning. • Anxiety is dysfunctional when it causes significant distress and impairment. • Worry, or anxious apprehension, very common in people with anxiety disorders. • Albert Ellis described ‘meta-worry’, or worry about worry, which could complicate treatment.
  • 6. Chapter 11: Strategic Leadership Introduction, cont. Fear • Present-oriented mood state. • Marked negative affect. • Immediate fight or flight response to danger or threat. • Strong avoidance/escapist tendencies. • Abrupt activation of the sympathetic nervous system.
  • 7. Chapter 11: Strategic Leadership Introduction, cont. Anxiety • Future-oriented mood state. • Marked negative affect. • Somatic symptoms of tension. • Apprehension about future danger or misfortune. • Anxiety and fear are normal emotional states in response to threat. • Most people have experienced some physical symptoms of anxiety.
  • 8. Chapter 11: Strategic Leadership Introduction, cont. Anxious and depressed mood frequently share a similar presentation.
  • 9. Chapter 11: Strategic Leadership Introduction, cont.
  • 10. Chapter 11: Strategic Leadership Introduction, cont. Stress • Medical field focuses on negative stressful life demands. • Selye distinguished ‘distress’ and ‘eustress’. • General Adaptation Syndrome (GAS): • Phase 1: Fear and ‘alarm response’ • Phase 2: ‘Resistance’ • Phase 3: ‘Exhaustion’ (chronic stress and damage) • Ongoing or unmanageable stress  • negative effect on immune system • causation or maintenance of physical disorders
  • 11. Chapter 11: Strategic Leadership History of anxiety & panic disorders • Until recently, anxiety seen as expression of emotions (e.g. fear). • Theorising now shifted to cognitive processes. • Phobia = specific intense fear  avoidance behaviours; phobias documented since Greek mythology. • Hippocrates: First clinical description of phobia. • Accounts of phobia found throughout writing of philosophers, religious writers, playwrights. • Term ‘phobia’ entered psych lit late 1800s. • ‘Panic’ used since 1603; derived from the mythological Greek deity, Panikos (Pan). • DSM-III (1980) recognised both Panic Disorder With and Without Agoraphobia.
  • 12. Chapter 11: Strategic Leadership Clinical picture DSM-5 Anxiety Disorders Obsessive-Compulsive and Related Disorders Disorders Trauma- and Stressor - Related Disorders Separation Anxiety Disorder Selective Mutism Specific Phobias Social Anxiety Disorder Panic Disorder Agoraphobia Generalized Anxiety Disorder Obsessive- Compulsive Disorder Body Dysmorphic Disorder Hoarding Disorder Trichotillomania Excoriation Reactive Attachment Disorder Disinhibited Social Engagement Disorder Posttraumatic Stress Disorder Acute Stress Disorder Adjustment Disorder
  • 13. Chapter 11: Strategic Leadership ANXIETY DISORDERS Section 1
  • 14. Chapter 11: Strategic Leadership Introduction • In previous editions of the DSM, the anxiety disorders (e.g. Generalized Anxiety Disorder, Panic Disorder and Phobias), obsessive-compulsive disorders and stress related disorders were all grouped together in one category, Anxiety Disorders. • In the DSM-5, these disorders are now split into three distinct categories, however, the sequential order of these chapters in DSM-5 reflects the close relationships (the presence of anxiety) among them. • The anxiety and stress related disorders make up the most common categories of mental disorders.
  • 15. Chapter 11: Strategic Leadership Separation Anxiety Disorder • In previous editions of the DSM disorders that are common in children were classified in the section ‘Disorders Usually First Diagnosed in Infancy, Childhood, or Adolescence’, however, in the DSM-5 many of the disorders that were in this category were moved to other sections. • Although this disorder is primarily diagnosed in children, the criteria do allow for this diagnosis to be made in adults as well. The core feature of this disorder is extreme distress when an individual is separated from other people to whom she / he are attached. • The distress is not necessarily limited to a real, physical separation, but may also be related to anticipated separation or persistent worry about losing a major attachment figure (APA, 2013). • The disorder also manifests in a number of behavioural and physical symptoms. • A person suffering from this disorder may be reluctant, or refuse, to go away from home or being alone without a major attachment figure. • They may experience recurrent nightmares (related to separation) and physical symptoms (e.g. headaches, stomach aches, etc.,), the latter being evident when separation occurs or is anticipated (APA, 2013).
  • 16. Chapter 11: Strategic Leadership Specific  Phobias • Formerly called ‘simple phobias’, the Specific Phobias typically refer to a  clearly recognisable situation or object (often inanimate) that the person  fears (unlike Agoraphobia with its many feared situations).  • Craske (2003) defines Specific Phobias as the marked and persistent  fear of clearly discernable and circumscribed objects or situations.  • When a person with a Specific Phobia encounters the feared situation or  object, they may experience intense and immediate anxiety that could  reach the levels of a full-blown Panic Attack.  • For example, someone who never goes to the doctor for fear of being  close to needles, or someone who refuses to walk on the beach for fear  of encountering a crab, may have a Specific Phobia. Such a person is  likely to become anxious and apprehensive at the mere suspicion that  they will come across the specific situation or object, and will often make  a concerted effort to avoid any contact with it. • It is not unheard of for a person with a severe phobia of snakes, for  instance, to avoid paging through wildlife magazines for fear of seeing a  photograph of a snake on its pages.
  • 17. Chapter 11: Strategic Leadership Specific  Phobias cont. • Beck (2005a) contends that many fears are innate and that they  played an important protective function in the early years of human  development. • Certainly, the fear of some situations or objects has held survival  value for human beings and has been selected during evolution  (Barlow, 2004).  • It is, for instance, adaptive to fear and avoid jumping into a rough  sea alone (especially if you are a non-swimmer) or picking up  brightly coloured snakes (which are likely to be poisonous).  • However, with repeated exposure to many dangers, an adaptive  mechanism may develop.  • Firefighters who have trained to fight fires, for example, may  experience less anxiety than would other people, even in ‘high risk’  situations.  • This may be linked to the heavy reliance on behavioural and  cognitive-behavioural treatments favoured for anxiety (Craske &  Barlow, 2007).
  • 18. Chapter 11: Strategic Leadership •   The maladaptive fears characteristic of phobias are typically  unreasonable or excessive (Beck, 2005b).  • Adults are able to recognise that their phobic fears are out of  proportion to the potential threat of the situation or object, or that they  are simply illogical, while children will not necessarily have insight into  this.  • However, this ‘danger value’ tends to dominate a phobic person’s  appraisal of a situation (not objectivity) and they are likely to estimate  greater harm from the situation or object as they approach it.  •   Common examples of feared objects or situations are:  • Animal type: dogs, mice, snakes, spiders, moths, worms • Situational type: driving in a car, flying in an airplane, elevators,  tunnels, bridges, enclosed spaces • Natural environment type: heights, water, thunder, lightning • Blood-injection-injury type: blood, injection needles, medical  practitioners, hospitals, someone else’s injury. Specific  Phobias cont.
  • 19. Chapter 11: Strategic Leadership • People with a Specific Phobia typically experience sympathetic  nervous system arousal that causes an alarm response and  resultant physiological changes such as increased heart rate,  blood pressure, respiration, and perspiration as described above.  • They react to the phobic situation (e.g. airplane) or object (e.g.  mouse) as if it were a truly life-threatening danger that they have to  be prepared to either fight or flee.  • People with a blood-injection-injury type phobia, however, exhibit  different and unusual physiological reactions.  • They typically experience marked decreases in heart rate and  blood pressure when encountering their feared situation or object  and very often faint as a result.  • This does seem counterproductive if the fear or anxiety component  of these disorders is a false alarm of preparation for better survival  responses.  Specific  Phobias cont.
  • 20. Chapter 11: Strategic Leadership Social Anxiety Disorder (Social  Phobia) • Social Anxiety Disorder is not the fear of a specific situation or  object, but rather the fear of scrutiny and evaluation by others or  being embarrassed in front of others.  • It is defined as an excessive fear of social performance situations in  which embarrassment is feared (Craske, 2003).  • For most people, being judged or embarrassed in social situations  (especially in front of important others) is an unpleasant experience.  • Having to speak in public or perform an activity while being closely  watched or evaluated is also not a favoured activity for most.  • However, those who have this disorder exhibit more than moderate  nervousness and may experience a full-blown Panic Attack in a  social performance situation.  • They have also been found to believe that everyone judges and  criticises the performance skills of others (Turk, Heimberg, & Magee  2007).
  • 21. Chapter 11: Strategic Leadership Social Anxiety Disorder (Social  Phobia) cont. • The socially phobic individual strongly wishes to avoid being  observed or judged by others but, if this should occur, they  are likely to experience anxiety, increased perspiration,  heart palpitations, trembling and shaking, dizziness, and  confusion.  • People with Social Anxiety Disorder may avoid doing simple  things such as eating or drinking with others, writing in front  of others, or even using public toilets.  • The more complex the social task at hand, however, the  more likely it is for the phobia to impair performance.  • Socially anxious people often believe that others will be able  to notice the signs of their anxiety (although these are  mostly more subjective than observable) and will judge them  for it. 
  • 22. Chapter 11: Strategic Leadership Panic disorders • Frequent Panic Attacks (PA) = Panic Disorder. • PA can occur independently or as part of another  anxiety disorder. • Single episode Panic Attacks are not a disorder. • Ancient alarm system (fight/flight) + inappropriate and dysfunctional learning. • ‘True alarm’ is functional; ‘false alarm’ is  disordered.
  • 23. Chapter 11: Strategic Leadership An open setting such as a shopping mall can be a  trigger for Agoraphobia.
  • 24. Chapter 11: Strategic Leadership Panic disorders, cont. • Recurrent panic attacks, with anxiety and  fear of having more attacks. • Irregular and unpredictable attacks. • Onset: Late adolescence to mid-thirties. • Often mistaken for a medical condition (e.g. heart attack). • DSM-5 subtypes of Panic Attacks • Cued: Situationally bound PA  • Uncued: Unexpected PA  • Situationally predisposed PA 
  • 25. Chapter 11: Strategic Leadership Panic disorders, cont. As the symptoms of  Panic Attach are  often mistaken for  medical conditions  such as heart attack,  medical teams often  identify patients with  Panic Disorder.
  • 26. Chapter 11: Strategic Leadership Agoraphobia • Fear of public places, or a place that cannot easily  be escaped from. • Acquired fear of bodily sensations resembling a  PA.  • Extreme cases limit sufferer to home. • Role of cognition and expectations important to  treatment. • Women twice as likely as men to develop  disorder. • High co-morbidity.
  • 27. Chapter 11: Strategic Leadership Phobias, cont.
  • 28. Chapter 11: Strategic Leadership Generalised Anxiety Disorder (GAD) • Chronic anxiety, unfocused, excessive, with  uncontrollable worry, and bodily symptoms. • Worry about minor and major life issues. • Symptoms: Restlessness, irritability, chronic muscle  tension, difficulty concentrating, disturbed sleep, and  possible physical problems. • Common, chronic course, affects more women. • High co-morbidity (NB with mood disorders). • Early onset (childhood/adolescence). • Disagreement over excessive worry as necessary  symptom. • Diagnostic criteria for Overanxious Disorder of Childhood are similar to GAD.
  • 29. Chapter 11: Strategic Leadership OBSESSIVE-COMPULSIVE DISORDER AND RELATED DISORDERS Section 2
  • 30. Chapter 11: Strategic Leadership Introduction • As has been mentioned before, Obsessive-Compulsive Disorder was  categorized as an Anxiety Disorder in the previous DSM’s.  • This disorder was characterised by the presence of both obsessions  and compulsions, however, this approach was restrictive as there are  a number of disorders that are characterised by only obsessions or  compulsions.  • A new category, i.e. Obsessive-Compulsive and Related Disorders,  was created in the DSM-5 and all disorder with obsessions,  compulsions or both, were included in this category.  • The disorders in this category are related to one another in terms of a  range of diagnostic validators, as well as the clinical utility of grouping  these disorders.  • Obsessive-Compulsive Disorder has been moved from Anxiety  Disorders to this category, and a number of new disorders have been  introduced in this category, for example hoarding disorder and  excoriation (skin-picking) disorder, and other disorders such as  trichotillomania and Body Dysmorphic Disorder has been moved from  other DSM-IV categories to this category.
  • 31. Chapter 11: Strategic Leadership Obsessive-Compulsive Disorder • OCD classified as an anxiety disorder because people with OCD suffer anxiety due to their obsessions and compulsions. • DSM-5 diagnostic criteria require either obsessions, compulsions, or both. • Obsessions: • Intrusive, persistent, and anxiety-provoking thoughts, images, or impulses • that person is unable to control • but recognise to be irrational.
  • 32. Chapter 11: Strategic Leadership Obsessive-Compulsive Disorder, cont. • Compulsions: • Repetitive mental acts or behaviours • that individual feels compelled to do • to relieve obsessions and the anxiety they produce. • People do not usually carry out their obsessive impulses, but feel anxiety and guilt over them. • Compulsions can become extreme and debilitating, or dangerous. • Compulsions only temporarily calm anxiety. • Childhood onset. • Runs chronic course if not treated.
  • 33. Chapter 11: Strategic Leadership Body Dysmorphic Disorder • Body Dysmorphic Disorder primarily concerns the preoccupation with a perceived bodily abnormality. • Facial features are the most common focus of concern, but more than one body region can elicit attention. • Concerns can be specific or vague. • Mirror checking or avoidance, repetitive grooming, and attempts to hide deformities are common compulsive features. • Concerns about a perceived bodily deformity can reach delusional intensity. It is interesting to note than men and women share many of the clinical features such as disliked body areas, types of repetitive behaviours, etc., however men are more likely to have genital preoccupations and women more likely to have a comorbid eating disorder (APA, 2013).
  • 34. Chapter 11: Strategic Leadership Body Dysmorphic Disorder • Depression and anxiety are common in the history and mental state examination, and psychosocial dysfunction can be severe. • Suicide attempts are not uncommon. Common co- morbid conditions are major depression and anxiety disorders. • Perfectionist, schizoid and narcissistic personality traits are also found. • An insidious onset is characteristic and it runs a chronic course with fluctuating symptoms (Hales, 2008; Sadock & Sadock, 2000).
  • 35. Chapter 11: Strategic Leadership Hoarding Disorder • In the DSM-IV hoarding was listed as one of the possible symptoms of obsessive-compulsive personality disorder and it was noted that extreme hoarding may occur in obsessive-compulsive disorder. • However, reviewing available data seemed to indicate that there are sufficient symptoms to warrant a separate disorder and not just a variant of obsessive-compulsive disorder or another mental disorder. • The core feature of this disorder is a persistent difficulty dis-carding or parting with possessions due to a perceived need to save the items and distress associated with discarding them (APA, 2013). • The hoarding is excessive to such an extent that that the resulting clutter “…impairs basic activities such as: moving through the house, cooking, cleaning, personal hygiene, and even sleeping” (APA, 2013, p.250). • Hoarding disorder may have unique neurobiological correlates, but is not diagnosed if the disorder is the direct consequence of a degenerative disorder (e.g. frontotemporal lobar degeneration or Alzheimer’s disease) (APA, 2013). • People with this disorder often have comorbid disorders such as major depressive disorder, social anxiety disorder, generalized anxiety disorder or OCD.
  • 36. Chapter 11: Strategic Leadership Trichotillomania (Hair-Pulling Disorder) • Trichotillomania was included in DSM-IV, although “hair-pulling disorder” has been added parentheti-cally to the disorder’s name in DSM-5. • The essential feature of this disorder is the recurrent pulling out of one’s hair, which may be from any area of the body where hair grows. • These sites may vary over time and typically occurs in brief episodes during the day. • The disorder may endure for months and years and is associated with both distress and social and occupational impairment (APA, 2013). • Not only could the disorder lead to irreversible hair growth, but also associated physical problems (e.g. carpal tunnel syndrome, shoulder, back and neck pain, and trichophagia) (APA, 2013). • The disorder seems to have a genetic vulnerability to this disorder and it is commonly associated with OCD.
  • 37. Chapter 11: Strategic Leadership Excoriation (Skin-Picking) Disorder • Excoriation (skin-picking) disorder is newly added to DSM- 5, with the essential feature of this disorder being picking at one’s own skin. • The skin picking is not limited to a particular body site and people with this disorder may pick at healthy skin or at minor skin irregularities (e.g. pimples, calluses, scabs, etc.). • It often involves rituals (e.g. searching for particular kind of scab, pulling, examining, playing or swallowing the skin after it has been pulled) and is often triggered by an emotional state (e.g. anxiety, boredom, etc.) • There seems to be a genetic vulnerability to this disorder and it is often associated with OCD and OCD-related disorders (APA, 2013).
  • 38. Chapter 11: Strategic Leadership TRAUMA- AND STRESSOR- RELATED DISORDERS Section 3
  • 39. Chapter 11: Strategic Leadership Stress disorders • Caused by stressful/traumatic life event/s.
  • 40. Chapter 11: Strategic Leadership Reactive Attachment Disorder • This disorder is one that is limited to infancy (at least 9 months old) or early childhood (evident before the age of 5 years). • The disorder is the result of extremes of insufficient care such as social neglect or deprivation, repeated changes of primary care givers or contexts where there are limited opportunities to form stable attachments. • This results in a consistent pattern of inhibited, emotionally withdrawn behaviour toward adult caregivers such as not seeking comfort when distressed or not responding to comfort when provided. • The child also exhibits persistent social and emotional disturbances such as limited responsiveness, limited positive affect and periods of unexplained irritability, sadness or fearfulness (APA, 2013). • It is generally accepted that children with this disorder have the capacity to form attachments; however, due to their environments they have not been given the opportunity to do so (APA, 2013). • The main cause of this disorder is serious neglect, however, what is of note is that not all children that are exposed to extreme neglect, develop this disorder (APA, 2013).
  • 41. Chapter 11: Strategic Leadership Disinhibited Social Engagement Disorder • In this case a child actively approaches and interacts with unfamiliar adults in an impulsive, incautious, and overfamiliar way. • As was the case with the previous disorder, this disorder also seems to be the result of extreme neglect before the age of 2 years (APA, 2013). • This disorder, which is also limited to children, can almost be described as the inverse of Reactive Attachment Disorder (RAD).As opposed to RAD, children with this disorder readily approach strangers without fear and with excessive familiarity. • This familiarity includes a readiness to hug and accept comfort, food or toys from an unknown person (APA, 2013). • As is the case with RAD, serious social neglect is a diagnostic requirement for this disorder, but again, not all seriously neglected children develop this disorder. • Although unconfirmed, it seems as if children who develop this disorder may have a neurobiological vulnerability to this disorder (APA, 2013).
  • 42. Chapter 11: Strategic Leadership Posttraumatic Stress Disorder (PTSD) • The diagnosis of PTSD requires that a person presents with a set of symptoms following exposure to a traumatic event. • The person would have to meet a certain minimum number of each of the following three categories of symptoms: • Re-experiencing the traumatic event • Avoiding associated stimuli, or emotional numbing and detachment • Hypervigilance and chronic arousal.
  • 43. Chapter 11: Strategic Leadership Stress disorders, cont.
  • 44. Chapter 11: Strategic Leadership Stress disorders, cont. Posttraumatic Stress Disorder (PTSD), cont. • Three key groups of symptoms: • re-experiencing traumatic event • avoiding associated stimuli; emotional numbing and detachment • hypervigilance and chronic arousal • Guilt, shame, grief, distorted cognitions. • Resilience: Most people exposed to traumatic events will not develop PTSD. • Research focus on harmful effects of trauma exposure obscures possibility of Posttraumatic Growth (PTG) (e.g. research with veteran populations).
  • 45. Chapter 11: Strategic Leadership Acute Stress Disorder • Same symptoms as PTSD. • Experienced for a shorter time period following the trauma: • symptoms occur within one month • symptoms last no longer than four weeks
  • 46. Chapter 11: Strategic Leadership Adjustment Disorders • Adjustment disorders were previously a separate category in the DSM- IV-TR, but it has now been reconceptualised in the DSM-5 as a stress- response syndrome, and therefore fits into the category of Trauma- and Stressor-Related Disorders. • Previously these disorders were almost seen as residual disorders, i.e. where a person did not meet the clinical threshold for other disorders such Major Depression, Generalized Anxiety Disorders and the likes. • In essence these disorders are seen to be emotional or behavioural responses to an identifiable stressor (APA, 2013). • The response may be due to a single (e.g. divorce) or multiple stressors (cumulative stressful life events). • Furthermore, these stressors may be recurrent or continuous, and may affect only the individual or groups such as families or communities (APA, 2013). • The stressor can take on any form such as interpersonal difficulties, natural disasters, health, financial, family or work problems. • Typically the disorder develops within three months of the onset of the stressor and lasts no longer than six months after the stressor has ceased (APA, 2013).
  • 47. Chapter 11: Strategic Leadership Cross-cultural and African perspectives • People interpret psychological events from within their cultural framework. • Cultural variation of anxiety symptoms worldwide. • Western values may limit cross-cultural research. • Psychology historically emphasised empirical, positivist understandings of people – need to also draw on qualitative research. • Collectivist as well as individualist cultural perspectives need to be considered. • Need to take note of cultural context rather than assume Western understanding of symptoms is universal.
  • 48. Chapter 11: Strategic Leadership Cross-cultural and African perspectives, cont. Imagine that the young women are American psychology students visiting South Africa and consider the amount of cultural knowledge they would need to gain to be able to work here.
  • 49. Chapter 11: Strategic Leadership Cross-cultural and African perspectives, cont. • In SA, important to acknowledge multicultural influences. • Unique presentation of culture-bound syndromes. • Anxiety disorders common in SA but data needed on prevalence and incidence across cultural groups. • Linked to high crime rate; exposure to trauma in SA. • Sexualised violence (rape/sexual abuse) is NB problem in SA. • Rape Trauma Syndrome (RTS) - similar to PTSD. • High incidence of motor vehicle accidents; may  Acute Stress Disorder. • Repeated trauma can either  resilience or compounded vulnerability.
  • 50. Chapter 11: Strategic Leadership Aetiology • Factors (e.g. genetic) predispose person to anxiety disorders, but they only develop if stressor occurs. • Diathesis-stress model: Vulnerability + Stressor • Stressor precipitates disorder. • Other factors maintain/perpetuate the disorder. • Factors: • biological (e.g. neurochemical) • psychological (e.g. temperament) • social (e.g. poverty)
  • 51. Chapter 11: Strategic Leadership Aetiology, cont. Biological perspectives Genetics • NB for Panic Disorder and phobias. • Inherited tendency towards anxiety (temperament). • In SA, found COMT gene to contribute to OCD. Brain structure and functioning • Stress causes permanently altered brain function, especially in HPA axis and CRF neurons .
  • 52. Chapter 11: Strategic Leadership Aetiology, cont. Biological perspectives, cont. Neurochemistry • Norepinephrine, serotonin, GABA, and cholecystokinin (CKK) believed to play a role in Panic Disorder. • Serotonin system functioning related to OCD. • Limbic system involved in the physiological and emotional responses to threat. • In Panic Disorder, person may have over- reactive autonomic nervous system. • Those with GAD, also thought to have insufficient neurotransmitter GABA.
  • 53. Chapter 11: Strategic Leadership Aetiology, cont. Psychological perspectives Psychodynamic • Unconscious anxiety displaced into object or symbol. • GAD a result of inadequate defence mechanisms. Humanistic • People grow up with conditional positive regard. • Existentialists perceive GAD as a result of not dealing with existential issues in life.
  • 54. Chapter 11: Strategic Leadership Aetiology, cont. Behavioural • Classical and operant conditioning. • Evolutionary response explains certain phobias. • Can occur through: • direct association • vicarious learning • or information transmission • Historically, exposure-based psychological interventions considered most effective for anxiety. • ‘Mindfulness’ and ‘Acceptance-based’ approaches also show promise with certain anxiety disorders.
  • 55. Chapter 11: Strategic Leadership Aetiology, cont. Cognitive • Social phobia develops from negative beliefs and cognitive biases (NB in post-event processing). • GAD develops from cognitions related to threat. • Panic Disorder involves cognitions related to: • physical sensations • negative misinterpretation of sensations • catastrophic thinking (exaggerations) • Heightened awareness of body cues can increase anxiety and exacerbate panic. • OCD obsessions develop through: • rigid, moralistic thinking • difficulty tolerating uncertainty
  • 56. Chapter 11: Strategic Leadership Aetiology, cont. Personality and temperament • Shy or timid; more prone to anxiety. • Negative affectivity and threat-based styles of emotion explain vulnerability to disorder.
  • 57. Chapter 11: Strategic Leadership Aetiology, cont. Psychosocial stressors • Stress disorders arise in direct response to stressor. • Individual vulnerability and coping capacity play a role in occurrence and severity of maladaptive stress reactions. • Individual proximity directly related to risk of developing PTSD. Familial perspectives • Through observational learning (e.g. of their parents), children may learn to respond with fear/anxiety.
  • 58. Chapter 11: Strategic Leadership Aetiology, cont. Socio-cultural perspectives • Environmental demands on people influence predisposition to disorder. • Social and cultural norms (and gender) influence presenting with and/or admitting to symptoms. • Sex-role socialisation  men and women respond differently to distress.
  • 59. Chapter 11: Strategic Leadership Aetiology, cont. Integrated perspectives • All factors are likely to interact. • ‘Triple vulnerability theory’: Vulnerability factors interact to cause disorder: • genetic • psychological • early learning experiences
  • 60. Chapter 11: Strategic Leadership Conclusion • Limited consensus over classification of anxiety disorders. • Further changes in classification and prevalence to be expected. • Multiple influences of gender, culture, ethnicity, etc. on symptom presentation. • Aetiological knowledge still growing. • Need broader explanatory models, acknowledging risk (or vulnerability) factors, as well as resilience (or protective) factors.