Emotional Resilience. Edmonstone, J (2013) Personal resilience for Healthcare Staff: when the going gets tough. Radcliffe Publishing, London

Transcription

1 + Edmonstone, J (2013) Personal resilience for Healthcare Staff: when the going gets tough Radcliffe Publishing, London Emotional Resilience Paul Vaughan, regional director, RCN West Midlands

2 + What is resilience? Resilience: meaning to leap back, rebound or recoil Personal resilience is the capacity and confidence to bounce back from risky and stressful adverse events, upsets and reversals of fortune both strengthened and resourceful as a result of experience Resilience (or resiliency) is our ability to adapt and bounce back when things don't go as planned. Resilient people don't wallow or dwell on failures; they acknowledge the situation, learn from their mistakes, and then move forward.

3 + Elements essential to resilience 1. Challenge Resilient people view a difficulty as a challenge, not as a paralyzing event. They look at their failures and mistakes as lessons to be learned from, and as opportunities for growth. They don't view them as a negative reflection on their abilities or self-worth. 2. Commitment Resilient people are committed to their lives and their goals, and they have a compelling reason to get out of bed in the morning. Commitment isn't just restricted to their work they commit to their relationships, their friendships, the causes they care about, and their religious or spiritual beliefs. 3. Personal Control Resilient people spend their time and energy focusing on situations and events that they have control over. Because they put their efforts where they can have the most impact, they feel empowered and confident. Those who spend time worrying about uncontrollable events can often feel lost, helpless, and powerless to take action. Susan Kobasa, research in 1970 s: hardiness

4 + Why is emotional resilience important?

5 +

6 + Behaving differently When we We do less of We do more of Add value Think about problems Believing that we add value by solving all the problems Being worries about unresolved problems Believing that we add value by focusing self and others on shared purpose Considering which problems can be solved and which require further inquiry Think about the future Detailed planning Preparedness for possibilities Resolve issues Make a difference Feeling obliged to have all the answers Believing that we should make the most difference Creating and environment for solutions to emerge for the system to enact Facilitating others to make their best possible difference

7 + Behaving differently (2) When we We do less of We do more of Achieve good outcomes Striving for perfection Supporting effective good enough approaches Solve problems Involve ourselves Stay well Pursuing the first convincing right solution Absorbing the emotion of what s happening and reacting Grabbing a sandwich when and if possible: overlooking the importance of our won well being denying our own needs Contemplating whether we are asking the right question in order to find appropriate solutions Observing what s going on and deliberately choosing how to intervene Taking time to nurture our own well-being in order to support that of others whether it be stopping to eat, drink, tidy office and so on

8 + Behaving differently (3) When we We do less of We do more of Manage time Maintain perspective Head down, focusing on todo lists, creating new to-do lists each day for short term Focusing on the minutiae of daily policy news and developments Taking time at beginning or end of each day to get a sense of what is needed and focusing energy on that and during the day taking time to pause, recollect and check where the focus of energy needs to be Staying well-informed and networked, checking in with trusted colleagues and regularly discussing the overall operating context by phone, or face-to-face not just within our own organisation but across the local operating context with trusted buddies.

9 + Personal resilience model Personal resilience Ensuring a secure base A reality orientation Ability to improvise Self care

10 Support network Physical well-being Ensuring a secure base Sense of mastery Personal values

11 Facing up to it A reality orientation Positive ideation Observing

12 Ability to improvise Developing honesty Seeing driver patterns Bricolage

13 Care Self

14 + Tools to develop personal resilience

15 + Tools to develop personal resilience Action Learning Appreciative Inquiry Personal SWOT Best boss exercise EI questionnaire The Shield Coaching/mentoring Organisational resources Giving and receiving feedback Constructing a lifeline Personal resources Trigger events Shadowing/secondments Dealing with anger in others Three types of behaviour What healthcare organisations should be doing

16 + Finding, decoding and experimenting with trigger events Think of a recent time when you felt relatively upset. Do you know what triggered it? How long did you stay under? What brought you out of it? Do you know? Depending on what your can t is, consider the following questions. How might you do the things you want to do anyway? How could you find a way to say what you need to say? How might you find a different way to get your needs met? Consider the event that triggered your upset. Did the event leave you with a can t do, can t say or can t get my needs met feeling? (Try not to focus on what they did in the event, the most important thing is to work out how it affected you). If you still have a can t, ask a colleague or friend to help you find a personal strategy to make it a can.

17 + Creating your own wrap to take with you What keeps me well? What are the triggers that I may be feeling (unwell, unhappy, overly stressed)? What can I do about them? How can I identify early warning signs? What is my action plan when things begin to go wrong?

18 + Path to developing emotional resilience Focus on being flexible Get enough sleep Practice Thought awareness Develop strong relationship with your colleagues Practice Cognitive restructuring Build your self confidence Learn from your mistakes and failures Maintain perspective Smart effective goals Choose your response