Anger Management Techniques
Our man with the call bell could be handled appropriately with the right amount of emotion management skill. First, the nurse would recognize his own emotions about the situation and understand their potential, then manage them by not allowing them to disrupt professional patient care or his relationship with the patient. Second, a nurse skilled at the level of emotion management would be able to help the patient channel his building emotional state appropriately and prevent escalation to a state of withdrawal or noncompliance. It should be apparent in both of these situations that the effectiveness of emotion management depends on successfully passing through the stages of perception, facilitation, and understanding of emotion. It would, Nurse leaders, as well, benefit greatly from the high-level skill of emotion management, for reasons that include those described for the other three skill sets. Difficult patient care situations provide natural ground for the use of emotional...
The preceding competencies reflected the first three branches of the Mayer, Salovey, and Caruso (2000, 2002) model of emotional intelligence, and the next four competencies will emphasize the aptitude of emotion management, which Mayer, Salovey, and Caruso define as modulating feelings in oneself and others in order to promote growth. This level of emotional intelligence is explored in greater depth because it is often the desired outcome of emotional transactions. While recognizing, using, and understanding emotions are all essential building blocks, they are but foundational to the effective management of emotions, which leads to desired results. Team members who have mastered the first three elements can also achieve the ability to manage emotions to accomplish goals. One important emotion management skill is negotiation of conflict. Conflict, say Smith, Tutor, and Phillips, is a natural part of life, an ordinary part of human interaction, and like all other interactions, may be...
Change management goes far beyond these simple principles it was addressed much more fully in Chapter Four. But these principles are fundamental to maintaining the group spirit and morale needed to effect positive change. The team leader skilled in emotion management will be better equipped to apply these principles to their intrateam interactions.
One CEO described vision sharing this way When an oil rig foreman yells, Jump into the water those who do not actually recognize the fact that the platform is burning are less likely to jump than those who do. Why Because they anticipate the risks of jumping more than they realize the need to jump. For those who see the licking flames, the need to change location or position is obvious. For those who cannot, it is the foreman's responsibility to make them aware of the need to move. This is best accomplished by making them see the present situation, not by attempting to convince them of the glories of the new situation (Tichy and Charan, 1995). Likewise, if a team member needs emotional coaching, he must be able to see how his emotions can be used to facilitate undesirable outcomes. If he sees a need to change his behaviors in this context, the path to emotion management can begin.
Successful conflict facilitators know how to overcome destructive emotions that may be at the root of avoidance. Goleman (2003) describes steps to overcome such emotions, and Mayer, Salovey, and Caruso (2000, 2002) provide the framework for emotional skill that can be applied in conflict management. Emotion management, the highest level of their skill set, essentially involves moderating one's own emotions and helping others do the same in order to successfully navigate through situations and be more productive. Conflict is no exception what better venue is there in which to practice these management skills Rather than cower behind the hope that some day the threat will go away, conflict managers face the threat and are able to manage their emotions about it.
We would expect the empathic leader to be especially skilled in the attributes discussed earlier in the book and for empathy to contribute to each of these skills. For example, creating and motivating for change requires the emotional skill to understand the team's attitudes and feelings about change empathy enhances the skill of emotional understanding. Sharing a vision requires a great deal of emotion management in relation to others and has a great deal of empathy at its foundations. Setting an example also requires emotional skill as leaders prepare team members to lead themselves. It requires empathy to set an example that others will wish to follow.
The social risks of anger have been well publicized over the past several years. Who has not heard of ugly and tragic incidents stemming from road rage Both spouse and child abuse are almost always preceded by the perpetrator experiencing anger. Over the past half century, we psychologists have gone from teaching people how to express their anger to leading anger management seminars. Anger is something that is best controlled. you would benefit from modifying your anger level. It is never easy to change lifelong patterns, but the evidence is clear that anger management programs work. It is true that some of us are predisposed by our biological makeup to respond more strongly than others, but the experience of anger is strongly influenced by learning. If we observed our parents becoming angry frequently, we learned that anger is an expected reaction in such situations. And remember, patterns that are learned can be unlearned. One important step in modifying your anger is to learn a...
Leaders who lead by example, in contrast to the ineffective manager in the previous section, benefit from understanding emotions and where they may lead, in order to interpret the responses to what they do. Further, they learn to manage their own emotions and, by doing so, teach others to do the same. Recall that emotional identification, facilitation, and understanding are simply building blocks for emotion management. They are all key elements in example setting the primary goal is for followers to be able to manage the emotions that confront them daily. Emotionally intelligent leaders who lead by example should produce emotionally intelligent followers. After all, If your words don't stick, you haven't spoken (Useem, 2001a, p. 56).
Individual psychotherapy uses cognitive-behavioral approaches to improve problem-solving skills, communication skills, impulse control, anger management skills, and stress management skills. Family therapy is often focused on making changes within the family system, such as improving communication skills and family interactions, as well as increasing family support among family members. Peer group therapy is often focused on developing and using social skills and interpersonal skills.
Although we will probably never succeed in eliminating weekend work schedules from the health care environment, we can use this example as a starting point for other situations more relevant to nursing. Emotion management and problem solving have similarities they both require assessment of a situation and thoughtful efforts to correct it. A shortfall occurs when we as leaders fail to recognize the emotion that a problem is generating or we fail to consider the emotional element in solving it. The success of emotion management is demonstrated in the ability to process negative energies into positive outcomes (Staring, 1999).
|Anger Management Techniques|
Stay Free Through Rage Control
Learning About Stay Free Through Rage Control Can Have Amazing Benefits For Your Life. Master your emotions and live a normal life. Let’s face it. We all understand what anger is, and we've all experienced it: whether as a fleeting annoyance or as full-fledged rage.