AGENCY, CHALLENGE, CHOICE, AND CONTROL
The “comfort zone,” which Russian psychologist Lev Vygotsky called the Zone of Achieved Development, is a surprisingly complex concept. It’s unique to each individual, and the dimensions of the adjacent “risk zone,” or Zone of Proximal Devel- opment—where learning and growth occur—are variable and often unpredictable. Guests may enter what they perceive as the “danger zone” at any mo- ment, so facilita- tors and guides should be ready to offer help at all times.
Comfort Zone Risk Zone Danger Zone
Comfort Zone Zone of Achieved Development
Risk Zone of Proximal Development
Danger
Assurance. “When people are stuck and under a lot of stress, the first thing they need to hear is, ‘This isn’t going to be forever. There’s a way for us to resolve the problem that you’re feeling. And I assure you that I know what to do and I’m going to help you.’” Leahy also uses slow, deep breathing to help a panicked participant relax and recenter—three full, deep breaths is usually sufficient, he notes. He asks the person to do the breathing with him, a process that furthers a sense of connection. Inquiry. “Inquiry helps bring us back to the cognitive mind. Ask, ‘Does this feel like it’s too much? Would you like some help to regain control?’ These are all yes/ no questions, which is where you start.” As participants become less emotional (steadier breathing is a good sign), you want to prompt them with questions that
“When I get emotional, I can no longer engage in the cognitive, strategic part of my brain,” says Leahy. “I start imag - ining all the terrible things that could happen.”
require them to think and assess their choices. “This is all about re-engaging the strategic/cognitive brain,” says Leahy. While you should provide options and assurance, it should be up to the partic - ipant to choose how to regain control of the situation. “We have them make choices, and then it’s important that they own that choice. And then they have to act on it.” Reflection, the final step. “There needs to be just a little time for the person who had a tough time, who had to be evacuated from the course, perhaps, to reflect,” says Leahy. You want to avoid a situation where the participant simply walks away feeling like a failure, he says. Through questions and conversation, he says, “You want them to arrive at something like, ‘I made a good decision. I have learned that I can be in control of my life. … I might even come back here.’”
EMOTIONAL INTERVENTIONS AND CAIR
The means to return such participants to a calmer state, where they can exer - cise some control over their adventure, Leahy says, is through an emotional in - tervention. “There’s basically four steps to that. My acronym for them is CAIR, pronounced ‘care,’” he says. Connection. Before the adventure starts, says Leahy, it is important for guides and facilitators to connect with every single participant. “Greet every - one, share names,” he advises. And remember, as the guide, “You are in your comfort zone, but they are not. Be a gracious host and empathic support.”
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