Anger in the Workplace:
Anger Management: Counselors - Strategies and Skills
Management intervention have
been tried and tested. Some of the most
empirically supported interventions are
cognitive-behavioral interventions including
relaxation coping skills, cognitive
interventions, behavioral coping and social
skills training, and problem-solving skills
training.
According to Dahlen and Deffenbacher (2001),
relaxation coping skills target both the
emotional and physiological arousal associated
with anger with the intent being to lower the
anger arousal. In contrast to targeting
arousal, cognitive interventions target biases
in information processing and cognitive
appraisals. They help to identify distorted
patterns of thinking, develop more
reality-based and less anger-engendering
cognitions, and free up problem-solving and
coping resources.
Behavioral coping and social skills training
target the actual expression of anger (vs.
reducing anger arousal). Specific skills
training that has been empirically supported
includes direct coping skills (e.g.,
interpersonal communication, negotiation,
feedback), related coping skills (e.g.,
parenting, budgeting and financial planning,
assertive communication), and inductive social
skills training (e.g., clients identify and
explore effective behaviors for coping with
anger) (Dahlen and Deffenbacher, 2001).
Problem-solving skills training is useful when
there are no behavioral skill deficits (e.g.,
poor social skills) but there is a lack of
general problem-solving skills with which to
assess situations and to choose various coping
skills. A basic problem-solving methodology is
to identify the problem, generate alternative
solutions, consider the consequences of each
solution, select an effective and appropriate
response, and evaluate the outcomes of
implementing the specific response (Scuba &
McKinley, 2000).
Additional strategies that have been found to
be useful in managing anger effectively include
avoiding situations that make one angry,
changing environments, focusing on something
positive, engaging in substitute positive
activities, and improving communication and
social skills. Humor has also been found to be
helpful when it is used constructively to help
face problems; sarcastic humor is just another
form of unhealthy anger expression (Controlling
anger before it controls you, n.d.).
Structured Programs
In addition to the strategies and skills
highlighted above, there are numerous
structured and pre-packaged programs for
helping people learn to manage their anger more
effectively. These programs vary in intended
audience, theoretical basis, teaching method,
and actual skills and techniques used. A
summary of several programs can be found in
Anger Management 3: Structured Interventions.
ADDITIONAL CONSIDERATIONS IN ANGER MANAGEMENT
INTERVENTIONS
Cultural Impact of Client's Natural Environment
Howells and Day (2002) highlight the importance
of understanding the culture a client returns
to upon leaving a counseling or training
session. Will the culture support the behavior
changes and thinking processes that the client
has been learning? In some cases (e.g., the
gang a client hangs out with, incarcerated
clients, institutionalized clients), the
culture the client lives in day-to-day will not
necessarily support the kinds of changes a
client may be trying to make.
Indeed, daily survival may be based on vastly
different modes of operation than a client may
be practicing in counseling. It is important to
clarify which culture is in charge of the
client's daily life (e.g., the family and its
subcultures? the street corner and friends? the
neighborhood? the school and teachers?) and how
it may affect a client's success in learning to
manage anger more effectively.
Transferring Skills to the
Classroom/Workplace/Home
Another consideration is the adequate transfer
of skills learned in counseling to one's
natural environment. This could be the
classroom, the workplace, or even one's home.
Beasley (1999) conducted an experiment on
transferring skills to the classroom
environment of a student client.
According to Beasley (1999), change begins at a
teachable moment, and four conditions are
necessary for change:
1. the person is in an environment where he or
she feels safe,
2. the person is supported and encouraged
during the change process,
3. the environment is relevant to the person,
and
4. the person is involved and has some degree
of control in the change process.
In a school setting, when a counselor has been
working with a student individually to develop
more effective anger management skills, there
still remains the issue of encouraging the
student to use the new skills outside the
counseling sessions (e.g., in the classroom, in
the cafeteria, on the playground).
One proven way to do this is to have the
counselor sit in the classroom (or cafeteria or
playground) with the student and be available
to coach the student right at the moment(s) he
or she becomes angry (Beasley, 1999). The
counselor can then coach the student's
cognitive processes and help the student cope
with impulsivity and, at the same time, model
effective and useful skills for the other
students and even the teacher.
Readiness for Anger Management Intervention
The best anger management training delivered by
the most qualified counselor will be
ineffective if the client is not ready for
anger management training. According to Howells
& Day (2003), there are several different
things that can impact readiness for anger
management.
Sometimes there are a complex array of factors
presenting with the anger problem. People with
certain mental and personality disorders may
also have an anger management problem. Or anger
management and control may be a symptom of a
serious mental or personality disorder.
Existing client inferences about their anger
"problem" can impact their readiness. Some
clients may view anger as an appropriate
response to many situations. Some clients may
believe that catharsis is the best approach
(expressing anger is considered better than
controlling it) or that angry responses get
results (in reality, although angry outbursts
sometimes generate desired short- term results,
they rarely result in long-term change).
Attitudes of self-righteousness, low personal
responsibility, blaming others, and condemning
others also reduce readiness. For some clients,
anger may not even be considered a problem. In
fact, anger may be adaptive in certain settings
for the client: it may bring with it many
social benefits such as perceptions of higher
status, strength, and competence.
Unfortunately, these types of beliefs and
perceptions can be difficult to uncover and
assess.
The client's skill level also impacts readiness
for effective treatment. People need certain
cognitive processes with which to think about
consequences and choices in order to improve
anger management skills. Sometimes a person's
impulsive nature will interfere with the
application of such cognitive processes. Other
issues that impact a client's readiness are
difficulty judging the intent of others,
underestimating one's own reaction to
anger-provoking situations, wanting to blame
conflict on others, an inability to distinguish
one's feelings, and poor social and
problem-solving skills.
Finally, the client's beliefs about treatment
impact readiness. Even in coerced or mandatory
treatment, if the client concurs with the need
for treatment and perceives the treatment as
likely to be helpful in meeting his or her
goals, then coercion is not as big an issue.
However, if the client believes the treatment
is not likely to fulfill his or her personal
goals, then coercion could definitely impact
readiness.
How does a counselor positively influence the
readiness variables? Counselors can explore the
personal goals of the client and help the
client become aware of any discrepancies
between the actual social consequences of their
anger expression and the pursuit of their
personal goals. Counselors can work to
incorporate the client's goals and treatment
plan into the values and goals of the existing
informal culture of the client.
Counselors can also help clients build
appropriate interpersonal and cognitive skills
and develop an appropriate vocabulary for
communicating triggers, thoughts, emotions, and
behaviors.
Variables that Influence Effective Treatment
In studies on the effect of anger management
interventions with student populations, Scuba
and McKinley (2000) found three variables to
have the most influence. First, the length of
treatment: typically, more sessions yield
stronger initial outcomes and booster sessions
(e.g., annually) improve long-term outcomes.
Second, proper framing: the more the training
is made relevant to the student and the
environments in which he or she lives on a
daily basis, the stronger the initial outcomes.
Finally, supplemental interventions (e.g.,
utilizing weekly goals, utilizing components of
Aggression Replacement Training) help improve
initial outcomes. Although these factors were
studied specifically in reference to student
populations, they are likely applicable to
other client bases as well.
SUMMARY
Anger. Everybody experiences it and everybody expresses it. Some people manage their anger in healthy ways. Other people are managed by their anger in unhealthy ways. Although there are many skills, strategies, and structured programs (see Anger Management 3: Structured Interventions) known to help people improve how they deal with anger, there are many factors to consider when selecting an effective intervention. In addition to understanding the expression, function, source, and resulting problems of a client's anger (see Anger Management 1: An Overview for Counselors), practitioners can also attempt to understand the client's cultural needs with respect to dealing with the problem, the ability of the client to transfer new skills to their daily environments, and the client's readiness and skill level for dealing with the problem. Only then can the practitioner choose an intervention that will be truly effective for the client.
Source: Eileen K. Hogan
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