Counseling Skills and Stress Management

Unit 4
 Syllabus

Unit 4: Selection of Counseling Strategies & Interventions in Organisations: changing behaviour

through Counseling, empathy, Listening and responding, Effective Feedback, Performance Counseling,
Counseling in Problem Situations, Interpersonal Conflicts, Midlife Blues, Integration and Action Plan.

Unit 5: Stress: types of stressors, long-term effects of stressors: physiological and psychological, specific

applications of stress as it relates to the workplace and different target groups,Potential Sources of Stress

at Work Place, Relationship between Stress and Job Performance, Stress and Personality.

Unit 6: Stress Management: Stress Management Model, Stress Management Strategies, Golden

Principles to a Stress Free [Link] techniques for stress control, Managerial implications of stress.
 Changing Behavior through Counselling

Behaviour can be described as any overt manifestation of the individual. It can be related to what is said or done by the
individual behaviour can be further described in terms of behaviour deficit or behaviour excesses. Behaviour
Modification is mainly based on learning theories and there are five main principles underlying this technique (Rao,
2003):
1)As human behaviour is mainly learned (except in case of maturation process), it is possible to modify it.
2)Behaviour can be changed based on the changes in the environment.
3)The principles of social learning can be effectively used to change or modify behaviour, for example, modelling can be
used effectively to change behaviour.
4)The behaviour change can be an indicator of effectiveness of counselling or the behavioural modification process.
5)The counselling or the behaviour modification technique used needs to be based on the needs of the individual
whose behaviour is to be modified.
 Changing Behavior through Counselling

The behaviour modification process is discussed as follows:

1)Setting of the goal: The main goal of behaviour modifications is bringing about a change in behaviour, this
change can be in terms of a behaviour that is newly developed like learning a new skill or further
strengthening of a behaviour, for example, a person may have leadership skills but they can be further
enhanced.

2)Behavioural Assessment: Before the behaviour modification process is started, the goal has to be
whether behaviour is to be strengthened or reduce or a new behaviour is to be developed or a particular
behaviour is to be maintained is to be decided. This can be decided based on the behavioural assessment.
understand the problem in a better manner. This assessment includes the :
a)Frequency
b) Duration
c)Intensity
 Changing Behavior through Counselling

3) The intervention or techniques that could be used are specified: To suggest or specify a particular
intervention or technique it is necessary that :
– the antecedent factors are what happened before the behaviour.
– the consequences are What happened after the behaviour.
– the goals of behaviour modification are specified and,
– target response that requires to be changed is noted
Once this is done then suitable technique for behaviour modification can be used.

4) Evaluation and follow up: Evaluation and follow up are carried out to see if any change in the behaviour
has taken place or not. If there are no changes in the behaviour after use of a particular intervention or
technique, the same can be changed or modified.
 Counseling Skills

1) Empathy: Often explained as ‘putting oneself in someone else’s shoes’. But imagine you wearing
someone else’s shoes, do you think you will find them comfortable, most probably not, as the size
definitely will vary besides other aspects and you are least likely to feel comfortable in them. In a
similar other aspects and you are least likely to feel comfortable in them. In a similar manner,
empathising with another person also is a challenge. Empathy mainly denotes that the feelings
experienced by individual are sensed by the counsellor in an appropriate manner and this is again
communicated back to that individual by the counsellor. Empathy leads to strengthening of
relationship between the counsellor and the individual and is also related with positive counselling
outcomes.
 Counseling Skills

2) Listening: This is yet another significant skill in counselling. The counsellor could also keep
in mind SOLER technique while listening.
S: Squarely face the individual, that is the counsellor is facing the individual and thus
indicating that he/ she is attentive and interested in what the individual is saying.
O: Open posture, referring to the posture of the counsellor that should indicate openness.
L: Lean towards the individual while listening, keeping in mind the personal space.
E: Eye contact is to be maintained.
R: The counsellor should also be relaxed while listening to the individual
 Performance Counseling

Performance Counseling refers to the help provided by a manager to his subordinates in objectively

analyzing their performance. It attempts to help the employee in:

• Understanding himself - his strengths and weaknesses.

• Improving his professional and interpersonal competence by giving him feedback about his

behavior.

• Setting goals and formulating action plans for further improvement.

 Performance Counseling Process
(a) Rapport Building: In the rapport building phase, a good counselor attempts to establish a climate of acceptance,
warmth, support, openness and mutuality. This phase involves generating confidence in the employee to open up
frankly, share his perceptions, problems, concerns, feelings etc. The subordinate must be made to feel wanted and that
his superior is genuinely interested in his development.
(b) Exploration: In this phase, the counselor should attempt to help the employee understand and appreciate his
strengths and weaknesses. He should also understand his own situation, problems and needs. Questions should be
asked which help the employee focus on his problem. For example, if an employee feels that his problem is that others
do not co-operate with him, the counselor may ask questions to narrow down the problem to the employee’s
relationship with a few individuals. Then the superior may ask questions to help the employee understand what he
does (or says) to his colleagues that is making it difficult for him to win their co-operations. Problem identification is a
critical step in planning for improvement. To help the employee make a correct diagnosis of the problem, open-ended
questions may be asked.
 Performance Counseling Process
(c) Action Planning: Counseling interviews should end with specific plans of action for development of the employee.

The main contribution of the superior in this phase is in helping the employee think of alternative ways of dealing with

a problem. For example, in case of an employee whose relationships with colleagues are poor, the superior may

suggest “What three things can you do in the coming week to improve your relationship with X?” After helping the

employee brainstorm, the superior may also add more alternatives to the solutions already generated.

Finally the superior may render some assistance in helping the employee implement the agreed upon action plan. Often

good counseling sessions fail to produce effective results due to lack of follow
 Processes in Performance Counseling:-
(1) Feedback:
It is extremely important that the feedback is communicated in a manner that produces a constructive response in the
subordinate. Given below are some guidelines that could be followed in giving feedback:
• Feedback should be descriptive and non- evaluative. Rather than putting the employee in a defensive position by
telling him” Your coming in late convinces me that you are not serious about your work”, a manager may say, “I notice
that you have been regularly coming late and I am deeply concerned about this”.
• It should be focused on the behavior of the person rather than on the person himself. It is necessary to distinguish
between the individual and his behavior in conveying the negative feedback. It should be clear to the employee that
what is being rejected or criticized is some specific behavior of his. The intent is not to condemn the employee as an
individual.
• When conveying feedback, it is generally desirable to back it up with few examples of actual events. Care must be
exercised not to overdo this as the subordinate may misinterpret it that the superior is systematically building up a
well-documented case against him.
• Feedback should be given timely. It should be given at the first opportunity when the employee is in the receptive
mood.
• Feedback should be continuous. It should become a regular practice so that the subordinate develops an ability to
accept and act upon the feedback.
• Feedback should be checked and verified. This will ensure that the subordinate has not misinterpreted the feedback
received from his superior.
 Processes in Performance Counseling:-
(2) Pre-Interview Preparation:
• Make sure you know what was mutually agreed in terms of job responsibilities
• Review the employee’s background, education, training and experience.
• Determine the strengths and development needs to be discussed with the employee.
• Identify areas that need attention during the next review period.
• Make sure that the employee has sufficient advance notice for the interview so that he has time to do
his own preparation.
• It is always useful to note down the key points on a piece of paper.
 Processes in Performance Counseling:-
(3) Interview
• Be sincere, informal and friendly. Explain the purpose of the discussion and make it clear to the
subordinate that the interview is a two way communication.
• Encourage the employee to discuss how he appraises his own performance.
• Before discussing suggestions you have for his development, encourage the employee to tell his own
plans.
• Make a record of plans you and the employee have made, points requiring follow-up.
 Counseling in Problem Situations:-
Substance abuse counselors are experts in the impacts of addiction and substance abuse as well as the mental and
physical treatments for these issues. They evaluate patients’ health, recommend treatments and help them develop
skills to aid in recovery.
Counselors also work with families to help them better understand their loved one’s illness and guide their
interactions with them. Their role may also encompass community outreach such as working with job placement
services, support groups and schools, all to support their patients’ goals of living healthier lives.
Although they share some characteristics, substance abuse and addiction are different issues and therefore require
different treatments.
Substance abuse is the misuse or overuse of alcohol or an illicit or prescription drug.
Addiction is the use or abuse of a substance that causes chemical changes to the brain. Addiction is a chronic disease.
When working with a patient, counselors start with an evaluation to determine whether their condition is classified as
substance abuse or addiction. They then use the following techniques to create a positive and supportive environment
that helps patients achieve success and makes them more resilient in the face of setbacks.
 Counseling in Problem Situations:-

Create a Therapeutic Alliance with Patients

The decision to seek treatment for addiction is not an easy one. Patients may have been referred

against their will. They may feel vulnerable or ashamed, since many cultures and communities view

addiction as a moral failing rather than a disease. For treatment to succeed, substance abuse counselors

must create a strong bond with their patients, known as a therapeutic alliance.

While this trust takes time to develop, patients should eventually feel comfortable speaking freely

during sessions, feel relief after an appointment and feel a desire to go back.
 Counseling in Problem Situations:-
Characteristics of a therapeutic alliance include:
 Sense of connection. The counselor and the client should feel a sense of connection or a bond. While they have a
professional relationship, they should be respectful of each other and committed to a shared goal.
 Collaboration. The counselor and the patient should work together on the recovery process, sharing decision-
making.
 Trust. The counselor and the client should trust one another. The client shouldn’t be skeptical of the process, and the
counselor should trust the client’s emotional and mental investment in treatment.
It’s part of the counselor’s responsibility to establish a therapeutic alliance. Strong alliances can be made by:
• Ensuring patients know the counselor is interested in their well-being
• Being attentive during sessions
• Expressing empathy for the client’s problems
• Understanding and communicating the foundational issues at play in recovery
Therapeutic alliances are a key factor in addiction recovery. By creating an environment where patients feel
comfortable and welcome discussing their hardships, counselors can better help their clients on the road to recovery.
 Interpersonal Conflicts
Interpersonal conflict is any type of conflict that involves two or more people. Workplace conflicts arise whenever two
or more people express different points of view. This can happen between co-workers, managers or clients and
customers.
The four types of interpersonal conflicts:

a)Pseudo-conflicts: Pseudo-conflicts arise when two parties want different things and can't come to an agreement. If
two team leaders are working on a project but one wants everyone to take notes on a computer and the other wants
everyone to use pen and paper, this would be a pseudo-conflict.
b) Policy-related interpersonal conflict: When conflict relates to a decision or situation that involves both parties, it can
be a policy-related interpersonal conflict. For example, if a leader assigns a work project to a team, the members of the
team may disagree on the best way to complete it.
c)Value-related interpersonal conflicts: Sometimes conflicts occur between two people when they have different
underlying value systems. This kind of conflict can be hard to identify when it first occurs because the people who are in
the conflict often think the other party is being stubborn or disagreeable, wherein they just have different underlying
values.
d)Ego-related interpersonal conflicts: In ego conflicts, losing the argument has the potential to damage a person's
pride. Sometimes ego conflicts arise when many small conflicts are unresolved.
 Interpersonal Conflicts
These are some resolution strategies you can choose from:

Withdrawal: Withdrawal avoids conflict, and this method may be helpful for intense conflicts or minor disagreements that may not

warrant thorough discussions. For example, it may not be productive to argue with a co-worker about whether hot or iced coffee is better.

Accommodation: Accommodation is a conflict resolution method in which you consider the other person's needs over your own. For

example, you may enact accommodation in a conflict over an office re-design by letting a colleague make the color scheme decisions.

Competition: Those who choose the competition resolution strive to convince others to see why their perspective is best. For example,

during a road construction project, you may argue for more safety measures and provide safety data to support your claim.

Compromise: When you choose compromise, both parties work to find a solution that satisfies everyone. For example, during the office re-

design, your colleague may choose the color scheme while you choose the new furniture.

Collaboration: Though collaboration often takes more time and effort than other resolution methods, it may provide more long-term

benefits. When your team has the time, choosing collaboration can help build relationships and communication skills.
 Mid-Life Blues

A midlife crisis is a transition of identity and self-confidence that can occur in middle-aged individuals,

typically 40 to 60 years old. The phenomenon is described as a psychological crisis brought about by

events that highlight a person's growing age, inevitable mortality, and possibly lack of accomplishments

in life. This may produce feelings of intense depression, remorse, and high levels of anxiety, or the desire

to achieve youthfulness or make drastic changes to their current lifestyle or feel the wish to change past

decisions and events. Studies on midlife crises show that they are less common than popularly believed,

according to Vaillant (2012) in his 75-year longitudinal study on adult development, he found midlife

crises were rare experiences for people involved in the study. The term was coined by Elliott Jaques in

1965.
 Mid-Life Blues
A mid-life crisis could be caused by aging itself, or aging in combination with changes, problems, or regrets over:
• work or career (or lack thereof)
• maturation of children (if there are, in this case it may be their absence)
• aging or death of parents
• physical changes associated with aging
Individuals experiencing a mid-life crisis may feel:
 a deep sense of remorse for goals that have not been accomplished
 a fear of humiliation among more successful colleagues
 longing to achieve a feeling of youthfulness
 need to spend more time alone or with certain peers
 boredom, confusion, resentment or anger due to their discontent with their marital, work, health, economic, or
social status
 ambition to right the missteps they feel they have taken early in life
 Mid-Life Blues
A mid-life crisis could be caused by aging itself, or aging in combination with changes, problems, or regrets over:
• work or career (or lack thereof)
• maturation of children (if there are, in this case it may be their absence)
• aging or death of parents
• physical changes associated with aging
Individuals experiencing a mid-life crisis may feel:
 a deep sense of remorse for goals that have not been accomplished
 a fear of humiliation among more successful colleagues
 longing to achieve a feeling of youthfulness
 need to spend more time alone or with certain peers
 boredom, confusion, resentment or anger due to their discontent with their marital, work, health, economic, or
social status
 ambition to right the missteps they feel they have taken early in life
 Integration and Action Plan to handle Mid-Life Blues

Regular exercise and maintenance of a nutritious diet may help to sustain one's physical and mental

health during these years of transition.

Significant changes made early in life may prevent one from having a mid-life crisis. An example

supporting such a theory can be derived from the research conducted by Dr. Susan Krauss Whitbourne.

People who changed jobs before their midlife years had a greater sense of generativity when they

reached mid-life. They also experienced a greater sense of motivation to deviate from stagnation and a

desire to help the younger generation thrive. This is a psychological stage proposed by Erik Erikson that

describes the normal stage adults go through during their mid-life years