November 5th: Abnormal and Therapy- Therapyo All about communication Interpersonal trust—seem to be losing over time- For example, spam mails, people constantly trying to sell you thingd Resiliency is important with feedback I/O psychologyClinical psychology in the workplaceo Medical or Disease Model (the psychiatrist) Assumption- All behavior has underlying meaningo No behavior is assumed to be random- Explain with hypothetical constructso Freud’s idea of behavior—id/ego/superego Pleasure (id) Consciousness (lying superego) Identity (ego) When dreaming, the dreams reflect wants of id- Symptom reflects underlying cause- Symptom substitutiono Thought—“if I stop smoking, I will gain wait”o Thought that behavior is due to disease so we must replace the stimuli with otherso Causes blame elsewhere Genes, natureo Same symptom with different causes or different symptoms with same cause- Diagnostic labelingo How we label different problems leads to how we deal with themo Rohrschick test—what do you see in ink spots These then relate to underlying causes/symptoms of behavioro Drawings also may reflect inner thoughts (projection) What did you mean How are you feeling Communication and asking the right questions is key- Giving insight in order to change the behavioro Freud—first few years drives behavioral issues What does therapy entail (medical approach)- Professionalismo Lots of trainingo Higher education is necessaryo All about credibility Must believe that therapist is competent and can assist you- Blame places on diseaseo You have a disease, it must be treated- Patient admits incompetenceo You cannot handle things yourself- Rapport emphasiso Must be able to reveal everythingo No secrets are neededo Will take years sometimes- Insight developmento People must be able to create own insighto Behavioral model of development Assumptions- No need to go beyond overt behavioro What you see if what you need to deal witho Understanding of behavioro Change the behavior- Only observable (little inference)o No interpretationo Only what we can see- Attack the symptom (behavior)- All behavior is learnedo As we grow up/learn, we develop these behaviors- Diagnostic labelingo Bullying—why did behavior happen Behavior doesn’t happen in a vacuumo Human skinner box What consequences will make them press the lever?- Ex) lady would not press the lever for any reward, finally pressed the button if a kitten wasfed milk every time she did Way to diagnose behavior- Ex) addicts will press for drugs, etc Closer person was from being out of impatient treatment, closer the behavior looked of that of rats, animals, etc- Change behavior to change feelingso However, if it feels forced, people will not change feelingso If they have choice in behavior, more likely to change feelingso Principle of consistency—behavior consistent with thoughts andfeelings- Therapyo Behavior managers Teach parents, heads of companies, those in charge of behavior Teach beavhiorso Blame is on the environmento Protégé assumes responsibility Cure depends on what you doo Rapport not necessary What is behavior What is supporting that behavior Ex) focus on positive approach, rather than negative approach- General clinical approacho What behavior is maladaptive? Also, what is adaptiveo Immediate consequences outweigh delayed consequences Id—immediate over delay Our wants come first currentlyo Consequences for individual outweigh consequences for others We are self serving We care more about self than others We are not looking out for each other Should be reinforcing to help others—Maslow’s hierarchy—transcendence mostimportanto What are supporting contingencies Look at interactions between all Understand the team behavior, not just individualso Which of those contingencies can be re-arranged- Do it!o Define the behavior Ex) bullying—one who is superior in some measure is aggressive toward the other person repeatedlyo Observe Collect baseline information Look at the behavior Is the definition present in this situation?o Intervene To influence target behavior Ex) bikers—distribute coupons in a class and have people deliver them to bikerso Test See if intervention worked Measure impact of intervention Is it no charge?- Are the implementations fault?- Did something change?- If it doesn’t work may try another interventiono Evaluation of behavior versus medical Depends on the person/symptoms/medical issue A combination of both is usually chosen by psychiatrists Both are usually correct in some wayNovember 7: Humanistic Therapy- Humanistic therapy—client or person centeredo Society holds people back from being creativeo Assumptions Phenomenology—we are all different- There is a mistake in treating all as the same- No generalizations- Idiographic—individual- Everybody has own view point, different ways of seeingo We make assumptions that people know what we know Unobservables- Intention and creativityo Focus on reason behind behavioro Intention—cause of behavioro Creativity—feelings, thoughts, novel ideas Internal, subjective, and experiential- Have experiences that you cannot put into words- These could be ones that have changed you- Change in emotions throught counseling experienceso Main assignment was to write paper students said that could not put into words the change that happened at the camp. Man is innately good (Carl Rogers)- Everybody has goodness in them- Challenge is to bring it out- Controls on our behavior (society brings out the evil) Basic drive- Maintaining, enhancing and actualizing selfo You have perspective of what you are and what you would like to beo There exists a gap between those twoo Basic idea of humanistic therapy is reduce that gap Lower ideals or raise perspective of yourself Self concept- Who you are, via your thought- Organizing principle of experienceo Theraoy Unconditional positive regard- Show them kindness unconditionally- Reward them Rapport- Nonthreatening, safe, trusting, free, empathyo Ahistoric—rapport happening nowo All about listening- Empathy requires people to really listeno Levels of listening—ignoring others—pretending to listen (people who plan the next part of the conversation and don’t’ listen)—selective listening (only listening to what fits your own ideas)—attentive