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Dealing with stress emotions
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Leading Libraries Series: Leading for Resilience

 

Emotional resilience

 

Dealing with stress emotions: reflecting on your own tendencies

Just to remind you of what we learned in the last segment, there are three main emotional states that are associated with the high arousal levels of a stress response– they are part of our evolutionary heritage and are common to all higher mammals :

  • Anger – the ‘fight emotion’ which helps us defend ourselves and protect our territory or our loved ones or ‘pack’
  • Fear – the ‘flight emotion’ which helps us freeze or run away to protect our bodies and ensure our survival
  • Panic or Grief – the ‘connecting’ emotion, which helps us seek out others to cling to and support us so that we can cope with losses or difficulties.

As humans, we also experience significant interpersonal arousal states which make the picture more complex – surprise, shame, embarrassment, disgust/outrage, disappointment etc. Any of these emotions can trigger a hormonal cascade which will put our body into a state of readiness for action – and, of course, that action may or may not take place.

The word ‘emotion’ actually comes from the same root as the word ‘motion’ – at the physical level, an emotion 'state' puts us into motion towards a specific set of behaviours:

 

Anger gets us ready to defend ourselves – to punch or kick the opponent and to shout at them to scare them away

Fear gets us ready to run or freeze – so that we can get away or try to avoid being seen

Grief propels us towards our loved ones – so we can hold on to them and seek physical reassurance

Shame or humiliation causes us to hide – so we can take ourselves away from the group and recover from the social stress

Disgust causes us to back away and express our discomfort loudly – so we can avoid the toxic stimulus and warn others about it

Our brains are organised to 'expect what we expect'! When something unexpected happens, the resulting emotion is the arousal state we call 'surprise' which is designed to make us stop and pay attention to the new stimulus. Of course, surprises can feel positive or negative - it is the negative surprises which create stress in us.

We feel embarrassed when we have made a social move that seems 'out of place' - to ourselves or to others. Like shame, embarrassment causes us to pull back and reassess the situation so we can make a better move next time.

We experience disappointment when we are hoping to receive something from another person - or our environment - and that expectation is not met. Like grief, disappointment can cause us to withdraw or, alternatively, to express our upset so that we can get social support for our perceived loss.

 

Emotional preferences

Each of us has our own personal way of responding to shocking or upsetting events, our own 'emotional preferences' if you like. And we all have our own ways of managing our emotions too – it's helpful to remember the emotions we are 'good' at as well as the ones we'd like to develop more skills around.

The reflective exercise below is designed to encourage you to bring more awareness to your emotional responses in difficult circumstances and to identify your own 'recovery' practices.

 

Pause for reflection

Think back over the last few months and make a list of any situations or experiences which you feel have given you a ‘life shock’, whether large or small. For each experience, consider:

  • Which high arousal emotion kicked in at that moment?
  • What was your immediate reaction? What did you think and do?
  • What did you do to recover from the emotional bump? How effective were your tactics?
  • Now notice – are there any patterns in your emotional reactions or your recovery tactics? Which emotions are you most prone to in response to a shock? What are your own favourite habits for recovery?

 

Continue to: The recovery cycle

 


Leading for Libraries Sets

Introduction

Introducing the Leading Libraries series. It covers the findings from the C21st Public Servant research, the origins of the four 'Leading for' capabilities and explains how to use the materials.



INTRODUCTION

Leading for Resilience

This set introduces you to resilience and why it is important for leaders. It covers emotional resilience; mental resilience; relationship resilience and social resilience.



LEADING FOR RESILIENCE

Leading for Dialogue

It covers the key concepts of dialogue and why it is important for leaders, listening and inquiry skills, an introduction to 'conversational moves' and how to create a space for dialogue.



LEADING FOR DIALOGUE

Leading for Inclusion

Emphasising the need for inclusive practice in our services and communities. It covers the foundations of inclusion, barriers to inclusion, power and privilege and allyship skills.



LEADING FOR INCLUSION

Leading for Innovation

Building creativity and design skills for leaders. It covers the innovation cycle, diagnosis and perspective shifting skills, creative idea generation and safe-to-fail experimentation.



LEADING FOR INNOVATION