Clinical psychology Flashcards
Roger’s take on incongruence/dissonance
Rogers proposed that psychological maladjustment results when a person responds to incongruence by distorting or denying experiences rather than being open to them
High and low context communications
High-context: Anchored in situation; relies heavily on nonverbal cues, and group identification and understanding.
Low-context: Relies primarily on explicit, verbal part of a message.`
Common SSRIs
The most commonly prescribed SSRIs as of 1999 were paroxetine (brandname Paxil), fluoxetine (brandname Prozac) and sertraline (brandname Zoloft).
Acute stress disorder
Development of at least nine symptoms following exposure to actual or threatened death, severe injury, or sexual violation in at least one of four ways (direct experience of the event; witnessing the event in person as it happened to others; learning that the event occurred to a close family member or friend; repeated or extreme exposure to aversive details of the event).
Symptoms can be from any of five categories (intrusion, negative mood, dissociative symptoms, avoidance symptoms, arousal symptoms)
have a duration of three days to one month
Adjustment disorder
symptoms within three months of the onset of the stressor(s).
Symptoms must remit within six months after termination of the stressor or its consequences.
Agoraphobia
A diagnosis of Agoraphobia requires the presence of marked fear of or anxiety about at least two of five situations (using public transportation, being in open spaces, being in enclosed spaces, standing in line or being part of a crowd, and being outside the home alone).
The individual fears or avoids these situations due to a concern that escape might be difficult or help will be unavailable in case he/she develops incapacitating or embarrassing symptoms; and the situations nearly always provoke fear or anxiety and are actively avoided, require the presence of a companion, or are endured with intense fear or anxiety. The fear or anxiety is persistent, is not proportional to the threat posed by the situations, and causes clinically significant distress or impaired functioning.
Cross’s Black Racial Identity Development Model
Consists of four stages:
- During the pre-encounter stage, race and racial identity have low salience.
- In the encounter stage, the person has greater racial/cultural awareness and is interested in developing a Black identity.
- In the immersion/emersion stage, race and racial identity have high salience and the person moves from intense Black involvement (immersion) to strong anti-White attitudes (emersion).
- Finally, during the internalization stage, race continues to have high salience and the person adopts an Afrocentric, biculturist, or multiculturist orientation.
Communication/ Interaction family therapy
Symmetrical vs. complementary communication
Jackson, Satir, Haley, and others
focuses on the impact of communication on family and individual functioning. It distinguishes between two communication patterns:
- Symmetrical communication occurs between equals but may escalate into a competitive one-upsmanship game
- complementary communication occurs between individuals who are unequal and emphasizes their differences.
BDI scoring
The BDI-II contains 21 items on a 4-point scale (0 to 3).
0 to 13 = minimal depression;
14 to 19 = mild depression;
20 to 28 = moderate depression; and
29 to 63 = severe depression.
Tuckman’s stages of group development
The Forming – Storming – Norming – Performing model of group development was first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models.
Forming
The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior but very focused on themselves. Mature team members begin to model appropriate behavior even at this early phase.
The forming stage of any team is important because the members of the team get to know one another, exchange some personal information, and make new friends. This is also a good opportunity to see how each member of the team works as an individual and how they respond to each other. So forming plays a great role in group forming and to understand each other’s behavior.
Storming
Tolerance of each team member and their differences should be emphasized; without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control. Some teams will never develop past this stage; however, disagreements within the team can make members stronger, more versatile, and able to work more effectively as a team. Supervisors of the team during this phase may be more accessible, but tend to remain directive in their guidance of decision-making and professional behavior. The team members will therefore resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged, and will therefore share their opinions and views. Normally tension, struggle and sometimes arguments occur. This stage can also be upsetting.
Norming
In this stage, all team members take the responsibility and have the ambition to work for the success of the team’s goals. They start tolerating the whims and fancies of the other team members. They accept others as they are and make an effort to move on. The danger here is that members may be so focused on preventing conflict that they are reluctant to share controversial ideas.
Performing
By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team.
Supervisors of the team during this phase are almost always participating. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team.
5th stage of group development
Adjourning, Transforming and Mourning[edit]
In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the 4 stages: adjourning, that involves completing the task and breaking up the team (in some texts referred to as Mourning).
Norming & re-norming stage of group development
Timothy Biggs suggested that an additional stage be added of Norming after Forming and renaming the traditional Norming stage Re-Norming. This addition is designed to reflect that there is a period after Forming where the performance of a team gradually improves and the interference of a leader content with that level of performance will prevent a team progressing through the Storming stage to true performance. This puts the emphasis back on the team and leader as the Storming stage must be actively engaged in order to succeed
