Week 5: Regulating Your Emotions When You Feel Angry
當你快要生氣時，怎麼把情緒穩住
Time: 5 minute video
Category: Self-Control 自我控制
In a cancer center, pressure is high. When leaders lose their temper, people get quiet. They avoid questions. They delay reporting problems. This hurts teamwork and safety. This week is about one practical skill: staying in control when anger rises, so people feel safe to interact with you.
在癌症中心，壓力很高。當主管發脾氣，同仁容易變安靜，不敢問、不敢早說問題。這會傷害合作與安全。本週只聚焦一個實用能力：火氣上來時，讓自己保持可控，讓同仁願意跟你互動。
English Version
中文版 (AI)
Summary of Video
Why does this matter for leaders at KFSYSCC?
When leaders lose their temper, teams feel fear. Fear reduces speaking up, honest reporting, and early problem-solving. In healthcare, silence is costly. Controlled leadership protects trust and safety.
When would you use this?
Use this when you notice: heat in your body, tight jaw, rising voice, sharp words, or the urge to “teach someone a lesson” in the moment. These are early warning signs.
What are the key phrases from this video?
Anger rises fast. Leadership is control.
Lose temper → lose information.
3B: Body → Brain → Behavior
High standards. Calm voice.
Name it. Restart. Move forward.
How would you describe this tool in 30 seconds?
Body first: one slow breath to lower your heat.
Brain next: name it, and remind yourself what is at risk.
Behavior last: use one prepared sentence to pause or reset.
If you already lost control, repair quickly and restart.
影片摘要
為什麼這對和信醫院的領導者很重要？
主管一失控，團隊就容易害怕。害怕會讓人不敢說、不敢提早回報、不敢主動解決問題。在醫療場域，沉默很昂貴。能控制情緒的主管，才能守住信任與安全。
什麼時候會用到這個工具？
當你發現自己身體發熱、下巴變緊、聲音想變大、話變尖，或很想當下「教訓對方」時，就該用這個工具。這些都是警訊。
這支影片的關鍵句是什麼？
情緒來得快，領導是控制。
失控 → 失去資訊。
3B：身體 → 腦 → 行為
高標準，平穩語氣。
承認、重來、往前走。
用 30 秒怎麼描述這個工具？
先顧身體：慢吐一口氣，先降溫。
再顧腦：命名情緒，提醒自己你在意的是風險與標準。
最後顧行為：用一句準備好的話暫停或修正語氣。
如果已經失控，就快速修復，重新開始。
Scripts for Leaders
Scripts make it easier to turn ideas into action. Watching a video can inspire you, but real leadership change usually happens in short, high-pressure moments where it’s hard to find the right words. The scripts give you ready-to-use phrases and structures you can adapt to your style, so you can try the skill immediately, stay consistent across teams, and spend less time figuring out what to say and more time leading well.
Use one sentence. Do not explain too much.
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I need 30 seconds. I will respond calmly.
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My tone is too strong. Let me say this clearly.
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I will step out for two minutes. I will come back and continue.
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Stop for a moment. This step is required every time. Now we fix it. Then we find the cause.
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What made it hard today: workload, unclear instructions, missing time, or handoff?
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I raised my voice. That does not help. Let’s restart. Here is the standard. Here is the next step.
給主管的對話腳本
對話腳本能讓想法更容易轉化為行動。看完影片可能會受到啟發，但真正的領導力改變，往往發生在短暫、壓力很高的當下，而那時最難的是立刻找到合適的說法。這些腳本提供你可立即使用的句型與結構，你可以依照自己的風格調整，讓你能馬上練習這項技能、在不同團隊之間保持一致，也把更多時間用在好好帶領團隊，而不是苦想該怎麼說。
只用一句話，不要講太長。
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給我 30 秒。我會用平穩的方式回應。
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我剛剛語氣太重了。我重新講清楚。
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我先出去兩分鐘。我會回來把事情講完。
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先停一下。這個步驟每次都必須做。現在先補正，再找原因。
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今天為什麼會難：工作量太大、指示不清楚、時間不夠，還是交接問題？
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我剛剛提高音量了，這樣沒有幫助。我們重來。標準是這個，下一步是這個。
Supporting Research
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Disrespectful behavior in healthcare is linked with worse teamwork, less open communication, and worse safety outcomes. Fear of negative reactions is a known barrier to speaking up. Simple regulation skills that reduce physiological arousal, name emotions, and use controlled communication can reduce escalation and protect relationships.
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A short tool cannot solve every conflict or every system problem. If repeated anger triggers come from workload, unclear roles, or broken processes, leaders must also fix the system. Also, staying calm does not mean lowering standards. It means delivering standards in a controlled way.
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At KFSYSCC, we aim for high standards and calm delivery. We encourage leaders to use one prepared pause sentence, then focus on facts, standards, and next steps. If tone was too strong, we repair quickly and restart. This supports psychological safety and helps people report problems earlier.
支持性研究
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醫療場域中的不尊重行為，與團隊合作下降、溝通變少、以及安全結果變差有關。害怕主管反應，是「不敢說」的重要原因。能降低身體亢奮、命名情緒、並用受控溝通的技能，有助於降低升溫、保護關係。
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短工具不能解決所有衝突或所有系統問題。如果怒氣反覆被工作量、角色不清、流程破損引爆，主管也需要修系統。另外「冷靜」不代表降低標準，而是用可控方式守住標準。
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在和信，我們追求「高標準＋平穩表達」。我們鼓勵主管準備一句暫停句，然後回到事實、標準、下一步。如果語氣太重，就快速修復、重新開始。這能提升心理安全感，讓問題更早被說出來。
Bonus Clips
加碼影片
If you want a quick outside perspective, here are three videos that reinforce this week’s lesson:
如果你想快速聽聽外部觀點，以下三支影片會呼應本週課程的重點：
References
Freedman, Benjamin, et al. "The prevalence of incivility in hospitals and the effects of incivility on patient safety culture and outcomes: A systematic review and meta‐analysis." Journal of Advanced Nursing 81.9 (2025): 5603-5622. (AHRQ)
Etchegaray, Jason M., et al. "Barriers to speaking up about patient safety concerns." Journal of patient safety 16.4 (2020): e230-e234. (PubMed)
Lieberman, M., N. I. Eisenberger, and M. J. Crockett. "Putting feelings into words: affect labeling disrupts amygdala activity in response to affective stimuli. PsycholSci18 (5): 421–428." 2007 (PubMed)
Laborde, Sylvain, et al. "Effects of voluntary slow breathing on heart rate and heart rate variability: A systematic review and a meta-analysis." Neuroscience & Biobehavioral Reviews 138 (2022): 104711. (PubMed)
Hopper, Susan I., et al. "Effectiveness of diaphragmatic breathing for reducing physiological and psychological stress in adults: a quantitative systematic review." JBI Evidence Synthesis 17.9 (2019): 1855-1876. (PubMed)
Kjærvik, Sophie L., and Brad J. Bushman. "A meta-analytic review of anger management activities that increase or decrease arousal: What fuels or douses rage?." Clinical Psychology Review 109 (2024): 102414. (Science Direct)