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Sample Therapy Script for a Procrastination Scenario   185

                      reviews, then ducked this discomfort by sidetracking himself into
                      less pressing pursuits. However, you can practically always find
                      complications that weave through a problem process. Bringing
                      them up and dealing with them may be the most direct route out
                      of a mental jungle filled with diversionary dead-end pathways.

                      Continuing the Process

                      Ted’s perceptions of the performance reviews included a combina-
                      tion of a discomfort dodging, perfectionism, and procrastination
                      in which each amplified the others. Ted’s goal was to stop getting
                      into hot water over his procrastination and to keep his job. His
                      do-it-now solution was to attack procrastination and perfectionism
                      at cognitive, emotional, and behavioral levels. As a by-product, he
                      anticipated boosting his tolerance for his discomfort about the
                      performance reviews.
                          Ted broke his complex procrastination habit into three chal-
                      lenges: (1) address his tendency to expect perfection from himself
                      and make his worth depend on others’ approval of his perfor-
                      mances, (2) overcome his tendency to sidetrack himself when he
                      felt uncomfortable about a timely task, and (3) behaviorally pursue
                      the performance goals by refusing to divert himself.


                      •   Meeting the first challenge. Ted seemed to enjoy resolving par-
                          adoxes. (1) He considered that John was okay even without
                          100 percent approval, so why should he treat himself differ-
                          ently? (2) He explored why he was able to accept that he
                          could not turn 100 percent of his sales calls into sales, but he
                          felt that he should please 100 percent of the sales staff with
                          perfect performance reviews. Examining two potential con-
                          tradictions showed a shift from a self-absorbed perfectionist
                          view to a more self-observant one.
                             Ted knew many reasons why you can’t be 100 percent
                          perfect in selling. A potential customer may have an
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