Assignment: Focused Brief Therapy

Assignment: Focused Brief Therapy
Assignment: Focused Brief Therapy
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Assignment: Focused Brief Therapy
Review the located in the topical materials. Identify a specific presenting concern that one of the Vargas family members has identified this week. Create a “transcript” of a session as a solution-focused counselor, using solution-oriented terms and concepts, to work with the client in identifying a solution to the problem. The transcript should be 500-750 words in length. Use the SFBT Manual transcripts as an example.
NeuroLeadershipjouRnal issue TWO 2009 RESEaRCH
(see below). This type of engagement can be effective short term for executing specific projects, but tends to be narrow in view, inhibiting creative thinking (Beeman, 2009), inducing mental fatigue (Tang and Posner, 2009) and comes with long term consequences such as negatively impacting overall health due to increased cortisol (Boudarene, Legros and Timsit-Berthier, 2002).
Threat circuitry is not just fear. it includes anything that is an avoid response…
neural drivers that enhance and decrease engagement
With the idea of the threat and reward response as the basis of engagement, the question becomes ‘what are the issues that generally create high levels of rewards or threats, especially in social environments?’ The answer to this question, we propose, is largely to be found in the social cognitive and affective neuroscience literature. The sCARF model (Rock, 2008) summarizes a wide range of social cognitive and affective neuroscience findings into five domains of threat or reward. The five domains are status, Certainty, Autonomy, Relatedness and Fairness. These five domains are environment factors that people keep track of, in a similar way to tracking levels of food or water, and using similar circuits in the brain (Lieberman, 2008). We propose that engaged employees are experiencing high levels of positive rewards in the sCARF domains, and disengaged employees are experiencing high levels of threats in the sCARF domains.
The research that supports this proposition involved looking over engagement models and meta-summaries of engagement models, and finding that the elements of each model fit into one of the categories of sCARF. For example, in one of the most common engagement models; The Gallup Organization’s Q12; six out of 12 questions related to status, one to certainty, one to autonomy, two to relatedness and one to fairness. (see Appendix 1)
On the other hand, engagement is also indexed by a balanced brain-body state including occupied, effortless, joyful feeling and being flow (Tang, 2009) which we will discuss below.
What are the levels of engagement from a neural perspective?
Gallup organization (Gallup, N.D.) has identified three levels of engagement: • Actively Disengaged • Not engaged • engaged
We propose a model with five levels, that link to the threat/ reward response.
Actively disengaged A high average threat state
Disengaged An average threat state
Neutral Mid way between threat and reward states
engaged On average a reward state
Deeply engaged A strong average reward state
We have added ‘Disengaged’ and ‘Neutral’ to have a more robust model for researching engagement. We propose adding ‘Deeply engaged’ to take into account a higher level of engagement that may be necessary to offset the deep levels of the threat response that leaders experience, called ‘power stress’ (Boyatzis, smith and Blaize 2006). By experiencing deep engagement, which is a strong average reward response, leaders develop a type of resilience to power stress, similar to the ideas of Psychological Capital (Luthans, Youssef and Avolio, 2007). Deep engagement is a level of engagement which is often seen in entrepreneurs who are inspirational, visionary leaders, or people who are highly successful at engaging others.
Deep engagement is a level of engagement which is often seen in entrepreneurs who are inspirational, visionary leaders…
We propose that deep engagement is an experience that occurs when people experience rewards from all five domains of sCARF. One way to do this is when you are undertaking tasks that you perceive improve the greater good, by improving some kind of social condition.

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