Dec 4, 2007
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The hearing impared are often overlooked when considering services for disabled clients.Unlike more organized disabled groups,hearing impaired persons do not appear to have the type of visability that autism,development al disabilities or mental disorders appear to have. As a consequence,life skill programs such as emotional intelligence/anger management fail to consider the special needs of persons whose lives are challenged by a reduced ability to hear and or communicate with others. The stresses associated with problems hearing frequently impact self-esteem,commun ication,self-contr ol,social awareness and relationship management. All of these skills are routinely taught in Certified Anger Management Programs. Ideally,depending on the severity of the disorder,hearing impaired persons can best be seen individually rather than in groups.They are also more likely to respond to interventions which include ancillary materials such as client workbooks,CDs,DVDs ,Posters and visual clues to enhance non-verbal communication. George Anderson (Jul 20, 2010 | post #1)
The way we appraise (see) our environment at any given time is important in determining how we respond emotionally. If we appraise a situation as a threat, put-down, or an insult, we are more likely to respond with anger. If we appraise a situation positively, our response will be positive. Two people can appraise the same situation differently. Our feelings are very personal and do not follow rules of logic. We can appraise the same situation differently at different times based on our moods, level of stress, and clarity of thought and consequently respond differently. If we are hungry, angry, sad, anxious, pessimistic, optimistic or happy, our style of communication will reflect the predominate feelings which we are experiencing. If we perceive the speaker to be hostile, aggressive, demeaning or in some way negative, we will likely respond in kind. If we perceive the speaker to be compassionate, reasonable and understanding, our response will be assertive, emotionally intelligent and appropriate. When angry, our style of communication is more likely to be aggressive, passive aggressive or passive. All of these three styles of communication are ineffective and not likely to lead to a successful resolution of whatever the conflict may be. The only style or communication which is designed to clearly express what we feel and what we need from the listener is assertive communication. Communication is one of the four areas of focus in the Anderson & Anderson Anger Management Curriculum. The style of communication which we use at any given time is, to a great extent, determined by our mood, level of stress and how we appraise the situation in which we find ourselves. The assertive communicator speaks in a reasonable tone, establishes eye contact with the listener, uses “I” messages, and clearly states his or her needs, feelings and requests. He invites the listener to work towards a mutually satisfactory resolution of the conflict. He consciously influences the listener by his own behavior. He demonstrates skills in emotional intelligence. Assertive communication can be mastered by any motivated participant in an anger management course in which anger management, stress management; communication and emotional intelligence enhancement skills are taught. (Jun 10, 2009 | post #1)
The Joint Commission (disruptive physician) rulings have spawned a cottage industry of anger management centers and law firms defending hospitals or physicians. On-line anger management classes as well as hypnosis, anger addiction counseling, psychiatric treatment and Christian self-help groups are being marketed on the Internet as treatment/cure for “disruptive physicians”. Unsuspecting or unmotivated physicians are shopping to find the cheapest rather than the most comprehensive or effective programs. Hospital administrators, physician well-being committees and physician health programs are handicapped by a lack of understanding or standards for intervention programs appropriate for “disruptive physicians”. The two largest and most credible programs for disruptive physicians are the PACE Program at the University of California at San Diego and the Distressed Physician Program at Vanderbilt University School of Medicine. Both of these programs are provided in a small group format consisting of 8 participants or less and are limited to 32 persons per year. Both programs are already filled through December of 2009. Currently, the most successful “disruptive physician” intervention is one that includes a comprehensive non-psychiatric assessment based on emotional intelligence rather than personality disorders or psychopathology. Such assessments include scales on self-awareness, self-control, social awareness, relationship management, self-esteem, interpersonal assertion, stress management, communication, leadership, anger management and motivation to change. Following the assessment, feedback is given and the physician is given two client workbooks and one DVD that include skill enhancement information in the areas in which he or she scored in the deficit range. The first 12 hours of intervention can take place on-site anywhere in the United States over a two- day period or, on a weekly basis if provided in Los Angeles. Follow-up/Aftercar e is provided via phone sessions on a bi-monthly basis over a six -month period. Post- tests are provided at three months and six months. As needed sessions are available when requested. (Jun 7, 2009 | post #1)
By TRENT JACOBS The Daily Sentinel Thursday, June 04, 2009 A local heart surgeon was publicly reprimanded and fined $5,000 last Friday by the Texas Medical Board for striking an anesthesiologist during an emergency operation two years ago at Nacogdoches Memorial Hospital, according to information released by the Texas Medical Board. In the final judgment handed down against Dr. James Young, it states that the incident occurred after he had installed a pacemaker into a patient and left the hospital on April 2, 2007. When the man began bleeding in the intensive care unit, Young was called back to the ICU where the patient was already receiving CPR and it became necessary to open the man's chest then and there. Young reported that at the time there were "several procedural failures" with regards to inadequately prepared equipment needed to perform the "tense" surgery properly. Because of this, the man was rushed into the operating room, and when his blood pressure dropped significantly Young began screaming and verbally abusing medical staff, in particularly the anesthesia team as they tried to stabilize the patient, the report said. When one of the anesthesiologists cursed back at him, Young struck the other doctor in the head, according to the report. The anesthesiologist then left the room, the situation calmed down and Young completed the surgery successfully. Following the incident, various staff members at the hospital reported concern over Young's anger level during the procedure, and he was subsequently suspended indefinitely by the hospital and reported to the Texas Medical Board. Young is currently listed as the only heart specialist at Nacogdoches Medical Center with private offices in Lufkin and Nacogdoches, but their registry notes that physicians who perform services at the center are independent contractors and not employees. In May of 2007, a preliminary psychiatric evaluation concluded that Young had no mental disorders and that the situation was merely an "occupational problem." However, it was recommended that he receive treatment for his anger issues from The Center for Professional Well Being in Durham, N.C. In July of 2007, Young attended an intensive two-day course at the aforementioned facility where he fulfilled all the requirements of the course and in addition completed an anger management course at the University of California in San Diego. While this is the only time Young has been disciplined by the board he had twice before been reprimanded by hospital officials, the report said. Several years ago, he was admonished for yelling at another doctor, and about five years ago he was suspended for two weeks for shouting at a female technician who was "not up to speed." Young was quoted as saying in the report. Young has until the end of June to pay the fine. The Daily Sentinel placed phone calls to Young and Nacogdoches Memorial Hospital Administrator Tim Hayward, but neither men were available for comment and did not reply back by press time on Thursday. (Jun 5, 2009 | post #1)
Co morbidity means two or more diseases or conditions existing together in an individual. While anger is not a diagnosable mental disorder, like anxiety, depression or stress, it is frequently a symptom or condition that exist with some psychiatric disorders. Often, anger arises out of the frustrating and debilitating forces associated with other psychiatric conditions such as bipolar disorder or attention deficit hyperactive disorder. A short fuse or propensity to anger is one of the more common symptoms. In my opinion, prisons are filled with men who were never diagnosed or treated for many of these conditions such as the lack of self-control/anger management. Although research is just beginning to support the idea of a “male-based depression,” it is possible that men may instead express their depression in terms of increases in fatigue, irritability and anger (sometimes with personal or property directed aggression), loss of interest in work or hobbies, and sleep disturbances. The symptom list that appears in the DSM –IV may be more typical for women. Men who suffer from high blood pressure with anger and anxiety are more likely to suffer heart attacks or strokes. This can happen when the blood pressure rises too high often and stays above normal levels for prolonged periods. Anxiety attacks brought on by anger and anxiety issues have the same symptoms as the onset of a heart attack. This will leave the person feeling as if they are having a heart attack. In this case, it is always best to seek medical help with an anxiety or panic attack to make sure it isn't an actual heart attack. Stress, anger, hostility and depression join together to form a picture of a process leading to, heart disease, asthma, diabetes and many other illnesses. In summary, while anger is not a pathological condition, it is a powerful and common symptom of depression, anxiety and other psychiatric disorders which needs to be taken serious and addressed. (Jun 5, 2009 | post #1)
Workplace anger and hostility often manifest in ways that have received a great deal of attention from business owners, researchers, legislators, and members of the business press in recent years. Workplace violence and sexual harassment are probably the two most commonly written about forms of workplace anger and hostility. But anger and hostility can manifest themselves in other, less dramatic ways, that can nonetheless have a tremendously negative impact on a business by producing an environment marked by poor or nonexistent communication, sagging morale, excessive employee absenteeism or turnover, and a host of other undesired conditions. Business owners, managers, and employees who are unable to control their own anger or effectively respond to the angry outbursts of others will likely find that their business and/or career suffers as a result. Organizations that fail to recognize and deal effectively with the problem of workplace anger may end up with even more serious problems with which to deal. Inappropriate displays of anger can lead to all sorts of undesirable outcomes and, in the most serious cases, a company may even be legally liable if they allow a hostile environment to persist. Of course, many small businesses will never be confronted with the challenge of addressing and correcting problem workers who behave in an angry or hostile manner toward coworkers or customers. This may be because very small firms may not have employees at all. But, even firms with employees often feature a positive work environment and employ staff that enjoy their jobs and relate to one another in a professional manner. But most small business owners that have a payroll will eventually encounter someone who exhibits angry or hostile behavior and looms as a potential threat to the financial and/or spiritual health of the organization. The problem of angry outbursts is a growing problem in society generally. Robert D. Ramsey writes about the seemingly epidemic levels to which anger in our society has grown in recent years in an article that appeared in the magazine Supervision. He put it this way. "It's a modern day epidemic. Rage rules. On the road. In the airways. At sports events. And increasingly, on the job as well…. Anger is a dictator that can control lives and drive behavior. It blots out reason and blurs good judgment. Worst of all, it can lead to dangerous outbursts of violence or other destructive behaviors. Obviously, anger has no legitimate place in any business, office, shop or factory. When it occurs, someone has to see that it doesn't take root or take over the workplace. If managers don't do it, who will?" Entrepreneurs, like all business leaders, need to prepare themselves for the day when an employee's actions or words seem to be based on feelings of anger or hostility. Some small business owners underestimate the impact that workplace anger and hostility can have on their business and on their staff, and they do so at their peril. One employee who lashes out inappropriately can cause a decline in a company's general morale, can cause friction with colleagues, can cause enough distraction that productivity declines and may even be distracting enough to pose a safety hazard. Small business owners should be aware that failure to address workplace hostilities can also open them up to legal liability. Moreover, the person who engages in hostile workplace behavior does not have to be an owner or supervisor for the business owner to be vulnerable to charges concerning that person's behavior, because in the eyes of the law, business owners have the power and obligation to control their employees. (Jun 2, 2009 | post #1)
Anger is one of the most misunderstood of all of the human emotions. In spite of popular opinion, anger is not a mental or psychiatric disorder. According to the American Psychiatric Association, anger is a lifestyle issue. Therefore, anger is not listed in the Diagnostic and Statistical Manual of Nervous and Mental Disorders. Anger is often a symptom of a wide range of medical and mental disorders such as depression, anxiety, dementia, organic brain disorders as well as chemical dependency. This reality may account for the public’s lack of understanding of what anger is and what the appropriate interventions may be to help one manage his or her anger. If anger is not an illness, then it stands to reason that there is no illness to treat. Therefore, medication, psychiatric treatment, psychotherapy or counseling is neither appropriate nor useful. Anger is a normal human emotion. Anger is the response to a perceived threat or invalidation. It is a signal to mobilize one’s biological and emotional resources to respond to this perceived threat. Anger is a learned behavior. Any behavior that is learned can be unlearned. This fact offers a solution to appropriate interventions for useless anger. While anger is a normal human emotion, it is unhealthy, inappropriate and needless under the following situations: • When it is too intense • When it occurs too frequently • When it last too long • When it impacts health • When it destroys work or personal relationships • When it leads to person or property directed aggression Given the fact that anger is neither a mental disorder nor a medical illness, intervention programs must be based on strategies designed to teach enhancement skills in self-awareness, self-control, social-awareness and relationship management. These four skill sets are the four domains of emotional intelligence. The most effective anger management classes/coaching must begin with a non-psychiatric/ps ychological assessment to determine the participants’ level of functioning in the following areas: anger management, stress management, assertive communication and empathy/emotional intelligence. Following skill enhancement classes/coaching in these areas, a Post-test should be given to determine the success or lack or success of the anger management program. The most widely recognized curriculum using this model of intervention is the Anderson & Anderson Anger Management program. This model is used throughout the United States, Canada and most English speaking countries. It is the industry standard worldwide. (May 31, 2009 | post #1)
Tom, This is a good entry and does an excellent job of tying stress with anger. George (May 27, 2009 | post #1)
Inexpensive and useless on-line anger management programs are quickly becoming the most advertised programs on the Internet. Most of these programs are based in California and Texas. None of these programs are recognized by any courts anywhere. If you know of anyone tempted to use these programs, advise them to check with their local Better Business Bureau to check the status of these programs. (May 27, 2009 | post #1)
Brian, Anger is a normal human emotion. It is a problem when it is too intense, lasts too long, occurs too frequently, leads to aggression or violence, impacts your health or destroys interpersonal relationships. (May 27, 2009 | post #2)
He does indeed. Unfortunately, the training would have to be mandated. George Anderson (May 24, 2009 | post #2)
To gain from anger management classes, it is necessary for the participants to be motivated to change. While Rush needs anger management, he is unlikely to change without motivation. George Anderson (May 24, 2009 | post #1)
Hospital Administrators, Physician Well-Being Committees and Hospital Credential Committees are struggling to find appropriate resources for the assessment and treatment/interven tions for physicians whose workplace behavior has been labeled as “disruptive”. The JCAHO Sentinel Alert and Guidelines for “disruptive physicians” did not provide the appropriate guidance for intervention programs to address this issue. Things to consider in examining programs for “disruptive physicians”: • Is the program specifically designed to address behaviors defined in the Sentinel Alert as disruptive? Counseling, psychotherapy, substance abuse treatment, sexual abuse treatment or psychiatric impairment treatment are not appropriate interventions for “disruptive behavior”. • Anger Management with emotional intelligence is the intervention of choice for disruptive behavior. Emotional intelligence is a practice based intervention designed to increase competence in self-awareness, self-control, social-awareness and relationship management. Skill enhancements in these four areas are critical in improving interpersonal relationships in any setting. • Does the program offer non-psychiatric assessments designed to determine skill levels in recognizing and managing anger, recognizing and managing stress, primary and secondary styles of communication and empathy or emotional intelligence. Physicians suspected of sexual abuse, substance or psychiatric impairment should not be referred to programs for “disruptive physicians” • Does the program have curricula specifically designed to teach skills in anger management, communication, listening, empathy/emotional intelligence and stress management? The intervention strategies used in credible programs for “disruptive physicians” must be practice based with ancillary teaching material and exercises to master skill development in the above mentioned areas. • Just as aftercare in critical to maintain gains made in other mandated programs, so it is for “disruptive physician” programs. A minimum of 6 months is standard for most credible programs. Aftercare services should be provided via weekly or bi-monthly phone contacts and or small group meetings. • In recognition of the schedules of many busy physicians, programs need to be flexible enough to offer on-site intervention followed by phone sessions. In addition, these services must be made available on weekends and evenings. • The two most respected programs in the nation for “disruptive physicians” are the PACE Anger Management for Healthcare Professional at the University of San Diego and the Distressed Physician Program at Vanderbilt University School of Medicine. Both of these program are skill based with after-care components. For a list of programs which meet most of these standard mentioned above, click here: http://www.scribd. com/doc/11938908/N ationwide-Director y-of-Resources-for -Disruptive-Physic ians George Anderson, MSW, BCD, CAMF (May 21, 2009 | post #1)
Q & A with George Anderson
Anger Management Expert (GURU)
Los Angeles, California
Getty Center, UCLA, Pepponi's, and the Brentwood Country Mart.
I Belong To:
The American Association of Anger Management Providers and The American Orthopsychiatric Association.
When I'm Not on Topix:
I like driving on the coast and in the mountains with the top down.
Read My Forum Posts Because:
They are informative and sometimes humorous.
I'm Listening To:
Modern Jazz and Blues.
Read This Book:
The Practice of Control, George Anderson
Mexican Art, Jazz, Fast Cars, Great Food, and Vintage wines.
On My Mind:
How to help others achieve success.
Blog / Website / Homepage:
www.angertrends.blogspot.com and www.andersonservices.com.
I Believe In:
Encouraging others to pursue their dreams, world peace and Obama.
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