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 âwithin normal limitsâ 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 âmeta-worryâ, 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.
10. Chapter 11: Strategic Leadership
Introduction, cont.
Stress
⢠Medical field focuses on negative stressful life
demands.
⢠Selye distinguished âdistressâ and âeustressâ.
⢠General Adaptation Syndrome (GAS):
⢠Phase 1: Fear and âalarm responseâ
⢠Phase 2: âResistanceâ
⢠Phase 3: âExhaustionâ (chronic stress and
damage)
⢠Ongoing or unmanageable stress ď
⢠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 ď 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 âphobiaâ entered psych lit late 1800s.
⢠âPanicâ 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
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 âDisorders Usually First Diagnosed in
Infancy, Childhood, or Adolescenceâ, 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).
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
ââŚimpairs basic activities such as: moving through the house, cooking,
cleaning, personal hygiene, and even sleepingâ (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 Alzheimerâs 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 âhair-pulling
disorderâ has been added parentheti-cally to the disorderâs name
in DSM-5.
⢠The essential feature of this disorder is the recurrent pulling out
of oneâs 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
oneâs 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).
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.
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 â 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 ď
Acute Stress Disorder.
⢠Repeated trauma can either ď 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.
⢠âMindfulnessâ and âAcceptance-basedâ
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 ď men and women respond
differently to distress.
59. Chapter 11: Strategic Leadership
Aetiology, cont.
Integrated perspectives
⢠All factors are likely to interact.
⢠âTriple vulnerability theoryâ: 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.