Excerpts from: Treating Anger for Profit

Anne Gorman

Each Week, a New Skill On a recent Tuesday night in Brentwood, Whatley the jaywalker, Yakota the college student and Helmy the shouter sat in a circle holding their workbooks, “Gaining Control of Ourselves.” Each week, George Anderson or one of his fellow teachers covers a new skill: Active listening. Identifying high-risk situations. Controlling negative emotions. This week: Communicating effectively. The participants took turns introducing themselves, telling why they got referred to the class and what they could have done differently to prevent getting arrested. Then they watched a video about communication styles and practiced ways to express anger and frustration without provoking a fight.

Anderson described the pretend situation: You’ve cooked a nice meal and your partner comes home two hours late and the food is ruined. His students’ responses–though a bit formal–hit the mark: I feel hurt when you come home late for dinner because it makes me feel like you don’t value our time together. Moheb Helmy, 22, said his rage consumes him and he is constantly slamming doors, cursing and fighting with his family. “I have so much anger,” he said. “I would love to change because it hurts everybody around me.” Helmy, who has been ordered by a judge to attend 12 weeks of classes, said the skills he is learning seem logical. “But when it comes time to do it, I forget it all,” he said. Anderson, a clinical social worker and former UCLA lecturer, has been teaching anger management for three years and currently has about 200 students at four Los Angeles locations. “I don’t know if it works or not,” he said. “But anger management teaches practical skills. I think if they come for a long period of time, they’ll benefit.”

Some clients come voluntarily, but most are required to attend and aren’t happy about it. Inevitably, a few bring along an attitude: I don’t have a problem. I don’t need to be here. Sandra Whatley, a native Texan with a self-described temper problem, had those exact feelings when she first started the class. She thought the police officer needed anger management more than she did. But during a year of classes, Whatley said, she has realized that she has to take take some responsibility for getting arrested. Now, she leaves her workbook open on her dresser to remind her to take a deep breath when she is about to explode. “I’ve had an aggressive personality my whole life,” said Whatley, 40. “It’s in my blood. I need this. But I cannot even begin to tell you I have toned myself down.”

The Behaviorally Disruptive Physician

Dr. Richard Ions, M.D.

It is difficult, if not impossible, to read a newspaper or watch the evening news without recognizing the degree to which violence permeates our world. Violence in the medical workplace does occur on a regular and continuing basis, and we often overlook its more subtle manifestations and its effects upon those around us.Physicians can consciously or unconsciously be perpetrators of disruptive behavior in the medical workplace, actions that are felt by others to represent anger, intimidation, and the threat of harm to others. We often fail to see the more subtle manifestations of our conduct, and the ways in which our thoughts, words and actions affect another. A pattern of such behavior may emerge in some physicians which has not been responsive to feedback from others, and attempts at corrective action may continue over time. The inherent problem is that of abuse of power and position for personal gain or to avoid blame or responsibility for adverse outcomes. An individual may create a reputation of being difficult to deal with or moody and others soon learn how to work around them without arousing their ire or reactions. For the purposes of this discussion, we will refer to them as behaviorally disruptive physicians.The expression of anger in the workplace by physicians is manifested in a variety of disruptive and maladaptive behaviors that tend to persist or reassert themselves over time. They are briefly summarized in Table I. A given problem physician will possess their own characteristic pattern of behaviors that result in conflict and concern in the hospital or office. Anger may be expressed with subtlety and persistence, or with sudden explosive dramatic outbursts. These actions may directly or indirectly affect the care given to patients. A great deal of time is consumed in adjusting to this individual, attempting to control them, and in efforts to assist those who feel injured.

Disruptive and Maladaptive Behaviors

TABLE I. Common behaviors in disruptive physicians

Inappropriate anger or resentments

-intimidation

-abusive language

-blames or shames others for possible adverse outcomes

-unnecessary sarcasm or cynicism

-threats of violence, retribution, or litigation

Inappropriate words or actions directed toward another person

-sexual comments or innuendoes

-sexual harassment

-seductive, aggressive, or assaultive behavior

-racial, ethnic, or socioeconomic slurs

-lack of regard for personal comfort and dignity of others

Inappropriate response to patient needs or staff requests

-late or unsuitable replies to pages or calls

-unprofessional demeanor or conduct

-uncooperative, defiant approach to problems

-rigid, inflexible responses to requests for assistance or cooperation

There are a variety of factors that can lead to such behavior by any professional in any medical establishment on occasion. Many professionals have experienced similar behavior in their homes during childhood and adolescence. Many others have directly suffered from abuse of power and position during their medical education or training. Indeed, some of the behavior that is no longer accepted was considered outrageous, but tolerated in the not too distant past. Numerous articles have appeared in the medical literature in recent years documenting the frequency and prevalence of medical student and medical resident abuse. Negative rolemodeling, particularly the use of public humiliation as a socialized and necessary element of medical training, is often used to justify current behavior. Physicians experience a great deal of pressure from peers and the public to meet exacting performance expectations. When something goes wrong, when a perfect result or outcome is in jeopardy, then blame is anticipated and expected. If we do not want to accept the blame, then we are prone to place it on others. In the long journey from high school to practicing physician, many sacrifices are required. Often we do not have as much time for the development of interpersonal skills as other students. Medical training has not historically provided education and experience in supervisory or team building, conflict resolution or effective leadership. We learn as we go, often from the mistakes we make along the way, unaware of or personal invulnerabilities or lack of sophistication. The medical workplace is the stage upon which numerous human dramas are played. Many tragic scenes occur wherein suffering, conflict, and death with their medical and psychological consequences are experienced each day.  In this highly charged environment there is a constant demand for faultless performance and flawless decision-making. Over time, we develop a hardening, a ritualized suppression of feelings in order to cope with the demands and stress. In the process we can become insensitive to the needs, feelings, and sensibilities of patients, peers, and coworkers while developing an emotional armoring against the criticism, barbs and comments of others. Our ability to utilize healthy adaptive mechanisms such as humor, altruism, sublimation and rationalization can be overcome. Each of us carries inherent personal vulnerabilities and weaknesses. Mechanisms that one utilized earlier I life may no longer be appropriate or effective. Our own image of ourselves may become distorted through denial, our compulsion with perfection, our obsession with being right, and our narcissistic defenses. We may lose the ability to see oneself as other people see us, becoming susceptible to a heroic fall, a metaphoric death due to the sin of hubris, or false pride. When it finally becomes necessary to take action and begin the process of coming to terms with a disruptive physician, be aware that the process is seldom easily or quickly completed. Initial steps involve the use of conflict resolution at the hospital or clinic level, using senior practice partners and appropriate administrative personnel. In many cases this approach will be successful. However in others, initial strategies that seek modification of behavior and corrective action will seem effective for short periods of time. Some professionals will return to old patterns of disruptive behavior and the concerned parties in the hospital or clinic will finally come to the conclusion that more intensive measures are necessary, and will require the use of additional leverage and the help of outside resources. The following outline depicts the most effective means for accomplishing the task of confronting the disruptive professional under such circumstances.

Confrontation

1.) Rarely will disruptive professionals independently seek help. They characteristically lack insight into the nature or severity of their problematic behavior. Following aggressive intervention and assessment, the majority develop at least partial insight. 2.) When it is necessary to proceed to confrontation, utilize a diverse team and choose a neutral meeting site.  Request each team member to specifically describe the problem behavior and its impact upon others. Emphasize the seriousness of the situation. 3.) Determine in advance acceptable outcomes from the confrontation. Identify the types of resources available. Decide whether an independent assessment is needed and the specialized components that will be required. Consider what treatment or therapy is acceptable in lieu of assessment. Seek acknowledgment of the problem behavior by the physician and responsibility to take corrective action. Offer assistance in obtaining help and make recommendations upon acceptable outcomes. Disclose what providers of assessment or treatment are acceptable. Identify any financial assistance or other support the professional can expect.

THE BOTTOM LINES

4.) Carefully review the alternatives that will be exercised if the professional refuses to comply with the recommendations. Review state and federal requirements. Reveal the team’s bottom lines only if the professional will not commit to an acceptable course of action in a reasonable period of time. Emphasize potential loss of privileges, liability insurance, or termination of employment or contract. Outline precisely due process provisions that are operable through organization bylaws or policies. Indicate when reports to state professional health program, state licensure board or national practitioner data bank may be made. Do not threaten actions you are not prepared to take.

REHABILITATION AND RE-ENTRY

5.) If the confrontation is successful, identify a peer to serve as a liaison and mentor in the process. Monitor progress in implementation of the agreed upon action plan. Develop clear rehabilitation goals. When appropriate, emphasize a plan for return to active practice when goals are met.

6.) Prior to professional re-entry or within a short period of time after information is obtained from assessment and/or treatment [with the physician’s written authorization], establish realistic re-entry expectations and conduct boundaries. Utilize peer monitoring and, if necessary, supervision in practice. Encourage or require continuing education in arrears of weakness.  Construct a clear and precise re-entry behavioral contract which specifies the consequences for failure to comply. Within the contract identify a mechanism for future conflict resolution.  Provide dignity and support for the professional as well as the workplace staff.

Independent assessment by professionals who are not associated with the hospital or clinic provides the most objective information. When the professionals that do such evaluation indicate at the outset that they will not be involved in any therapy or treatment of the referred party, then an additional conflict of interest is avoided. In our experience, disruptive professionals who have serious problems and have not responded to conservative measures are most effectively evaluated by a multi-disciplinary team of professionals that provide comprehensive and definitive evaluation for mental disorders, addictive disease, and covert medical illnesses. The time away from professional responsibilities as well as the time and expense of such a process can be therapeutic in and of itself. Reports should approach forensic standards, and evaluators must be prepared to represent and defend their work in the future if bottom lines need to be exercised.

Anger Management Presentation a Smashing Hit at Smith College

George Anderson’s presentation at the 90th Anniversity of The Smith College School for Social Work was the highlight of the three day conference. Anderson spoke contemparaneously about the Anderson & Anderson anger management curriculum. He explained the importance of defining anger management as a positive psychology class which teaches enhancement skills in recognizing anger, stress, assertive communication and emotional intelligence. He explained the importance of having Pre and Post Tests to determine the success or lack of success of each participant. Anderson outlined all of the components of the anger management intervention including: organizational anger management, anger management classes, executive coaching/anger management for physicians and other executives, civility training for attorneys, classes for divorcing couples, as well as anger management classes for human resource management referrals and court referrals.

Following this powerful presentation, George Anderson had an opportunity to meet and discuss his model with the Dean of the School of Social Work, Dr. Carolyn Jacobs, and Dr. Carol T. Christ, President of Smith College. Tentative plans are in the works for Anderson & Anderson to sponsor a Certification training in Los Angeles as a fund raiser for the Smith College for Social Work in December of 2008.

Nancy J. Anderson, M.A, MSW, BCD, CAMF

Published in: on July 21, 2008 at 4:56 pm Comments (0)

Movers & Shakers Among Coaches for Physicians

Movers and Shakers Among Specialists in Anger Management For Physicians

Disruptive physician referrals to executive coaching/anger management programs have dramatically increased nationwide. One of the major reasons for this trend is the 2007 requirements by the Joint Commission on The Accreditation of Healthcare Organizations requiring written policies for intervention, referral and mandated help for disruptive physicians.

The new JCAHO definition of “disruptive physicians” narrowed the scope of appropriate interventions. Psychiatric impairment, substance abuse and/or sexual abuse are now excluded as related issues. Rather, “disruptive behavior” is defined as behavior that may impact patient care and professional relationships. Here are some of the behaviors that are considered “disruptive”:

-Disrespect

-Berating colleagues

-Use of abusive language

-Condescending behaviors

-Unacceptable bedside manners

Because of the specificity of the intervention needed to address “disruptive physician behavior”, few organizations are equipped to provide non-psychiatric assessments and intervention for this growing problem. Most, if not all traditional interventions have been based on psychiatric models.

Currently, there are only three nationally recognized providers using focused intervention for “disruptive physicians”. The Pace Program at the University of California at San Diego provides classes for small groups of “disruptive physicians” on campus over a three day period four times each year. Click here for information regarding this program: http://www.paceprogram.ucsd.edu/.

A second program that is widely used in the southern United States is the Vanderbilt University School of Medicine at: http://www.mc.vanderbilt.edu/cph . This program is also offered in a small group format.

Finally, the Anderson & Anderson Executive Coaching/Anger Management for physicians is the only model currently in use that is available on-site or in Los Angeles and provided on a individual basis. This model uses non-psychiatric assessments and intervention. For more information, click here http://www.andersonservices.com.

George Anderson, MSW, BCD, CAMF, CEAP
Diplomate, American Association of Anger Management Providers
Anderson & Anderson®, The Trusted Name in Anger Management
http://www.andersonservices.com/
http://www.aaamp.org
http://www.linkedin.com/in/geoanderson
www.anger-management-resources.org

Published in: on July 8, 2008 at 12:19 am Comments (0)

Anger As Adversary

Anger May Help Lawyers Win in Court, but Not at Home

by Steven Stosny (Published in the Legal Times, 5-19-97)

Among professionals, attorneys may be the most susceptible to anger and resentment problems that lead to diminished performance on the job, greatly increased risks to health and psychological well-being, and ultimately, to unhappiness at home.

Virtually all my non-court-ordered clients with anger problems are attorneys whose continual irritability has disrupted their lives, including a few judges who fear that their anger at attorneys will unfairly influence their rulings.

The high rates of divorce, domestic violence, and alcoholism among attorneys are indications of this susceptibility that may have more to do with habits of motivation and concentration than with the stress of the job.

The practice of law requires diligent attention to a great many details that are not inherently interesting. To sustain intense focus and adequate energy levels in the absence of interest/excitement, the brain often taps into its most accessible reserve of energy, one of the more than a dozen forms of anger/resentment.

In reviewing a dull document, for instance, the brain might look for something to get peeved at, which provides the energy and focus necessary to complete the task. The brain must find provocation, however obscure, for a dominant-submissive response that evokes fear of defeat, failure, or humiliation (or fantasies of victory and dominance) to get its jolt of focusing energy.

This innocent use of anger as motivation does nothing less than put the sense of self at stake even in the most mundane tasks. Repeated over time, the entire personality shifts to a defensive adjustment. Even trivial disappointments seem like failure and rejection when consumed in a joyless drive and surrounded by a moat of irritability.

Because it acts on the entire central nervous system as an amphetamine, anger arousal always ends in a physiological “crash,” often experienced as depression when the issues stimulating the anger remain unresolved. Think about it. The last time you got angry, you got depressed afterwards. The angrier you got, the more depressed you got. And that is merely the physiological response, even if you kept from doing something while angry that you were ashamed of, like hurting the feelings of someone you love.

To escape the pain of depression, the brain will look for excuses to get angry. Thus, anger springs a terrible addictive trap by providing immediate relief from the depressed mood that it eventually worsens.

Anyone can become an anger junkie, using some form of anger for:

o Energy/motivation. You can’t get going or keep going without some anger or irritation.
o Confidence, a stronger sense of self, you only feel certain when you’re criticizing someone or angry with someone.
o Anxiety reduction. Anger makes you feel more at ease, especially in new or uncertain situations.
o Relief of depression. You tend to need a morning jolt of anger.

The addicted brain compulsively justifies the anger it craves, ignoring all contrary evidence in the process. Thus, judgment and reasoning are greatly impaired during anger arousal. Failure to comprehend most relevant possibilities that justify anger. That’s why people justifying their anger can sound like alcoholics claiming that they drink for the unique nutritional value of booze.

Regardless of personal levels of intelligence, during anger arousal, we perform generally as if we have a learning disability. Laboratory experiments have shown that even subtle forms of anger impair problem solving and general performances.

In addition to increasing error rates, anger narrows and rigidifies mental focus, obscuring alternative perspectives. The angry person has one “right way” of doing things, which, if selected in anger, is seldom the best way.

With the lone exception of hurting someone, there is nothing you can do angry–or resentful, irritable, grouchy, impatient, or chilly–that you can’t do better not angry.

Health Risks

The effects of anger on health have more to do with duration than with frequency and intensity. The normal experiences of overt anger lasts only a few minutes. But the subtle forms of anger–resentment, impatience, annoyance, irritability, grouchiness, and “attitude”–can go on for days at a time. The effects of anger on health have more to do with duration than with frequency and intensity. The normal experiences of overt anger lasts only a few minutes. But the subtle forms of anger–resentment, impatience, annoyance, irritability, grouchiness, and “attitude”–can go on for days at a time. A person with continual episodes of anger has a five-time greater chance of dying before age 50. Anger elevates blood pressure, increases threat of stroke, heart disease, cancer, depression, and anxiety disorders, and in general, depresses the immune system (angry people have lots of little aches and pains or get frequent colds and bouts of flu, headaches, or upset stomachs.)

To make matters worse, angry and resentful people tend to seek relief from their ill moods through other health-endangering habits, such as smoking and drinking, or through compulsive behavior such as workaholism and perfectionism.

A person with continual episodes of anger has a five-time greater chance of dying before age 50. Anger elevates blood pressure, increases threat of stroke, heart disease, cancer, depression, and anxiety disorders, and in general, depresses the immune system (angry people have lots of little aches and pains or get frequent colds and bouts of flu, headaches, or upset stomachs.)
To make matters worse, angry and resentful people tend to seek relief from their ill moods through other health-endangering habits, such as smoking and drinking, or through compulsive behavior such as workaholism and perfectionism.

According to Professor Arthur Miller of Harvard University Law School, good attorneys make opposing arguments seem like rank obscenities. This might be sound strategy in the courtroom—it may also explain why my clients who are judges see lawyers as impediments to their work—but it creates disaster in attachment relationships.

The formula for success in love relationships is quite the opposite: Validating the perspective of loved ones must precede disagreement. In fact, disagreement is not nearly as important as validation of emotions. People get the angriest, which means the most hurt, not about getting their own way, but when they feel misunderstood or disregarded by loved ones.

If adversarial skills work at all in the home they must be applied first to the building the case of loved ones, then fairly and compassionately comparing it to your own.

Winning is a goal for the courtroom, but in families, it causes only resentment, covert hostility, and intimacy barriers. Virtually every sexual problem I have ever seen in couples has its roots in resentment. When one person in a family wins, everybody loses.

A common myth about anger problems is that they only involve hurting someone or destroying property. But this is only one of dozens of kinds of anger problems. You have an anger problem if some subtle form of anger/resentment—that you might not even be aware of—makes you do something that is not in your best interest or keeps you from doing what is in your best interest.
This could be simply putting a chilly wall between you and your loved ones, or a continual impatience that keeps you from noticing the compassion of others.

Practitioners most vulnerable to anger/resentment problems are the most actively adversarial, in general, trial lawyers.

Next are those faced with job insecurity on top of highly stressful work conditions: associates in general and partners in struggling firms. Lawyers with poor social supports and family problems and those who must fight invisible barriers of sexism and racism are also highly vulnerable.

To assess your risk of developing an anger/resentment problem, ask yourself: “Do my emotional responses seem like the fault of someone else? Does it seem that other people are trying to ‘push my buttons?’ Is the first thing that occurs to me when a problem arises ‘Who’s to blame?’ or ‘How do I get even?’”

Published in: on July 3, 2008 at 12:29 am Comments (0)

Anderson & Anderson Increases Executive Coaching Faculty

The unanticipated demand for executive coaching has necessitated an increase in the Coaching Faculty at Anderson & Anderson. Nancy Anderson, MSW, LCSW and President of Anderson will begin training coaching clients in July, 2008. Nancy will work exclusively at the Brentwood office.

Nancy Anderson

Nancy Anderson is the president of Anderson & Anderson, and the quiet impetus of its success. Nancy earned a Bachelor’s and two Master’s Degrees from UCLA, where she has also been a member of the clinical staff at the Neuropsychiatric Institute. She is licensed in Educational Psychology and Clinical Social Work in the state of California.

Currently, Nancy maintains a clinical psychotherapy practice at Anderson & Anderson and is available for consultation on educational or family issues that can not be addressed by an anger management program. She also works as an educational psychologist for The John Thomas Dye School in Bel Air. Although she is certified in anger management, her primary involvement at Anderson & Anderson has been as the CEO.

John Elder, MA, MFT, CAMF who is a long time Anderson & Anderson Faculty member will begin providing coaching in San Bernardino County and cities in easy commute from Loma Linda, CA.

John Elder, M.A., M.F.T.

Mr. Elder has been a facilitator and Anderson & Anderson Faculty for several years. John is one of the most interesting members of our faculty. He has assisted in writing most of our material and is a regular contributor to our blog and website. John is the author of the Anger Management Pyramid as well as the new meditation relaxation tape which will both be listed on our website very shortly. He is also the co-author of our new publication, “The Practice of Control”.

Since the new JCHAO standards for “disruptive physicians” were imposed on all Health Care Organizations in April, 2008, Anderson & Anderson, Vanderbilt University Department of Psychiatry and the PACE Program at the University of California at San Diego have emerged as the principal providers of Executive Coaching/Anger Management for Physicians in the nation. Anderson & Anderson is the only nationally recognized provider to use a structured, non-psychiatric assessment tool for mandated and self referred physicians.

George Anderson, MSW, BCD, CAMF, CEAP
Diplomate, American Association of Anger Management Providers
Anderson & Anderson®, The Trusted Name in Anger Management
http://www.andersonservices.com/
http://www.aaamp.org
http://www.linkedin.com/in/geoanderson
www.anger-management-resources.org

Opinion: When did we become so angry? asks Tony Parsons

After a row about queue-jumping, a 57-year-old man called Kevin Tripp lies dying in a Sainsbury’s. As his life ebbs away, children are ushered out by their parents.
Tony Virasami, a 37-year-old who was called to the store by his girlfriend, is charged with his murder. How many lives were ruined that day? And all because an incident that would once have been dealt with by someone clearing their throat, or raising an eyebrow, is now settled by someone getting killed.

They call it “shopping rage” but that trivialises something that is eating us alive - a willingness to resort to extreme violence at the slightest provocation.

Where someone would once have raised their voice, they now raise their fists. Incidents that would have, at the very worst, led to A&E now end in the graveyard, the court and jail. What is wrong with us? When did a country famous for its humour, patience and tolerance give itself over to this uncontrollable rage?

Rage is our distinguishing feature now. And we know it can erupt at any moment. You see it everywhere. You risk your life if you object to anti-social behaviour.

Respect is a term we hear a lot of, but there is precious little of it for old people, for women, for children. It feels like all the old taboos have been discarded, all the old borders that made this a decent society have been torn down.

Where there was once indulgence for the old lady with her change in a shop, there is now impatience.

Where there was once tolerance for the ways of others, there is now murderous fury.
And where there was once politeness, there is now rudeness.
Something about us has coarsened. The man who died in Sainsbury’s would not have perished even 10 years ago. The man who assaulted him would not so readily have resorted to extreme violence. This is not looking back at the good old days through rose-tinted contact lenses - we really were a gentler, more tolerant people.

I don’t know how you get it back, that lost England where someone would behave on a train or bus just because someone rattled their newspaper. But I know it is gone.

We all feel the frustrations of the modern world and impatience with people who get in our way.

What has changed is the total lack of restraint. We have lost the fear of our father, of the police, of the courts, our fear of being punished.

So anger is allowed to erupt like a volcano because someone cuts us up at the lights, or looks at us the wrong way, or upsets our girlfriend at the checkout.

It’s ironic that the generations who knew the suffering of war and poverty are less angry than the brats of peace and prosperity.

Reports suggest the man who died wasn’t the one who jumped the queue. He was patiently waiting his turn.
The wrong man was punished for a petty crime.
But that’s anger for you. When the red mist descends, all you can think about is violence. The brain switches off. And a man dies from massive head injuries because a woman was slighted and her boyfriend’s response was immediate, uncontrollable rage.

And why? Because someone thought they might have to wait an extra 90 seconds to pay for their oven chips.
We have to get back to the old ways when respect was something you showed others, not something you furiously demanded yourself.

Where the old and the weak and the young were tolerated, not regarded with impatience.
And where a man could face the everyday frustrations of life without losing his rag.
Where there was once tolerance for the ways of others, there is now murderous fury. What is wrong with us?

Philo Holland
Senior Broadcast Journalist
BBC Radio Five Live
Manchester
Phone: x44290 (0161 244 4290)
Fax: 07921 648 298
E0mail:  [mailto:philo.holland@bbc.co.uk]
Mail: Room 1044, BBC, Manchester, M60 1SD 
          909 & 693 AM, digital radio & TV, & online at http://www.bbc.co.uk/fivelive

Improving Communication with Others

Lack of communication is the root of many troubles, such as hurt feelings, misunderstandings, missed deadlines, and unsuccessful connections. Healthy communication in its broadest form is important in developing positive healthy relationships between family members and others. Everyone should utilize techniques useful for gaining good communication skills.

Basic skills are very important and many people do not use them well. Poor communication skills result in unnecessary problems and misunderstandings in relationships.

Good communication requires two sets of skills:

• Those required to understand the other person (accurate receiving).
• Those required to give out accurate messages (accurate sending).

Four key communication skills for improving interpersonal relationships are:

• The ability to listen without judging.
• Show understanding of what has been said.
• Acknowledge and accept another’s point of view.
• Don’t impose your personal beliefs on someone else.

Good communication skills take patience and time to acquire. We encourage participants to use all of their newly learned skills in developing positive and healthy relationships.

George Anderson, MSW, BCD, CAMF, CEAP
Diplomate, American Association of Anger Management Providers
Anderson & Anderson®, The Trusted Name in Anger Management
http://www.andersonservices.com/
http://www.aaamp.org
http://www.linkedin.com/in/geoanderson
www.anger-management-resources.org

Positive Stress Leads to Success

When you think of stress, do you think creativity, zeal, passion, excitement, or motivation? These are positive stress words which best describe what is currently happening at Anderson & Anderson Executive Coaching/Anger Management. Interest in our anger management curriculum is rapidly spreading nationwide. In addition to our scheduled taping of a one hour show for a Positive Psychology Program in Denmark, we have been approached by two major networks for a Sit-com and a Reality T.V. Program. In addition, our Executive Coaching for Physicians is taking us to Florida, Indiana, Illinois and Northern California during the next week.

We are currently recruiting Doctoral level Psychologists and LCSWs to join us in providing Executive Coaching/Anger Management for Physicians nationwide. For information, contact George Anderson, MSW, BCD, CAMF at 310-207-3591 or georgeanderson@aol.com, www.andersonservices.com.

George Anderson, MSW, BCD, CAMF, CEAP
Diplomate, American Association of Anger Management Providers
Anderson & Anderson®, The Trusted Name in Anger Management
http://www.andersonservices.com/
http://www.aaamp.org
http://www.linkedin.com/in/geoanderson
www.anger-management-resources.org

Published in: on February 14, 2008 at 5:32 pm Comments (0)

Consumer Alert

Many non-approved anger management providers in Los Angeles are making false claims regarding their acceptance to the Courts of California.

For a list of Court Approved anger management providers in Los Angeles County, contact any criminal court in Los Angeles County or visit http://www.andersonservices.com/providersLACounty.html.

George Anderson, MSW, BCD, CAMF, CEAP
Diplomate, American Association of Anger Management Providers
Anderson & Anderson®, The Trusted Name in Anger Management
http://www.andersonservices.com/
http://www.aaamp.org
http://www.linkedin.com/in/geoanderson
www.anger-management-resources.org