Resilience and Self Management Culture

Question: Discuss about the Resilience and Self Management Culture. Answer: Introduction Werner and Johnson (2014; p.702) develop suggestions that resilience and protective factors tend to be the positive counterparts to vulnerability situation, which tends to denote an individual susceptibility to disorder or risk factors which tend to be psychologically hazards and increase the likeability of negative development outcome in a certain group of people. As a result of such factors psychologists have been interested in constructing the resilience factors, which according to Carrey Ungar (2000) is the dynamic process where people display their positive adaptation despite the experiences that have significant adversity or trauma. Therefore, resilience tends to be categorized as an existing continuum that is vulnerable and implies a particular resistance to psychopathology, though it isnt invulnerable to the development of psychiatric disorder. Theories developed in the past in regards to resilience emphasize on the identification of child characteristics that is associated with positive outcomes in the face of adversity (Keene et al, 2010). Current theories tend to view resilience as a multidimensional construction which is made of constitutional variables like temperament and personality in additional to the specific skills that enhance individuals to cope well with traumatic life events (Mancini, 2012). Despite people suffering from serious traumatic conditions of extreme deprivation, stress and serious threats, resilience has been an important factor that has enables them to manage and endure to full recovery out of the trauma. Resilience a term taken from physics study of materials has aroused great interest in the study of variables involved. As a result the concept has gained a lot of significance in the health field analysis and expanded to greater context such as being educational and in social context. The concept has been applied in business and public welfare but receives greater connation to mental health. Hence, the interest to resilience tends not to be limited to variables that define it but those that create contributions to its development and strengthening which never refers to the context only but extreme events. Edwards (2009) defines resilience as findings that some individuals have good psychological outcomes despite them suffering in the past. Hence, it is not i mmunity but the ability to recover from past adverse experiences as a result scholars believes that it isnt just about adversity but the ability to grow and develop during difficult situations. Therefore, when defining resilience it is significant to always remember to distinguish the factors that define it to those that modulate it. Making it essential that when distinguishing resilience you should ensure you relate it with stress resistance, invulnerability, mental toughness and adaptive characters (Huggard, 2008). Resilience also tends to have certain advantages. For instance, resilience model tends to provide focus on health and well being. Hence, it tends to stand in contrast to medical model whose aim is primarily on illness and treatment of symptoms. Secondly, resilience tends to allow the examination of risky and unhealthy characters, thus it tends to support in the provision of different perspectives in regards to certain characters which are referred to as unhealthy or risky. Lastly, the resilience model tends to be holistic. Bilman (2012) perceives that the primary aim of resilience is to offer practice situations that provide a feeling of patients being understood and that one that gives them reassurance of their strengths and self management potential. The above discussion will serve as an important vehicle through which I will use in the development of how organizations can manage resilience at work place. Therefore, I will consider several activities that will support resilience th ey are employee assistance programmes, debriefing sessions to bring regular practise, supppor managers and work environment, flexible and supportive roster, having an option for staff to access a mentor, recreational place where one can relax/ exercise or even practice yoga, acknowledge positives in a persons improvement to job satisfaction. Employee Assistance Programs: As a leader in an organization I established some certain distraction techniques that are of significance to employees in an organization (Roelofs Jol, 2010). For instance, my basic form of distraction mainly involves listening to music which tends to effective when stressed. I also tend to at times walk from work to home as a way of relieving work stress. In some cases I do some cooking where I invite friend and we hang around talking about life matter. The act of interacting and hanging out with friends relieves stress as we share our daily experience and encourage each other. At times in the weekend when free from work I enjoy gardening as well as doing some interior decoration and photography. This tend to be great activities which involve critical thinking, thus removes my thoughts out of the medical world to the art world. Setting up of recreational facilities in an organization tends to be significant: In most cases exercise has proven to be helpful towards self management (Stein et al, 2013). Other mindful activities that one could engage in include YOGA whenever an employee is stressed. Thus, it lowers the levels of stress and therefore I tend to continuously engage in the program to reduce any form of stress. Hence, as listed in this paragraph the engagement in these activities tend to be substantial in self management and resilience. Debriefing session for the purpose of bringing a regular practise in workplace: Debriefing tends to be a useful component in regards to staff support for nurses and other healthcare professions working in hospitals. In most cases, it value is only recognized and acknowledged by hospitals. By description debriefing tends to be a valuable way that anticipates events, different situations and unexpected traumatic events (Carrey Ungar, 2012). For instance, in the cardiac department crisis emergencies are stressful, sudden, unexpected and overwhelming it tends to create some strain in regards to ones ability to cope with such situations. Hence, in most instances as a health cardiac nurse one tends to be fairly resilient, but whenever debriefing is done after the occurrence of such events you get to hear the whole story of the people involved. Therefore, it helps in making us understand the whole sense of what happened. As a result, the sharing aspect tends to escalate the ability of copi ng with such events effectively. Debriefing tends to be valuable as it allows staffs to share their different perspective in regards to their line of duty. Additionally, it enables groups to support each other through shared experience. Hence, as time passes the result of debriefing tends to be seen because of its sharing value that increases the ability of health professions to manage themselves. As a nurse in the cardiac profession, one tends to get exposed to events and circumstances that are overwhelming. In most instances the emerging situations tend to be challenging and unexpected e.g. death of a patient or death of a young person in-front of their traumatised family. Hence, the inability of the medicine to cure or lower the suffering of patients may become a challenge to our concept of good death or complex family and social situations that lead to difficulties. Therefore, multiple deaths could lead to emotional overload and stress among healthcare professions (Werner Johns on, 2014). Therefore, since it is inevitable in this cardiac field to experience or witness stressful, unexpected or traumatic events (Stein et al, 2003). There is the need of adequate support from all angles to mitigate the psychological thoughts and emotional effects. Hence, the ability of healthcare professions to engage debriefing tends to be valuable addiction to support their practice. Supportive Managers and Work Environment: Managers are often expected to provide resilience strategies that are effective in an organization. Therefore, whenever an individual responds actively and constructively to someone who shares positive experience, love or relationship, it means that there is enhancement of mental toughness and fostering strong relationships which are key for a resilience leader. Hence, strong relationships tend to bring leaders and staff together in a systematic way that enhances or enables them to cope with terrible failures that could cost lives, as they advance their capability to staffs to flourish and flounder in their daily operations (Huggard, 2008). Strong relationships through support of managers in work environment also diminishes the negative focus and concentrate more on the positive, thus the levels of pessimistic among staffs reduces to the optimistic factor. Hence, strong relationships will build better healthcare professions, as it will be expected that employees exposed to the factor of resilience become efficient in their daily operations compared to those not exposed (Baverstock, 2006). Flexible and supportive/accommodation rosters: Resilience capacity tends to be available within individuals and organization; this is in regards to the culture of work unit and the organization (Chvostek Cockburn, 2008). Hence, nurse managers should ensure that they establish a flexible and supportive/ accommodation roster culture unit via communication where individuals and groups that convey positive in regards to the set expectations for performance. Acknowledging Positives in a Person or Ward to Improve Job Satisfaction: Nurse leaders can build resilience using several steps which include assessment, acceptance, adaptation and advancements. Perhaps, it would be significant to elaborate on these strategies: Assessment- here a careful evaluation of events and individuals tend to be done from the starting point for resilience. Bonanno et al (2014) view resilience as a clear and unblinking view or reality which deepens the belief of the meaningful nature of life and tremendous ability of improvement. Therefore, recognizing and responding to emotions tend to be adversely important in the building of resilience. Hence, recognition evolves from oneself, then to recognition of emotional reactions among staffs (Greff, 2005). Thus, the act of being mindful of relationships between feelings, behaviours and thoughts tend to allow resilient leaders to anticipate response from others, and at times consider contingencies for dealing with certain concerns in a positive manner. Acceptance is also a vital process as it allows follow up of assessment. Whenever changes impacts personal value, beliefs in regards to the right way to do things. The resilient leaders in organizations spend less time, energy and complain about change. Bienvenu Stein (2013) tends to suggest that stressful events tend to be inevitable rather than shocking, thus planning tends to be a way of composure for resilience. Adapting to new situations tends to be a key step also that allows resilient leaders to seek ways of making things work. Hence, leaders in health organizations need to first change their way of thinking. Later, reframing of the events tends to be more effective as a way of adapting and reframing of events in a manageable and less threatening way (Kenne et al, 2010). Action is also a key step because it involves mastering of the auto negative thinking such as the issue of catastophizing, personalizing and over generalizing (Bilman, 2015). Hence, resilient leaders tend to challenge these patterns of thinking and generate alternatives. Setting of sessions where staff can have access to a mentor: At times, managers influence on unit culture involves the recognition of achievements as well as coaching and mentoring whenever improvement is needed. Therefore, it would be expected that after meeting in these mentorship programs what becomes certain is that their levels of esteems may be high (Roelofs Jol, 2010). As for the employees who were emotionally affected due to traumatic events mentorship programs may be critical as they may uplift there emotions. Hence, these mentorship programs are regarded as important because they tend to improve resilience among employee and they are able to attain methods of stress self management. Conclusion In conclusion, this paper provides an in-depth analysis of resilience and self management among medical professions. It is certain that numerous studies developed on resilience tend to define the attributes that identifies people who easily resist stress and excel in adverse situations. Resilience as outlined above tends to be a vital tool that recognizes the sufficient technique for enhancing these capabilities. It also suits in environments for application, thus suiting our healthcare industry. Resilience and self management strategies tend to be sufficient as they mostly revolve around the factor in new intervention strategies by resilience leaders, as they make use of preventive and therapeutic roots based on the concept of resilience. Overall, we could term resilience and self management to be vital factors that tend to reduce stress among individuals (nurses) meaning that the level of performance among them will be high compared to those who havent engaged in this act of resili ence and self management. References Roelofs, M., Jol, F. (2010).Resilience. S.l: s.n. Bilman, E. (2015).Resilience. Place of publication not identified: Matador. Bradford, B. (2012).Resilience. Market Rasen, Lincolnshire: Total-E-Bound. Carrey, N. J., Ungar, M. (2007).Resilience. Philadelphia, Pa: Saunders. Werner, E. E., Johnson, J. L. (2014). The role of caring adults in the lives of children of alcoholics. Substance Use and Misuse, 39, 699720. Carrey, N., Ungar, M. (2007).Resilience. Philadelphia: W.B. Saunders. Bernstein, D. P., Stein, J. A., Newcomb, M. D., Walker, E., Pogge, D., Ahluvalia, T., Stokes, J., et al. (2013). Development and validation of a brief screening version of the Childhood Trauma Questionnaire. Child Abuse Neglect, 27, 169190. Craig, J. A., Ozga-Lawn, M., Stasus. (2012).Resilience. New York (N.Y.: Princeton Architectural Press. Bienvenu, O. J., Stein, M. B. (2013). Personality and anxiety disorders: A review. Journal of personality Disorders, 17, 139151. Chvostek, A., Cockburn, B. (2008).Resilience. Toronto, Ont: Borealis Records. Bonanno, G. A. (2007). Loss, trauma, and human resilience. American Psychologist, 59, 2028. Bonanno, G. A., Papa, A., Lalande, K., Westphal, M., Coifman, K. (2014). The importance of being flexible: The ability to both enhance and suppress emotional expression predicts long-term adjustment. Psychological Science, 15, 482487. Greeff, A. (2005).Resilience. Carmarthen: Crown House. Baverstock AC, Finlay FO (2006) A study of staff support mechanisms within childrens hospices. Int J Palliat Nurse 12(11): 5068. Mayer, T., Cables, G., Douglas, D. L., Jones, W. (2011).Resilience. South Orange, NJ: Jazz Legacy Productions. Huggard J (2008) A national survey of the support needs ofinterprofessional hospice staff in Aotearoa/New Zealand.Masters Thesis, University of Auckland, New Zealand. Mancini, A. (2012).Resilience. New York: Oxford University Press. Huggard P, Huggard J (2008) When the caring gets tough: compassion fatigue and veterinary care. Vetscript May: 146. Edwards, E. (2009).Resilience: Reflections on the burdens and gifts of facing life's adversities.New York: Broadway Books. Keene EA, Hutton N, Hall B, Rushton C (2010) Bereavement debriefing sessions: an intervention to support health care professionals in managing their grief after the death of a patient. Pediatr Nurs 36(4): 1859.