Alcohol abuse continues to be misunderstood as a moral failure or character flaw, when in reality it is a brain disease that causes painful symptoms for the person affected and their loved ones. By raising awareness about alcohol abuse, we can help others be more likely to catch the signs and seek support when it’s needed.

What are the physical and psychological signs of alcohol addiction?

Alcohol is in a unique position compared with other addictive substances because using it, at least to some extent, is so normalized in our society. Many people who use illicit (“hard”) drugs are at least partially aware that they may have a problem with addiction, but most people who drink alcohol are not addicted.

When someone has an addiction to alcohol, they may be diagnosed with alcohol use disorder. In everyday terms, this disorder is sometimes called “alcoholism.”

It’s important to be aware of the warning signs of alcohol addiction so that you can be ready to seek, or offer, support for yourself or loved ones.

Alcohol use disorder can manifest both physically and psychologically.

Some psychological and behavioral signs of alcohol addiction include:

• You crave and think about alcohol when you’re not drinking.
• You find it difficult to control how much you drink.
• You keep drinking even though it’s causing problems in your life.
• Your mind is often preoccupied with thoughts of drinking.
• You drink alone, or hide or lie about your drinking from others.
• You neglect your responsibilities because of drinking.
• Your relationships are strained due to your alcohol use, and your loved ones have told you that they’re concerned.
• You’ve tried to quit or cut down on drinking but have been unsuccessful.
• You experience mood swings or irritability when not drinking.
• You experience legal issues related to your drinking, such as DUIs.
• You engage in risky behaviors while intoxicated, such as driving under the influence or unprotected sex.
• You experience physical symptoms such as shaking, sweating, or nausea when not drinking.
• You prioritize drinking over other activities or hobbies.
• You experience financial problems due to spending money on alcohol.
• You feel guilty or ashamed about your drinking but continue to do so.
• You experience changes in your appearance or hygiene due to alcohol use.
• You find it hard to relax or have fun without alcohol.
• You turn to drinking to cope with stress, anxiety, or depression.

Alcohol addiction, especially when it’s severe, can also have some physical effects. Physical signs of alcohol addiction may include:

• You may notice changes in your appearance, like gaining or losing weight.
• You might experience tremors or shakes, especially in the morning.
• You notice you have a red or puffy face due to flushed or broken capillaries.
• You might feel chronically fatigued or lethargic.
• You could suffer from gastrointestinal issues such as nausea, vomiting, or diarrhea.
• You may experience liver-related symptoms like jaundice or abdominal pain.
• You might have an increased tolerance to alcohol.
• You could experience withdrawal symptoms such as sweating, rapid heartbeat, or anxiety when not drinking.
• Long-term effects on your body could include liver disease, pancreatitis, or cardiovascular problems.

Not everyone with an alcohol problem experiences these signs. Even if you don’t experience these things, that doesn’t necessarily mean you do not have alcohol use disorder. The only way to know for sure is to talk to a mental health provider or your primary care physician.

Signs of substance abuse at work

Even though things have changed in recent years, alcohol continues to play an important role in many workplaces (for example, employees may drink at holiday parties or during happy hour gatherings). This can make it difficult to be able to tell when an employee has an alcohol abuse problem and when their drinking is within “normal” limits.

Some signs that someone at work has alcohol use disorder include:

• They’re frequently absent or tardy, especially when they didn’t used to have these problems.
• Their job performance or productivity has noticeably declined.
• You detect the smell of alcohol on their breath or notice other physical signs of intoxication.
• They exhibit mood swings or changes in behavior, such as irritability or aggression.
• They tend to isolate themselves from coworkers or avoid social interactions.
• They make frequent trips to the restroom, possibly to hide drinking.
• They seem to struggle with concentration or decision-making.
• They experience financial difficulties or borrow money from coworkers.
• Their appearance has changed, such as unkempt attire or poor hygiene.
• They make excuses for their behavior or deny any alcohol-related issues when confronted.

How to get help for alcohol addiction

If you suspect that you or a loved one is experiencing a problem with alcohol, the importance of seeking professional treatment can’t be stressed enough. Alcohol use disorder is a brain disease that can get worse when left untreated.

Seeking support is nothing to be ashamed of. Again, alcohol abuse is not a moral failure and says nothing about your character. It is a serious health condition that affects over 10% of the population.

It’s normal for people with alcohol use disorder to be ambivalent about getting treatment. Part of you may want badly to stop your problem drinking, but you likely also have personal reasons why you drink, to begin with – it helps you in social situations, it helps you to sleep, and so on. This is normal, and treatment providers expect ambivalence. You do not have to be 100% sure to seek help. You only need to take the first step.

Ambivalence also means that you may experience pushback from your loved one. Although this can be incredibly painful, try to understand that it’s normal and a symptom of the way alcohol addiction affects the brain. Offer steady support without disrespecting their autonomy.

You can look for a treatment provider by calling the Substance Abuse and Mental Health Services Administration (SAMHSA)’s National Helpline at 1-800-662-HELP (4357).

Does my employee assistance program (EAP) cover substance abuse?

Your EAP is also a free resource at your disposal. The MINES & Associates EAP can offer you 24/7 free and confidential counseling and resource referral for alcohol use disorder. If your company is enrolled, then you just need to call (800) 873-7138 or use our digital intake form to get started.

To Your Well-Being,

The MINES Team

The post Alcohol Awareness Month: How to Recognize the Signs and Get the Support You Need appeared first on MINES and Associates.

Siegel &  Hartzell, M.Ed., (2003, p.102-112) in their book, Parenting from the Inside Out, describe four patterns of attachment derived from the work of researchers such as Mary Ainsworth, Mary Main, and Erik Hesse, among others. As infants we most likely have one of the following patterns (which can vary by caregiver): Secure, Insecure-Avoidant, Insecure-Anxious/Ambivalent, or Insecure-Disorganized.

Secure attachments are described as having a parental interactive pattern characterized by the parent being emotionally available, perceptive, and responsive. The child sees the parent as being a source of comfort during times of distress, a safe haven, being available, and a secure base. This creates a sense of well being from which the child can go into the world to “explore and make new connections with others” (p.104).

Insecure-Avoidant patterns are associated with parents who are emotionally unavailable, imperceptive, unresponsive, and rejecting. These children avoid closeness and emotional connections to the parent (p.104).

Insecure-Ambivalent patterns are described as having parents who are inconsistently available, perceptive, and responsive and intrusive. The child cannot depend on the parent for attunement and connection. The child develops a sense of anxiety and uncertainty about whether they can depend on their parents (p.105).

Insecure-Disorganization patterns are created by parents who are frightening, frightened, chaotic, disorienting, and alarming to the child. This pattern is often associated with abuse. This creates a situation in which abuse is incompatible with a sense of security. The child develops coping responses that lead to difficulties in regulating emotions, trouble in social communication, difficulties with academic reasoning tasks, a tendency toward interpersonal violence, and a predisposition to dissociation – a process in which normally integrated cognition becomes fragmented (p. 106).

The good news is that for those with insecure attachments there are mindfulness techniques described in Siegel’s book, Mindsight, that can help the individual integrate the insecure attachment memories, patterns, and information in a manner that frees them up from “automatically or habitually” engaging in the pattern in their adult relationships.

The implications of early attachment for the psychology of performance are significant. Secure attachments allow for a base of security which in adulthood can manifest in collaborative interactions in the business environment, for example. The social psychology of group performance is enhanced when members can communicate directly and problem solve from a position of trust. Contrast this with an avoidant attachment pattern in which a team member has a fundamental approach to relationships that is one of distrust and self-reliance. This team member is there in name only and will be perceived as not cooperating, being a maverick, and “not playing well in the sand box.” The anxious attachment style may show up as an accommodating or pleasing style. This person sacrifices their own opinions so as to fit in, may frequently be checking in with the “boss” for approval and reassurance. The group loses this person’s gifts as the person may give in rather than be proactive on a decision point. The disorganized attachment style may contribute to significant disruption in a work group or team’s performance because the person will become overwhelmed during a conflict with either a chaotic or rigid response, either of which can disrupt the flow of energy and information needed for higher performance.

The culture of an organization often is set by the leader of the organization. Part of the definition of culture is the shared set of assumptions as to how we do business. From this, it is possible to see how the impact of the leader’s attachment could influence the culture of the organization. For example, if the leader has an anxious attachment, the organization may have a strong press to accommodate customers, resulting in a high emphasis on customer service which could range from being useful to problematic if taken to a dysfunctional level.

Have a day filled with mindful integration,

Robert A. Mines, Ph.D.
CEO & Psychologist

The post Psychology of Performance – 20 – Early Attachment and Adult Performance Implications appeared first on MINES and Associates.

The implications of this line of research are significant for performance. For example, if you watch a movie with alcohol being consumed and you are in recovery, now you have internal neuronal firing similar to drinking the alcohol yourself. Now you have to override the neuronal firing with “white-knuckling it,” or better yet with mindful awareness, or you will increase your probabilities of a relapse.

The upside of this research is that seeing others perform a behavior successfully – mentally rehearsing the image – would theoretically strengthen the neuronal firing and increase the probabilities that you will execute the behavior successfully. This concept is foundational to performance coaching. As coaches, therapists, and bosses we need to think about our current training techniques and how they incorporate watching, rehearsing, and doing as part of the sequence.

Have a day filled with Mindfulness,

Robert A. Mines, Ph.D.

CEO & Psychologist

MINES and Associates

The post Psychology of Performance – 17 Mirror Neurons appeared first on MINES and Associates.

Do each of your employees get held accountable for the results or just the managers?

All businesses and organizations get to address these questions and do their best to implement solutions depending on the answers. Elliot Jacques and Stephen Clement wrote an especially helpful book, Executive Leadership, which addresses these questions and many more. This posting will address a few of the many nuggets in their book.

One of the recurring BizPsych questions we get to answer and intervene on relates to individual differences in performance.  Jacques and Clement argue that role theory accounts for performance more than individual differences such as personality. They add that people perform to their role in very predictable ways. There is a significant amount of social psychology research to support this. Yet in many businesses, individual personality characteristics are looked at for explanatory hypotheses related to performance over clarity of role. Role clarity for a manager – from Jacques and Clements point of view – would include an adequate organizational design, an assumption that the manager has the knowledge, skills, commitment, values of the organization, and cognitive complexity to do the functions of the role. In the role of manager they would  have formal accountability for results and authority to allocate resources including staff, budget, and decision capability related to the complexity of the  tasks in their role. In addition, they have the interpersonal skills to develop a team of people who think they add value as a manager and are enthusiastic about accomplishing the goals of the business unit. The role clarity for a manager includes organizational support to veto an appointment (their manager has the authority to fire the employee if no other suitable position can be found), decide task assignment, decide personal effectiveness and merit awards, and decide to initiate removal from a role.

If the above conditions are satisfied, Jacques and Clements would predict a higher performance level from that business unit versus those that have role confusion. In our BizPsych division we encounter organization after organization that are addressing these topics in their design. If it comes to dealing with human performance, we are all in continuous recalibration mode.

Have a day filled with loving kindness,

Robert A. Mines, Ph.D.

CEO & Psychologist

The post Psychology of Performance – 15 Business Unit Effectiveness, Management and Leadership appeared first on MINES and Associates.

http://www.wlox.com/Global/story.asp?S=12548123

We wish the best to all those impacted by the gulf oil spill. 

Posted by Ian Holtz (Sales @ MINES and Associates)

The post Effects of 2010 Gulf Oil Spill and Mental Health appeared first on MINES and Associates.

Have a day filled with Equanimity

Bob

Robert A. Mines, Ph.D.

CEO & Psychologist

The post Psychology of Performance -13 Too Many Hats! appeared first on MINES and Associates.

Remember, I like you.

Bob

Robert A. Mines, Ph.D.

CEO & Psychologist

Mines and Associates

The post Psychology of Performance – 11 What happens when the C level is impaired? appeared first on MINES and Associates.