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Newsletter Archive

Brain Bytes 1: Introduction and Taking in the Good
A brief introduction to the difference between the brain and the mind, the concept of neuroplasticity, and its central principle: “Cells that fire together, wire together.” We also explore the idea of “taking in the good,” a simple, powerful tool for combating stress and cementing mental well-being.

Brain Bytes 2: Lizard Brain, Mouse Brain, Monkey Brain
We go over the three layers of the brain: the amygdala (lizard brain), the limbic system (mouse brain), and the cortex (monkey brain), and the role each plays in our mental functions.

Brain Bytes 3: The Negativity Bias
An overview of the negativity bias: the brain’s tendency to minimize our good experiences and exaggerate the bad. We look at its biological underpinnings and how it affects our day-to-day lives.

Brain Bytes 4: Countering the Negativity Bias
How we can use mindfulness and taking in the good to counter the negativity bias.

Brain Bytes 5: It’s Not Easy Being Green
We delve into a new topic: the green zone and red zone. In this installment, we take a look at the green zone – a responsive, low-stress mental state – and how we can coax our brains into it.

Brain Bytes 6: Red Flags
The high-stress, reflexive counterpart to the green zone. We also take a look at the “pink zone,” a chronic mental state of mild agitation, which can have severe health consequences.

Brain Bytes 7: Green and Red Zone: the Bottom Line
A few strategies for building stress resilience, helping you keep your mind in the green zone most of the time, reduce “pink zone” activity, and keep red zone triggers in check.

Brain Bytes 8: Staying Positive – Without Pushing It
We shift our focus to stress and stress management. This newsletter explores the two faces of the autonomic nervous system (sympathetic and parasympathetic), the role each plays in stress and relaxation, and how we can use mindfulness and relaxation to tap into the body’s natural healing processes.

Brain Bytes 9: Pat Yourself on the Back
What is self-compassion? How is it different than self-pity? Why is it often so hard? We answer all of these questions, and provide two simple techniques for tapping into the human mind’s inherent capacity for compassion.

Brain Bytes 10: Bring it Home
We take a look back at what we’ve learned about stress and neuroplasticity, and tie it into Thera Rising’s strategies for handling and pre-empting workplace conflict.

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You will be asked a series of 28 statements. Rank them from 1-7,
1 being never and 7 being frequently. Your total score will be calculated at the end of the survey.
Start The Survey
People talking engaging constructively when they disagree
(Never) 1      2     3     4     5     6      7 (Frequently)
Co-workers dwelling on old resentments
(Never) 1      2     3     4     5     6      7 (Frequently)
Watching the clock, or talking about outside interests because work lacks meaning
(Never) 1      2     3     4     5     6      7 (Frequently)
Individuals missing meetings, ignoring emails, or being uninformed about announcements or decisions
(Never) 1      2     3     4     5     6      7 (Frequently)
Decisions picked apart and criticized in small groups after meetings
(Never) 1      2     3     4     5     6      7 (Frequently)
Conversations being focused on issues, not people
(Never) 1      2     3     4     5     6      7 (Frequently)
People talking engaging constructively when they disagree
(Never) 1      2     3     4     5     6      7 (Frequently)

Next
Group members are withdrawn, lacking energy, doing the minimum
(Never) 1      2     3     4     5     6      7 (Frequently)
Group members giving each other the benefit of the doubt and assuming there are reasons behind others' behavior
(Never) 1      2     3     4     5     6      7 (Frequently)
Individuals or groups are isolated or ostracized
(Never) 1      2     3     4     5     6      7 (Frequently)
Little sense of tightly bonded team
(Never) 1      2     3     4     5     6      7 (Frequently)

Critical issues not being addressed because someone might get defensive or angry
(Never) 1      2     3     4     5     6      7 (Frequently)

Laughter and good-natured comments
(Never) 1      2     3     4     5     6      7 (Frequently)

People not extending offers of help. A few individuals carry more than their share.
(Never) 1      2     3     4     5     6      7 (Frequently)

Previous
Next
High participation in meetings--ideas and concerns are shared. Group is skilled at problem resolution and solving shared issues
(Never) 1      2     3     4     5     6      7 (Frequently)
Group members criticizing each other behind each other's backs--negative speculation about behavior
(Never) 1      2     3     4     5     6      7 (Frequently)
Spontaneous offers of help and a willingness to ask for assistance
(Never) 1      2     3     4     5     6      7 (Frequently)
Opinions and concerns withheld at meetings, awkward silence
(Never) 1      2     3     4     5     6      7 (Frequently)

Information not being shared because of tension
(Never) 1      2     3     4     5     6      7 (Frequently)

Individuals "venting" behind closed doors
(Never) 1      2     3     4     5     6      7 (Frequently)

Members adapting to change quickly
(Never) 1      2     3     4     5     6      7 (Frequently)

Previous
Next
Lack of relaxed informal conversation
(Never) 1      2     3     4     5     6      7 (Frequently)
Expressed appreciation for contributions and accomplishments
(Never) 1      2     3     4     5     6      7 (Frequently)
Individuals missing work because of tension
(Never) 1      2     3     4     5     6      7 (Frequently)
Individuals appearing apathetic about group performance or mission
(Never) 1      2     3     4     5     6      7 (Frequently)

A focus on solutions and opportunities
(Never) 1      2     3     4     5     6      7 (Frequently)

Agreement that trying to change things is hopeless
(Never) 1      2     3     4     5     6      7 (Frequently)

Raised voices or other forms of aggression
(Never) 1      2     3     4     5     6      7 (Frequently)

Previous
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Your total score from rating your group on 'hot' and 'cold' contempt is out of a possible 196. We can help your staff shift from personality-based problem solving to a process-oriented approach, end the "circular-firing squad," capture fantastic savings and enhance morale and retention

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