C H A P T
E R
6
Personality Type
and Stress
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Introduction
It goes without saying that people are different. We look different, we think,
talk, act, respond, eat, sleep and move in as many different ways as there are
people. We handle stress differently.
Part of that is learned. Our culture will teach us a great deal about how to
conduct ourselves-what is appropriate for different settings, etc. Our families
will teach us various skills and behaviors which we carry throughout life. But
who we are goes far beyond what is learned, far beyond the influences of culture
and society. A large part of who we are is born with us; it is innate. Our
genetic background, our "nature" is totally unique.
How does this topic fit in a book on stress management? As we said, each of us responds to stress differently. One method of relaxation practice will not work
for everyone. One coping mechanism will not fit all. In addition, not
appreciating our own uniqueness and learning to treasure the value within
contribute to the development of stress in our lives.
Have you ever had an experience, at work or in school, where you felt that you
just "didn't belong"? I'm sure most of us have felt like that at one
time or another. Sometimes it means that you or the people around you are having
a bad day, or it might mean more. You may indeed be in a place where you do not
belong; you may be a round peg trying to fit into a square hole. It does not
mean that you are a bad person or the job is necessarily a bad job; it just
means that your personality and the place are not a good match.
OK, there's the key. Personality. What is it? What does it mean? Thinkers
throughout the ages have talked about different temperaments, or personalities; the
concept is not new. John Oldham and Lois Morris
give a very good description of personality in the following paragraphs:
Your personality style is your organizing principle. It propels you [ on your
life path.
It represents the orderly arrangement of all your attributes,
thoughts, feelings, attitudes, behaviors, and coping mechanisms. It is the
distinctive pattern of your psychological functioning-the way you think, feel,
and behave-that makes you definitely you.... Personality is like a deck of
cards. You are dealt a hand at conception, and life experiences determine which
genetic cards will be turned up and therefore what the nature of your normal
experience will be. Your hand-your personality style-will be fairly well set by
the end of childhood, and you will be playing the "game of life" in
your distinctive way for the remainder of your years.
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[John M. Oldham and Lois B. Morris. Personality Self-Portrait: Why You Think,
Work, Love, and Act the Way You Do. (New York: Bantam Books, 1990), 116]
In essence, your personality makes you who you are, and that determines how you
will move through the major domains of your life. Oldham and Morris discuss
the
connection between your personality and the six major areas, or domains of your
life:
The Self
Relationships
Work
Emotions
Self-Control
Real World
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The major thesis in Oldham and Morris' book is that different people with
different personalities tend to focus on certain domains more than others. For
example, if a person tends to be a very
The Angry Heart
New research suggests that rage kills. Here s how to use optimism and patience
to stay healthy.
You've had a rough day and you're sick of listening to your toddler wail. Before
you can stop yourself, you haul off and slap him hard enough to make his little
head spin. Or you see your boyfriend flirting with another sister at a party,
and in a heartbeat you march up to them and go off. Or when a less experienced
white man receives a promotion before you, you hold in the humiliation and rage
until you're nearly blinded by a headache.
Incidents like these happen all too often. Whether it's a screeching child,
trouble in a relationship or discrimination at work, these kinds of occurrences
generate feelings of anger and frustration. The cumulative effect of hostile
responses or the compounding, silent, internal rage may be health problems as
minor as a constant headache or as serious as a deadly heart attack. "Microaggressions
happen to us on a daily basis," says Dr. Michelle 0. Clark, assistant
clinical professor of psychiatry at the University of California at San
Francisco. "It may seem like a small thing when it occurs, but these small
things add up, day after day, month after month, year after year. They wear you
down and you may begin to manifest physical symptoms."
Whether we express or suppress it, anger can be deadly. More and more experts
are discovering that when we allow anger and hostility to get the better of us,
we expose ourselves to serious and often life-threatening health problems.
But we don't have to allow stress to kill us. We must learn to control ourselves
by letting go of anger and reacting differently to stressful, unpleasant
situations when they occur. While hostility and anger can be dangerous,
replacing them with optimism and controlled, positive, thoughtful responses can
heal and protect us.
What the research says
The fact that anger and aggression can lead to sickness first came into the
limelight in the 1950's. Experts discovered a connection between driven,
harried, irritable, competitive Type A behavior and increased risk of heart
disease. Recent studies, however, suggest that it may actually be suspicion,
anger, mistrust, cynicism, low self-esteem and hostility-reactions to
stress-that make you sick.
Some of the latest research also questions another popular notion: That only
repressed rage makes the blood boil. It seems that screaming, hollering and
cursing have proven to be just as damaging as simmering, stewing and brooding.
"Expression or repression is not the issue," says Dr. Willard Gaylin,
author of the book Rage Within: Anger in Modern Life . "The real problem
lies with the emotion."
Drs. Ernest H. Johnson and Clifford L. Broman explored how both anger and stress
affected the physical health of more than 2,000 Black men and women coast to
coast. They found that subjects who directed their anger outwardly had more
marital difficulties, higher unemployment and fewer friendships and committed
crimes more often than people who were able to think situations through and
respond without anger. The subjects who faced stress with external anger were
also more prone to engage in negative health behavior-smoking, alcoholism,
overeating. Both the negative life experiences and the bad habits often led to
heart disease and other chronic ailments. More tellingly, anger alone was linked
to all kinds of illness.
"We found that angry subjects-people who either express their anger
outright or suppress it-have more diabetes, kidney problems, strokes, cancer,
hypertension and circulatory difficulties," says Dr. Johnson, associate
professor of clinical psychology at the University] of Houston.
How anger leads to illness
The link between anger and illness can be traced to a basic animal response.
When an animal-and that includes the human animal-feels threatened or endangered, the central nervous system responds and the
fight-or-flight survival mechanism kicks in. "Rage and fear are emergency
emotions," says Dr. Gaylin. "The pupils are dilated or constricted.
Palms become sweaty. The heart rate and respiration are altered. Adrenaline is
pumped into the blood and the blood is then redirected from one part of the
body to another." But repeatedly activating this defense system overtime
may lead to long-term problems. "When we are angry or enraged, the stress
hormones that are released cause the heart to pound, cholesterol to increase and
blood pressure to go up," explains Dr. Johnson, who is coauthor of the
forthcoming book The Deadly Emotions . "Happening time after time, this can
lead to cardiovascular disease, stroke and other problems related to
hypertension. The stress hormones also cause an increased metabolism of
so-called dirty lipids, or 'bad' cholesterol," adds Johnson. "When
this cholesterol begins to collect, it can damage the veins, heart, liver,
kidneys and even the brain."
Along with physical wear and tear, anger can also cause people to indulge in bad
habits that lead to a mountain of negative health consequences. "Angry
people
do angry things to themselves," sums up Dr. Johnson. "They smoke, they
drink, they do drugs: they slowly do things to destroy themselves."
What you can do
Many of the stressors in our lives are beyond our immediate control. But we do
have control over ourselves, and we don't have to allow anger and hostility to
take hold. We can plan our reactions to the things we cannot alter. "You
are the only thing you have control oŁ" says Dr. Billie Jean Pace, an
Orlando, Florida gynecologist who counsels her peers and patients about stress.
"But we have relinquished that control by reacting to the responses of
others. We have to be focused enough to feel that anger and then let it go. Too
often we hold on to it and let it build into an explosive situation."
What's more, we must learn more positive ways to respond to stress, especially in
the heat of an unpleasant incident. This requires a change in attitude,
discipline and self-control. The first step is to control the urge to respond automatically with angry words and actions
unless the
situation is truly life-threatening.
Here' s a familiar example of an anger-producing situation and the appropriate
response: you're in a meeting at work and a co-worker brings up an idea in front
of your superiors. You realize that the person stole your idea without giving
you credit. You feel like screaming at the co-worker or walking out of the
meeting and slamming the door. But remember: The deed is done. You can't make it
go away and you can't control the co-worker or your superiors. You only have
control over yourself
Dr. John T. Chissell, chief consultant of the Positive Perceptions group, a
Baltimore health-education organization, suggests a productive response:
"Take a deep breath and then ask yourself, How can I turn this situation
around in my favor? Say in front of your supervisor, 'That's a good idea; in
fact, when I brought it up to so-and-so earlier, I thought. . .' Add on to the
idea, letting both your colleague and the supervisor know you're on top of
things. Afterward, take your co-worker aside and broach the subject directly,
rationally and without hostility. Calmly explain to him or I her the need for
the employees to work together. By taking this approach, you control the
situation; you don't allow the situation to control you."
Take Dr. Clissell s advice to respond productively when unpleasant situations
crop up—as they often do. Once we learn how to let go of our suppressed anger
and monitor our responses to unpleasant incidents, we will be able to view the
world through a prism of optimism. With this newfound power, our bodies will be
able to heal and strengthen themselves, and our minds willbe free to soar.
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By Linda Villarosa,
Essence, April 1990.
Reprinted with permission.
conscientious type of person, he or she may be most intensely focused on the
work domain. A more dramatic person might be involved with the domains of the
emotions and relationships. By learning more about your personality and
temperament, you can learn more about who you are, why you do things the way you
do, and areas you might wish to work on.
You also can learn that certain types of environments or situations may not be conducive to your overall emotional well-being. While this book will not provide
an in-depth program to determine which personality type you most closely
resemble, it will give you an introduction to this area of thought. For further
information, or to take some of the more detailed personality type
"self-tests," please refer to the list of resources at the end of the
chapter.
The next part of this chapter will explore the concept of personality types in
more depth. We will pay closest attention to the well-known theory of the Type
A/Type B personality, and how those characteristics impact on health and
wellness.
Different People, Different Personalities
As we said before, the idea that people have different personalities is not new. In the third century B.C., Greek philosopher Theophrastus identified thirty
universal personality types to help explain why each Greek was so different in
nature from his or her neighbor. Hippocrates took this discussion further,
writing the first scientifically based "personality type" system. To
the Greeks, nature consisted of the four elements: air, fire, earth, and water
Each element had a corresponding "humor" or fluid in the body:
air =
blood
fire =
yellow bile
earth =
black bile
water =
phlegm
Health and illness resulted from the balance or imbalance of these humors. Personality also reflected the predominant humor. For example, black bile was
believed to be conducive to melancholy. A person with a predominance of this humor would therefore have a sad personality.
Early theories of personality have largely been replaced by more modern
concepts, such as the highly influential work of psychoanalyst Carl Jung. Jung
believed that innate properties of each person determined personality type. In
his writings, he described two fundamental attitudes: introversion and
extroversion, which determined whether a person was primarily inwardly or
outwardly directed. Along with a dominant attitude, a person would also have a
dominant mode of functioning: thinking, feeling, sensation, or intuition.
Each
of these modes would merge with the attitude to create the overall personality
of an individual. For example, a introverted, ''thinking" person would
probably be highly intellectual in nature, whereas a introverted
"intuitive" person would be more of a dreamer.
Of course as with any system of categorization, the concept of personality types
is not rigid or absolute. We must be careful not to allow prejudicial attitudes
or biases to color how we look at persons. As learners, we must also guard
against feeling that we are locked in concrete by our "humors."
Much of who we are is set by genetics and culture, but there is always room for
change. Some people may experience severe excesses in certain personality attributes, and this can cause mental illness in some cases. Others may
recognize areas which they would like to cultivate or modify a bit. The
importance of the work done in the area of personality type is to help us get to
know ourselves better, for this knowledge is essential to optimal mental and physical wellness.
While the writings of Jung may not be "fun reading" for many people,
other psychologists and thinkers have helped to bring his ideas into popular
literature. Walk into the psychology or self-help section of any large bookstore
and you can find numerous books on personality and how gaining a knowledge of
your personality can help you to improve your life. One of the most popular
applications of Jungian ideas was the development of the Myers-Briggs Type
Indicator. We will explore this tool in the next section of the chapter.
Jung and Beyond
Just as Carl Jung took the discussion of temperament many steps beyond the
Greeks, later researchers built new theories of personality type from his ideas.
In the 1950s, Katheryn Briggs and her daughter Isabel Myers 'rediscovered'
Jung's work on psychological types. Drawing from his description of
introversion/extroversion and so on, they developed what is widely known as the
Myers-Briggs Type Indicator. This tool identifies sixteen different patterns of
behavior:
INFP
ISFP
INTP
ISTP
ENFP ESFP
ENTP ESTP
IKFJ
ISFJ
INTJ
ISTJ
ENFJ ESFJ
ENTJ
ESTJ
Each of these letters has a specific meaning:
E = Extraversion
I = Introversion
S = Sensation
N = Intuition
T = Thiinking
F = Feeling
P = Perceiving
J = Judging
By finding out which "type" you are, you can gain a better
understanding of why you or those around you behave in certain ways. The
Myers-Briggs test helps to identify whether a person is an INTJ [introverted,
intuitive, thinking and judgmental], or some other type. The purpose of this
type of scheme is not to infer that one type is "better" than any
other; we are different, not ranked according to any qualitative survey. Not only can we learn more about ourselves by studying differences in
personality
and temperament; we can also learn more about the people in our lives. Most
books discussing personality type systems include chapters dealing with how your
personality type affects your intimate relationships and business dealings. This
understanding can be very valuable from a stress management perspective because
understanding where your spouse or co-worker is coming from can help to replace
anger with acceptance, or can teach you why some people "drive you crazy."
For example, both my husband and I are "INTJs": Introverted/
intuitive/thinking/judgmental people. Both of us are, by nature, very punctual
and intellectually-oriented. These traits are consistent with INTJs. Although
the conventional wisdom is that "opposites attract," this is not often
the case for the rational, methodical INTJs. Keirsey and Bates summarize the
romantic behavior of INTJs quite accurately: "The selection of a similar temperament is more likely than selection
of opposite, following the assumption
that those who are similar ought to do well together." [David Keirsey and
Martha Bates. Please Understand Me: Character and Temperament Types. (Gnosology
Books Ltd., 1984), 73]
My stress level would be far higher if my life partner was of a
"temperament" which contrasted sharply with mine on important points.
OK, this seems pretty obvious as you read it. But how many of us have been in
stressful relationships with people who were our direct opposites in important
ways? The point of this discussion is that in order to manage your ways of
dealing with stress most effectively you must also learn to manage your life
effectively. Managing your life may mean making some difficult choices sometimes: chosing health over disease, changing your diet or exercise patterns,
learning new ways of working with people, or the like. One of the purposes of
this book is to provide you with some new ideas and ways of looking at the
various areas of your life. This often means looking in the mirror a lot. It may
not always be easy, but it will be worth it.
Type A/B Personality: Risk Factor for Stress?
We have all heard of the "Type A executive," but what does this mean?
Why does "A" or "B" have any relationship to stress or
stress related illness? These are the questions which we will explore in this
section.
In the 1950s, physicians Meyer Friedman and Ray H.
Rosenman led a group of researchers investigating the role of cholesterol and other risk factors in the
development of coronary artery disease. Their research demonstrated that there
were factors other than quantifiable physical risks ( e.g., high blood pressure,
smoking, etc.) which made one person
more likely to develop heart disease than another. They concluded that some behavior patterns were found more commonly in
patients experiencing heart
disease than in other people. These behaviors were given the now famous label
Type A behavior pattern. In a sense, Type A or Type B is another way of looking
at personality types.
Which personality are you? To summarize the work of Friedman and Rosenman, a
Type A personality is characterized by:
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vocal explosiveness: accentuating key words in everyday speech even when you
don't need to, hurrying your speech, speaking aggressively;
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speed: always moving, walking, eating, and speaking rapidly;
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impatience: with the rate at which others do things, at times becoming unduly irritated when standing in lines, or finishing other
people's sentences for them if they are speaking slowly;
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"polyphasic performance": frequently trying to do two or more things at the same time (e.g., listening to a person while also thinking about some unrelated subject);
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always talking about those subjects which are of special interest to you, or
being preoccupied with your own thoughts when conversing with others;
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feeling guilty when you relax;
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attempting to do more and more in less and less time, coupled with a chronic
sense of time urgency.
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[ Meyer Friedman, M.D., and Ray H.
Rosenman, M.D. Type A
Behavior and Your Heart (New York: Fawcett Crest Books, 1974),100-103]
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Other characteristics of the Type A include insecurity of status,
hyperaggressiveness,
free-floating hostility directed at people and/or
situations, a drive to self-destruction, and a love of competition [Walt Schafer.
Stress Management for Wellness . 2nd Edition.
(Fort Worth: Harcourt
Brace, Publishers, 1992), 148].
Although Friedman and Rosenman' s research was focused on men, Type A behavior also occurs in women. As women have entered the workplace in increasing
numbers,
they have learned that Type A behavior is often rewarded within the business
world. More and more women are developing stress-related illnesses, such as heart disease. Learning the
behavioral model of the high-achieving Type A is
undoubtedly a contributing factor.
Georgia Witkin-Lanoil's book The Female Stress Syndrome: How to Recognize and
Live with It gives us a picture of the "Type A Woman":
She is a perfectionist, and so must be the perfect employee without slacking off as beauty, devoted daughter, lover,
wife, mother, friend.
She is never satisfied with her achievements.
She is as impatient and irritable as the Type A man, but unfortunately has less time and more chores to be impatient and irritable about!
She can be aggressive rather than assertive.
She gives others enormous power to affect her feelings about herself through their reactions to her.
[Excerpted from Witkin-Lanoil. The Female Stress Syndrome: How to Recognize and
Live with It . (New York: Berkley Books, 1985),
125-126].
While the Type A person often is a 'high-achiever,' he or she will typically
display less satisfaction with life in general than his or her more relaxed
counterpart. Physically, Type As seem to secrete more cholesterol when under
pressure, and seem to have a wider range of blood pressure levels. These and
other side effects can play a detrimental role in overall wellness.
It is important to remember that behavior-whether health-promoting or
not-results from a complex interplay of biology, heredity, culture,
socialization, family belief systems, and innumerable other factors. In school,
the overachieving competitor is usually reinforced in his or her behavior,
whereas the more easy-going non-competitor may not be. If you are thinking to
yourself that you are a "Type A," it does not mean that you have done
anything wrong-it is not a moral judgment! What is does mean is that your
behavior patterns may include some elements which impair your ability to deal
with stress effectively. It may mean that you feel compelled to go faster and
harder than is optimal for your own body. Be aware!
The antithesis of the Type A is, logically, the Type B. Simply, a Type B does
not display the qualities associated with a Type A. More specifically, the Type
B person will not feel a sense of time urgency, will not experience
free-floating hostility, and will tend to have a more secure sense of
self-esteem and peace with the self than the Type A.
Both types can work hard and accomplish a great deal. The difference lies in how
each goes about the daily and the extraordinary. Both can succeed in leadership positions, but studies such as Friedman's suggest that the Type A person may pay
a higher price for the success. The most important point of this chapter is to
help you understand that there is a connection between personality and how a
person thinks, reacts, copes, and deals with life. This fact, in turn, impacts
on how that person will manage his stress level. Once again, the first and most
important step is awareness-you must learn more about who you are in order to identify behavior patterns
which are not working for you.
If you are a health care professional seeking to use this information for
clients, it may be particularly valuable if you are working with people
experiencing stress-related illnesses. "Type A personality" is a
common part of our modern vocabulary. Most people will be familiar with the basic premise of Friedman and
Rosenman's work, and will be able to explore its relevance to themselves if you assist them.
Whether for yourself or a client, it is often helpful to have some sort of
Self-Assessment Tool to better evaluate what traits or characteristics are most
important in your overall personality.
Remember, no one personality type is
inherently better or worse than any other. Each of us is different, but difference is a virtue-not a deficit.
This tool is to help
you learn to appreciate yourself^and part of that appreciation lies in
committing to your own wellness.
Personality Self-Assessment Tool
Please take a few minutes to answer the questions below. This will not serve as
a complete personality type evaluation, but as a tool to help you gain insight into
some aspects of your behavior or personality which may contribute to overall
anxiety or stress.
Please check which applies:
Always/usually
Sometimes
Never
1. I speak in a rapid manner
_______
_______
______
2. I interrupt the speech of others,
or complete sentences for them
_______
_______
______
3. I hate to wait in line
_______
_______
______
4. I hate to waste time
_______
_______
______
5. I eat fast _______
_______
______
6. I try to do more than one thing at
a time _______
_______
______
7. I feel over
committed _______
_______
______
8. I hate losing at sports or games
_______
_______
______
9. I am a competitive person
_______
_______
______
10. I walk fast
_______
_______
______
Look at your answers. Do you see a trend? If you checked 'always/ usually' on
many of these questions, you probably exhibit Type A behavior. Think of how this
behavior makes you feel. For example, do you find your heart racing or your head
starting to ache if you are waiting in a long line at the market? Do you feel
indigestion after eating fist?
Are these things you want to change?
Meditation for Change
As with all meditations, begin by making yourself comfortable. Find 20-30
minutes when you will not be interrupted. Have paper and pencil or pen
available. Begin by focusing on your breathing: in and out. Gradually turn inward, just
letting any outside noise or distractions float through and go away.
As you find yourself feeling relaxed, think of the answer you gave to the
question, 'are there any behaviors you want to change?' What did you think of?
Write it down if you wish.
Good. Now close your eyes, and turn even more deeply inward.
In your mind's eye, begin to form an image of your ideal self. Not ideal in the sense of ideal hair or
figure, but your ideal self as a unique personality. Do you wish that you could be more easy going? More intense? Stop and'smell the roses"? Just allow the image to
form more clearly..........
Once you have the image of your ideal you, begin to affirm to yourself that
change is always possible. You can make a difference in your own life; all you
have to do is commit to yourself. Commit to becoming the best you possible.
Let this be your meditation for change. Any time you need encouragement to continue working on your own development, call forth the image of the ideal you. Let the
image guide you to the path toward optimal wellness. You have the power to become the best you possible.
Whenever you are ready, thank the image for sharing its wisdom. Bid it farewell, and come back into this time and place. What have you learned? Any surprises? Take a few minutes to write about your experience.
Once you identify areas of your personality or behavior which you want to work on, make yourself a calendar. Make a note of the positive changes you make. Make
a note when you do something good, something which is part of your commitment to
wellness. Don't get discouraged if you don't see a major difference overnight.
That's not important. What is important is that you make the commitment to change. Congratulations!
This chapter has been an introduction into the study of personality I types as a way of looking at stress management. We have barely skimmed the surface of this very interesting, and evolving field of study. In order to gain a deeper
understanding and appreciation of your personality, your behavior, and how this
impacts on your ability to cope with stress, I recommend looking at any of the
following books:
Meyer Friedman, M.D. and Ray H. Rosenman, M.D. Type A Behavior and Your
Heart . (New York: Fawcett Crest, 1974).
David Keirsey and Marilyn
Bates. Please Understand Me: Character and Temperament Types . (Gnosology Books Ltd., 1984).
Otto Kroeger and Janet M.
Thuesen. Type Talk: or How to Determine Your Personality Type and Change Your
Life . (New York: Delacorte Press, 1988).
John M. Oldham, M.D., and Lois B. Morris. Personality
Self-Portrait: Why You Think, Work, Love, and Act the Way You Do . (New York: Bantam Books, 1990).
Our discussion of stress thus far has dealt with the body, the mind, and the
personality. Each ofthese plays a role in how we live our lives— including how
we handle stress. We have seen that no one aspect can be studied in isolation
from the others.
Incorporating the holistic framework as the guiding principle for this book, we
are looking at all the factors of a person which impact on stress management.
But what about that which we cannot see? Cannot quantify? What about the spirit?
What about the soul? This will be the focus of the next chapter.
To Beat Stress, Don't Relax: Get Tough
by Laurence Miller
Ok, so you've tried every stress-busting technique in the book. You believe,
along with many psychologists, that equanimity of mind and body somehow amounts
to good health. You've learned to relax. You've had yourself hypnotized and bio
feed backed. Yet you still find yourself undone
by life' s slings and arrows. Well buddy, forget that mushy mellow scene. If you
want to stay mentally fit, it' s time to get tough.
As defined by health psychologist Richard Dienstbier of the University of
Nebraska at Lincoln, toughness means a distinct reaction pattern to
stress-mental, emotional and psychological-that characterizes animals and humans
who cope effectively. To understand the toughness response, it's necessary to
look at the two main psychological systems that mediate it:
The Toughness Systems
The first involves a pathway from a deep-brain structure called the
hypothalamus to the sympathetic branch of the autonomic nervous system, and from
there to the adrenal medulla. The sympathetic nervous system, or SNS, is
responsible for the heart-pounding, sweaty-palmed "fight or flight"
response that mobilizes body and mind to deal with challenging situations. As
part of this response, the adrenal gland releases its main hormone, adrenaline.
The second system involved in the toughness response also begins with the
hypothalamus, but acts through the pituitary gland, which in turn stimulates the
adrenal cortex to release cortisol-the chief "stress hormone" in
vloved
in Hans Selye's now-famous stress model. Together, the pattern of SNS-adrenal-medulla
and pituitary-adrenal-cortex responses to stressful challenges defines the
nature of the toughness trait.
Dienstbier muscles up an impressive array of research to show that the bodily
response of his tough individuals differs dramatically from that of their less mentally fit colleagues. In toughies, the normal,
everyday level of activity in the two systems is nice and low; tough people are
at relative ease under most ordinary circumstances, and their psychological
responses reflect their ease.
But when faced with a stressful challenge or threat, the SNS-adrenal-medulla
system springs into action quickly and efficiently, while the
pituitary-adrenal-cortex system remains relatively stable. As soon as the
emergency is over, the adrenaline response returns quickly to normal, while the
Cortisol response stays low.
The smoothness and efficiency of the psychological arousal pattern is what
characterizes the toughness response- a response that has important
aftereffects in the brain. Such a restrained reaction, Dienstbier finds,
prevents depletion of catecholamines, important brain neurotransmitters that
affect mood and motivation.
Not so for the untough. Their psychological reactions tend to be far more
overblown and longer lasting, even in the face of everyday hassles. The result
is a greater, more disorganizing arousal, less effective coping and faster
depletion of brain catecholmines, which can lead to helplessness and depression.
With each tribulation, major and minor, those lacking toughness over-respond,
unable to do much about the current situation and having little confidence in
their future ability to cope.
Using the Toughness Response
That's where the real psychological significance
of toughness comes in.
Dienstbier points out that the psychological toughness response-or its
absence-interacts with a person' spsycholgical appraisal of his or her own ability
to cope with challenge. This in turn contributes to the person's self-image as
an effective master of adversity or a helpless schlemiel-a self-assessment that
influences later psychological reactions to stress.
The most effective place to intervene is at the psychological level. Learning
effective coping skills, says Dienstbier, can make the psychological reaction of
the two systems to threat or challenge less intense and more automatic. Instead
of being immobilized by gut-wrenching panic, for example, your nervous system's appraisal of threat
becomes a goad to seek out alternative solutions. It's as if your stress system
is learning the skill of coping, much as you once learned, and wired into your
brain, how to ride a bike.
And like bike riding, once you get used to coping effectively, you never forget
the skill, except perhaps in the face of the most dire catastrophe. As you build
confidence in your ability to cope with a wider and wider range of situations,
your two psychological response systems waste less effort in the face of each
new threat or challenge. In this positive spiral, more-efficient psychological
stress responses lead to better coping, which in turn makes for an even smoother
mind-body response pattern. You end up truly tough.
Toughness-coping easily and effectively with stress-has important implications
for everything from the common cold to cancer because of its effect on the
immune system. We know that high levels of Cortisol dampen immune function,
while ample supplies of brain cathecholamines enhance the activity of blood cells
that fight infection. So the inefficient response of the untough to
stress-producing more Cortisol and depleting catecholamine- may increase
vulnerability to disease.
Type As? They're Not So Tough
Is toughness, then, the equivalent of the now-legendary Type A personality, the
hard-driving, competitively hostile, workaholic behavior pattern that's been
linked with early death from heart disease? Aren't Type As, who aggressively seek
out new worlds to conquer, automati-callytough?
No way. The recent literature on Type A suggests that it isn't the
challenge-seeking aspect of Type A behavior that causes problems, but rather its
frequent hostility, frustration and depression. These result from a behavior
pattern that relies on trying indiscriminately to butt one's way through social
interactions. Workaholism, in itself, need not be hazardous to your health, as
long as you're good at the work, cope well with the tasks involved and, best of
all, enjoy yourself in the process.
Research shows that the SNS-adrenal-medulla systems
of Type As recover more slowly than those of Type Bs and that when Type As are challenged,
both their adrenaline and Cortisol systems react more strongly. Type As with a
family history of cardiova scular disease also have higher Cortisol levels than
other Type As. So, despite his blustery, I kick-ass facade, the hostile,
illness-prone Type A usually comes in dead I last in the true toughness marathon.
Dienstbier's model of toughness raises questions for psychotherapists who use
low-arousal approaches such as relaxation, hypnosis and meditation for stress
management: Are patients who never learn to face and deal with stressful
situations doomed to repeat them? If they don't stand eyeball to eyeball with
adversity and periodically flex the coping skills needed to make it in the
world, they may never fully develop a sense of mastery. Without this, their
psychological stress response systems may remain disorganized, untough and
unprepared for future challenges.
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Reprinted with Permission from
Psychology Today Magazine , Copyright @ 1989(Sussex Publisher, Inc.)
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