1. Resilience is the ability to positively adapt, grow, and thrive no matter what rides into your life. Elizabeth Wallace Tarleton State University Jolyn Dahlvig Calvin College

2.  Students who stop going to class  Students who don’t complete assignments-or promised follow-up  Students who drop classes  Students who fail to attend events  Students who give up by mid-Fall  Students who can’t navigate interpersonal relationships Ĵ

3. Four uses of resilience  Overcome obstacles  Steer through daily adversity  Recover from crisis  Open up to new experiences Resilience helps students:  Connect  Persist  Succeed  Expand horizons Ĵ

4.  Refocus on the human strengths  Individuals are capable of life change  “Explanatory style” or thinking is the key to resilience  Accurate thinking however is critical Ĵ

5. MevsNot Me AlwaysvsNot Always EverythingvsNot Everything

6.  Emotion Regulation  Controlling Impulses  Empathy  Optimism  Analysis of Cause  Self-Efficacy  Expanding-reaching out Ĵ

7. 1. Understanding our ABCDE’s 1. Adversity, Belief, Consequences Disputation, Energization 2. Avoiding Traps in Thinking 3. Detecting Icebergs 4. Dissecting and Challenging Thinking 5. Taking Perspective 6. Calming & focusing 7. Getting Real

8. http://www.imdb.com/video/screenplay/vi29 5567641/ Ĵ

9. Adversity: Consequences: Beliefs:

10. Adversity: (record objective facts-who, what, when, and where) Chef Kate came back from time off after her sister died and found that her boss had hired a Sous Chef from an Italian restaurant named Nick. Consequences (record the emotions felt and the consequences as a result of the emotion): Disbelief- denial: ignore Nick’s presence Rude- perpetuate perception that she can’t handle people Betrayal- gave all my expertise and return/this is the result: yell at my boss Anger- silent treatment and yelling Fear- incapable of seeing the opportunity Beliefs-Ticker Tape (record any beliefs without censor that come from the adverse situation): They found a replacement My boss hired him My boss thinks he is good My boss wants to replace me I am not good enough I will not have a job I will lose who I am Ĵ

11. Adversity:Let’s use our own example: Consequences: Beliefs:

12.  Jumping to conclusions  Tunnel vision  Magnifying & minimizing  Personalizing  Externalizing  Overgeneralizing

13.  Different than surface beliefs  Fundamental  Deep-rooted  Define “who you are”  Define “your place in the world”

14.  Achievement  Acceptance  Control Low IntensityHigh IntensityLow IntensityHigh IntensityLow IntensityHigh Intensity

15.  Map The A-B-C  Check the B-C Connection  Are the “C’s” out of proportion?  Do the “C’s” match the “B’s?”  If yes, :  What does that mean to me?  What is the most upsetting part of that for me?

16.  Identify worst case  Determine likelihood  Identify best case  Determine most likely outcomes  Identify Solutions

17. Worst Case Beliefs How Likely?Best Case Beliefs Likely Outcomes Solutions

18. Worst Case Beliefs Determined to not be a good enough chef Fired from job How Likely? Not at all likely Not likely Best Case Beliefs Receive world wide recognition Instantly able to relate to people Likely Outcomes Learn to work with Sous Chef Encounter some conflict on the way Solutions Spend time getting to know Sous Chef Ask what Sous Chef is interested in learning/gaining Work on listening skill set Ĵ

19. Worst Case Beliefs How Likely?Best Case Beliefs Likely Outcomes Solutions

20.  Calming Techniques Educators already use!  Positive Refocusing  Mentoring Techniques  Three Mantras  A more accurate way to view this could be:  That’s not true because:  A more likely outcome would be:

21.  First Generation Study Grant  Possible positive impact on RETENTION

23.  Resilience Reivich, K. & Shatte, A. (2002) The resilience factor; 7 essential skills for overcoming life’s inevitable obstacles. Broadway Books, New York. Wallace, E., (2007). The construct of resilience. Unpublished manuscript.  Self Efficacy Wallace, E., (2008) Well-being, self-efficacy, and engagement at Tarleton State University. Unpublished manuscript.  Emotional Intelligence Goleman, D. Boyatzis, R. McKee, A. (2002) Primal leadership; Learning to lead with emotional intelligence. Harvard Business School Press. Boston, Massachusetts.