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Hello my name is Jerral Campfield and this web site is dedicated to Moral Recognition Therapy using Biblical principles. Please come back often to join me in understanding Gods hands are outstretched still to forgive.

Anger Management Part 3  E-mail
Contributed by Jerral Campfield   
Tuesday, 22 March 2005

There are several ways, or systems of managing Anger, here is a few. 

Before you speak or do anything else, think through all the steps below.
Recognize and admit the anger to yourself.
Identify the target and the cause of the anger.
Consider all the options for responding and their possible results.
Directly and verbally express the anger.
Use humor.
Let it pass.
Focus on something else.
Get involved in physical activity.
Find a different way to look at the situation.
Rest, use relaxation techniques, meditation, or deep breathing exercises.
Choose the best option  Do it. 

Primary feeling that need to be looked at:

Halo Effect

The halo effect is the tendency to rate someone high or low in all categories because he or she is high or low in one or two areas. Results in appraisals that do not help develop relationships, because they are two general, or inaccurate as to specifics. Evaluating someone lower is sometimes also called the "devil effect".

Standards of Evaluation

If you are using categories such as fair, good, excellent, etc, be aware that the meanings of these words will differ from person to person. In any event, the use of these categories is not recommended because they do not provide sufficient information to help relationships develop.

Central Tendency

The habit of assessing almost everyone as average. A person applying this bias will tend not to rate anyone very high or very low.

Recency Bias

Tendency to assess people based on most recent behaviour and ignoring behaviour that is "older".

Leniency Bias

Tendency to rate higher than is warranted, usually accompanied by some rationalization as to why this is appropriate.

Opportunity Bias

Ignoring the notion that opportunity (factors beyond the control of the person) may either restrict, or facilitate performance, and assigning credit or blame to the person when the true cause of the performance was opportunity.

False Attribution Errors

We have a tendency to attribute success or failure to individual effort and ability. So when someone does well, we give them credit, and when someone does less well, we suggest it's somehow their fault. While there is some truth in this, the reality is that performance is a function of both the individual and the system he or she works in. Often we misattribute success and failure and assume they are both under the complete control of the employee. If we do, we will never improve performance.

Next we will look at principles of forgiveness that will help control ones anger.

Copyright 2005 Jerral Campfield, All rights reserved.