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How Hypnotherapy Helps With Stress And Anxiety

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lexamen
Title:
How Hypnotherapy Helps With Stress And Anxiety

Word Count:
1614

Summary:
Stress can be defined as a state we experience when there is a mismatch between perceived demands and our perceived ability to cope. Stress can also be defined as an adaptive response by a body to change in the environment. Stress response evolved to enable humans to deal with life-threatening dangers or stressors such as being confronted with a wild animal or perhaps a hostile human. Situations like this required action – the activation of stress response to wither stay and ...


Keywords:
stress help,anxiety,hypnotherapy,hypnosis,panic attacks,fight or flight


Article Body:
Stress can be defined as a state we experience when there is a mismatch between perceived demands and our perceived ability to cope. Stress can also be defined as an adaptive response by a body to change in the environment. Stress response evolved to enable humans to deal with life-threatening dangers or stressors such as being confronted with a wild animal or perhaps a hostile human. Situations like this required action – the activation of stress response to wither stay and fight or to run away.

Today we hopefully won’t have to face the same dangers as our ancestors but the stress response to demanding situations we face is still with us and our mind and body still prepare for fight or flight when confronted with this equivalent of the wild animal. This is where the problem may begin as activation of the fight or flight response with no physical outlet, such as if we are stuck in a traffic jam and can’t fight it or flee it, or maybe an unfair confrontation in the workplace where once again the response for action may be triggered but we cant vent it by fighting or running away without consequences we would rather avoid. Perhaps both of these events and more are experienced on the same day, perhaps every day, and the stress builds within us until it can damage our health if a solution is not found

Stress isn’t always bad – the stress response was designed to help and protect us and some people even place themselves in stressful situations they know they can handle for excitement and ‘the rush’ as it is often called.

We all experience stress in different ways depending upon our personality type, conditioning and possible training also.

When we face a stressor but perceive we have the ability to deal with it successfully a feeling of success and achievement can be gained. Getting the balance right between good stress to motivate us and encourage us to grow, and our ability to cope with the stress is possibly the key to remaining healthy, positive and active in whatever arena of life we find ourselves.

Our ability to cope with stress can be affected by our diet and the intake of good substances that out body needs to remain strong and flexible and to repair itself when needed. Also we should avoid anything that could cause us to be more stressed or weaker such as drugs, alcohol, smoking etc.

Finally, stress can be external, some event or situation that is causing stress, or internal, attitudes or emotions that lead to stress (anxiety, guilt, low self esteem, fear, etc).

What is the Fight/Flight Response? Why do we still have it?

The ‘Fight or Flight Response’ is a physiological reaction and is the body’s response to a stressor.

Changes in hormones prepare a person to either stay and deal with a stressor or to take flight/run away. This immediate state of alarm is when the body prepares to take action, and in this state a person will be extremely alert to their surroundings but also very anxious and possibly unable to concentrate.

The body will slow down systems not vital in responding to the stressor, such as the digestive system, which is why a person in a fight or flight situation may have a dry mouth and a nervous/upset stomach. The body will make other preparations such as improved cooling for the body as more energy is used and this will result in perspiration.

The fight or flight response is a very old and very basic response and has been with us for a very long time. It was originally a response to danger that would prepare our ancestors to fight the wild beast or the enemy who might suddenly threaten or confront them, or to take flight and literally run away from the danger.

This response is triggered when we send a message of alarm to a part of the brain called the hypothalamus. This area of the brain will then send a signal to the glands to release adrenaline, cortisol and endorphin into the blood stream. Increased levels of adrenaline increase heart rate and blood flow which in turn brings extra oxygen and glucose to the muscles. Cortisol causes an increase in amino-acids and sugars in the blood. Amino-acids are crucial for the repair and recovery of damaged tissues which may occur under stress and the blood sugar adds to the availability of glucose (fuel) for the body.

The release of endorphin, which is a morphine like substance only more powerful, provides the body’s natural tranquilizing system. Pain is blocked and a feeling of euphoria may be experienced, both helping to get the body through the situation it may find itself in due to stress.

We still have this response, as it is still necessary to prepare and protect us in times of alarm, such as being involved in an emergency situation of any kind, or being confronted with any form of potentially life threatening danger.

Once the initial stages of this fight or flight response are over, a person will have a psychological reaction to the stressor which will be based upon many variables including, personality type, conditioning, age, physical and mental ability, and their knowledge relevant to the situation to be dealt with.

It is very often the resulting symptoms of this fight or flight response kicking in that we tend to call a panic attack. what actually happens is that we may be in a situation where we can’t fight or flight, such as a meeting or on a train, and so we become more and more anxious and may feel as though we will pass out, or be sick, or any one of a number of responses. What often happens then,is we find we have a desperate need to urinate, and that is another way the subconscious mind will sometimes attempt to gain our attention and force us to leave the arena in which we find ourselves at the time. It is normally the feeling of not being able to escape, and knowing that we might have this strong feeling to fight or flight that causes much of the anxiety and expectation of problems for most people who find they need help to overcome their problem.

Also, many people….no…that should be most people who suffer from panic attacks and anxiety will normally have the need for some Obsessive compulsive actions in their life…it can often be a type of coping, or controlling strategy.

Why hypnotherapy is totally different from any other form of therapy?

Hypnotherapy is different from any other form of therapy because of the way in which the therapy part happens while one is in hypnosis. Put another way, hypnotherapy is a very effective combination of hypnosis, a trance or altered state of mind and deep relaxation, and the chosen therapy, which might be for example; suggestion therapy, regression, ego states therapy, neuro-linguistic-programming or hypnoanalysis.

Hypnosis allows an individual to enter a state of deep relaxation which in itself is a very useful therapy for combating stress. It also allows one to become calm and focused, as all parts of the mind work together and concentrate on solving the problem at hand, and therefore making the very best use of the chosen therapy as it is applied.

Why it is so helpful in cases of stress, anxiety and panic attacks?

Hypnosis is a state in which the conscious critical faculty is temporarily suspended or distracted and in which all parts of the mind work in harmony for the good of the whole being.

When in hypnosis an individual can become very relaxed and at the same time very aware and ‘sharp’, mentally focused.

For the computer literate, I would liken hypnosis to the ‘safe mode’ on a computer, where if a part of the system is acting up or malfunctioning, placing the system in safe mode allows for investigation and repair to be carried out safely while minimising the risk to the normal operating systems. In some sports it would be like a ‘time-out’, where all parts of the team come together briefly to review the current state of play, to identify where poor choices may have affected the outcomes and to choose a new strategy to move forward with.

In the normal hurly burly of life we seldom have time to take a time out, or to go into safe mode to pull together our resources and to calmly take stock and plan our best way forward. Hypnosis then, is a safe, relaxing state in which we can let go the tensions in and around us for a short period, and in which, if we desire it, a skilled therapist can guide us through the stages of investigation, discovery, planning and repair we may need.

Hypnotherapy therefore provides relaxation (and clients of good therapists learn self-hypnosis so they can find this deep relaxation for themselves) and is therefore useful at even this basic level, as a kind of first aid. The good therapist will help the client to find any repressed emotions, triggers and false instincts from the past that are a kind of out-of-date, erroneous, or maybe just no longer wanted or needed programming, that loops around once triggered to cause us much anxiety and feelings of panic, but we often don’t know why. Following this, the wonderful power of hypnotic suggestion, and Neuro-Linguistic programming techniques will be used to provide new and efficient programming to support moves forward into a much more positive life with a better outlook on everything..


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BONUS : Title:
How Leaders Cause Stress

Word Count:
1677

Summary:
Workplace stress is a major problem for organisations throughout the world. The cost of the impact of stress on organisations can vary from many thousands to many millions of dollars. These costs are caused by the rise in absence, the rise in staff turnover, the fall in performance levels, the level of customer dissatisfaction, and increasingly in the cost of successful compensation claims.


Keywords:
distance learning,leadership,stress,management,business,courses,HND,HNC,diploma,foundation,DMS,CMS,studies,degree, postgraduate,certificate,


Article Body:
For the leaders of organisation there are two levels at which workplace stress must be addressed. Firstly at corporate, strategic level, where a degree of stress is inevitable, given the pace and frequency of change that businesses of all kinds are experiencing today. Political, economic, environmental, social, and technological changes combine to make it essential that the organisation is equipped to respond to or, better, to forecast and prepare for change. The need to manage change successfully adds to the complexities and pressures facing the leaders of the organisation. Secondly, at the operational levels stress which affects the managers and operational staff can be caused by many factors, not least the behaviour of the operational managers themselves.

However, the leaders of the organisation are responsible for the way in which the organisation responds to the threat of negative stress, at both strategic and operational levels. In fact, it is often the behaviour, the actions, the style of the leader(s) that causes the stress. Some of the most common areas in which the negative behaviour of the leader(s) can cause stress are described below.

Successful leaders ensure that their organisations are appropriately resourced. The needs of the organisation’s strategic objectives are assessed and funds are allocated and activity planned to deliver the necessary resources as and when required. Human resources, physical resources, technological resources, funds, systems, should all be in place or planned for. A monitoring and control process should be in place to respond to the need for changes to the plans. If these processed are not followed, then wherever the plans reach a point where the necessary resources are missing, or incomplete, the stress levels of managers and their teams will rise, as they attempt to achieve the set objectives with inadequate resources. As in most situations where the actions of the leader(s) have lead to problems or difficulties, it is the operational level people who are the first to suffer. However, ultimately it is the organisation that is damaged, through the direct repercussions of the initial mistakes causing problems in areas such as sales or customer satisfaction, and then again from the problems caused by the increase in negative stress levels.

In any organisation one of the most common sources of conflict, dispute, and ensuing personal distress, are the related issues of equality of opportunity, diversity, and discrimination. The leader(s) of the organisation must ensure that the culture of the organisation and the actions of individuals supports equality of opportunity and diversity and prevents discrimination of any kind. Effective leaders do this by: making equality, diversity, and prevention of discrimination an essential, high profile element of the organisation’s strategies and objectives; ensuring that all staff are familiar with the organisation’s policies in this area and that they understand their personal responsibilities in complying with the policy; ensuring that the organisational structure and processes are receptive to the different needs and abilities of a diverse workforce; implementing a rigorous monitoring and control process to identify and deal with any breaches of the policies; dealing ruthlessly with any employee, of any status, should they act in an unfair of discriminatory manner. Leaders who do not give strong, visible, leadership in these areas will be risking considerable damage being done. Without strong leadership there is a grave danger of discrimination and unfairness happening, not just at operational levels but also at the executive level. Managers behaving unfairly or in a discriminatory way, or not dealing with such behaviour in others, are the cause of considerable negative stress. The repercussions of these unacceptable actions can include personal distress, the break-up of teams, the collapse of projects, internal disciplinary action, industrial tribunals or civil court action, and leave a climate of hostility, blame, conflict, and unhappiness. The impact in terms of negative stress being generated is enormous. Effective leaders prevent such disastrous repercussions, by ensuring that promote, support, and insist on fairness and equality towards all.

One of the key responsibilities of the leaders of organisations, indeed in some cases a legal requirement in itself, is to ensure that the organisation complies with relevant legislation and regulations. Effective leaders do this by: monitoring the legal and regulatory environment to identify where the organisation must comply; developing, implementing and maintaining effective policies and procedures to ensure that the organisation meets all legal and regulatory requirements; making certain that relevant people are aware of the policies and procedures and their responsibilities in maintaining them; implementing a monitoring, control, and corrective action system to maintain compliance; providing appropriate resources for operational managers to carry out the policies effectively. Leaders who do not take this responsibility seriously will create opportunities for inadvertent and deliberate non-compliance. The pressures caused by this flawed approach will be felt most by individual operational managers. It is these managers who will be faced with the repercussions of non-compliance, particularly in areas such as health and safety, recruitment and selection, accounting and finance, equal opportunities and discrimination. For these managers, and by default the operational staff, one of the results will be increased negative stress levels.

The most visible role of the leader(s) is, by default, to lead the organisation into the future. This means planning and managing desired changes, whilst also responding to external forces of change. The manner in which the leader approaches this can influence the response to the changes by the organisation’s managers and employees, which in turn affects the levels of stress caused by the changes. Ways in which to lead change successfully are well documented. To lead change in a manner that will lead to negative stress being generated would need the leader(s) to: not communicate their vision of the future (or worse, not to have a vision); to actively of passively discourage consultation and participation in the change planning process; not give individuals clear information on their roles and responsibilities in implementing changes; denying individuals the influence and authority they need to successfully implement and manage change in their area; set objectives which are unachievable; make no effort to provide resources and support for the removal of barriers to change; not provide information on the progress of change activity; not to reward successful change implementation. The result of such negative behaviour would be to create delays, misunderstanding, tension, uncertainty, and conflicts, and would seriously damage the chances of the change being implemented successfully. The change process raise the negative stress levels of those implementing, or directly affected by the change. Unsuccessful change would inevitably have other negative impacts on the organisation, which in turn would potentially cause more stress.

Effective leaders cultivate and develop a culture that is positive, ethical, and value driven, in order to support the organisation’s strategies. The personal actions and behaviour of the leader(s) and the management of the organisation should reinforce this. Agreed values are communicated across the organisation and people are encouraged to pursue these cultural objectives as rigorously as the operational objectives. The condition of the organisation’s culture is monitored and corrected as required to maintain the set values. Poor leaders do not view developing a positive culture as important, pursuing instead only the profit-related objectives. Under such leadership the organisation will deteriorate, and managers and staff will have no guidance as to how to behave professionally and ethically. One by product of this will be that unethical practices will flourish and levels of trust and openness will diminish. Conflict and disagreement will grow. In such a climate it is inevitable that an increase in negative stress will occur, as motivation and morale levels fall.

The role of the leader is, of course, to lead, but to lead in a way which represents the values and mission of the organisation. In areas such as ethics, equality of opportunity, non-discrimination, fairness and openness, the leader(s) must also take on the mantle of acting as a role model for others in the organisation. Positive leaders will ensure that managers throughout the organisation are properly trained in management skills and undertake continuous development, that innovation and creativity is encouraged. Strong leaders will ensure that managers or staff who behave inappropriately in contradiction of the values of the organisation will be removed. Leaders who do not lead in these ways will confuse and dismay others in the organisation. Without strong, value driven leadership, the organisation is as a ship without a captain, drifting at sea, at the mercy of the winds and the tides. The chances of the organisation not running into difficulties will be slim. In such an organisation stress levels will rise and the ensuing damage will add to the organisation’s difficulties.

It is clear that the leader(s) of organisations have enormous influence on the culture, the values, the behaviour, of individuals, teams, managers, and the corporate body itself. It is also the case that poor or inappropriate leadership behaviour will damage the organisation. Until now this has not been linked to the amount of negative stress that is generated within an organisation. But it is equally clear that poor, unfocused, unethical, or weak leadership will cause serious damage to the organisation, both directly in terms of the consequences of poor decision making, or indirectly due to the repercussions of increases in negative stress levels in individuals within the organisation. It is no longer sufficient to assess the success of a leader by evaluating visible success factors only. The effect on stress levels, caused by the style of leadership and the actions of the leader, should also be taken into consideration. The behaviour and actions of an effective leader will reduce stress levels and generate a positive, productive, healthy workplace. The behaviour and actions of a poor leader will do the opposite and increase negative stress levels and create an unhealthy and unproductive workplace. Those with responsibility for the success of the organisation must ensure that the leader is one that produces a positive, healthy, productive organisation. Without such a leader the organisation will fail to achieve its objectives, decline, and die.


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