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We are going to start this lecture with an example.
Consider Alfred, a technology researcher with an electronics company. His boss asked him to give a presentation about his current research to the company's executive board. Whether Alfred sees this as an exciting opportunity or as an incitement of anxiety largely depends on how he deals with pressured situations.
Automatic Thoughts
The stress you feel in a situation can be influenced by how you interpret the situation. When you perceive a situation negatively, you may perform below your ability. To help you perceive a situation more clearly, you can follow a four-step method. First, notice automatic thoughts. Second, identify distortions. Third, question whether there's evidence for these thoughts. And fourth, revise these thoughts, and apply more constructive interpretations.
Notice Automatic Thoughts
The first step is to notice automatic thoughts. If your thoughts are untrue, negative, or contrary to your best interests, they may have negative consequences. Many thoughts are unconscious and automatic. These thoughts — such as hypertension and hyperventilation — that can make you more susceptible to negative reactions. Learning to recognize how thoughts are distorted can help improve your performance under pressure.
For example, if you're convinced that your teammate is subverting your performance, you're likely to waste energy looking for evidence of this instead of focusing on doing your best work.
Identify Distorsions
The second step for improving how you look at a situation is to identify distortions. There are several types of thought distortion that often occur when you're under pressure.
First is the tendency to view situations in terms of all or nothing, through overgeneralization. Second is having a negative bias. Third is being prone to emotive reasoning. Fourth is engaging in exaggeration. And fifth is the tendency to wrongly place blame on others, or on yourself.
All or Nothing
All or nothing thinking is characterized by thinking in terms of absolutes, such as "always," "never," or "every," or "none." This thinking can make situations seem hopeless.
For example, Jesse's boss told him and his team that their deadline had been moved up a week. Jesse's immediate reaction was that they'd never get the project done on time while fulfilling their other commitments. They'd have to drop everything and focus on this one task, but fail to deliver their other tasks on time.
By viewing the moved deadline as so burdensome and impossible, Jesse kept himself from finding a way to pull everyone together to succeed. (...)
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