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elf Sabotage Prevents Recovery from Post Trau- matic Stress Syndrome (PTSD).

PTSD was diagnosed in at least 11-40% of Veterans of the Iraq and Afghanistan wars.

70% of adults in the U.S. have experienced some type of traumatic event at least once in their lives. That’s 223.4 million people.

Up to 20% of these people go on to develop PTSD. As of today, that’s 31.3 million people who did or are struggling with PTSD.

Throughout my 36 years of experience in psychiatric practice I became absolutely convinced that people cannot completely heal if they subconsciously feel they don’t deserve to heal, others don’t deserve it, or it is not safe for them to get over the trauma.

I get to the subconscious in a few minutes to detect the blockages. Then I use my Sabotage Correction Technique to get them unstuck.

I worked with a soldier, Jonathan, with a few years history of PTSD, with the classical symptoms of nightmares, flashbacks, emotional numbness, and dissociation from life. He had been in therapy twice a week with a psychologist in the last four years and was on a whole cocktail of medications. With all this his condition had not improved, and he had not functioned at work or socially.

The first thing I did with him was to check using Energy Muscle Testing (EMT) when he said the statement, “I deserve to get over the trauma.”

The muscle was strong, indicating, against my guess, that he did not have survival guilt, like many other soldiers I’ve treated. Yet the mus- cle was weak when he said, “Oth- ers deserve for me to get over the “trauma.”

The first culprit was obviously his commander. Indeed the muscle was very weak when Jonathan stated, “My commander deserves for me to get over the trauma.”

As we talked, it became apparent to me why Jonathan was angry at his lieutenant. The order that was given did not make any sense to me. It did not make sense to Jonathan, nor did it make sense to his friends in the special unit.

The order unnecessarily put the soldiers’ lives at risk. It was not only my judgment that it was a bad order, according to Jonathan, the captain was also angry at the lieutenant for giving this order and chewed him out loudly and passion- ately about it. Yet, in the long run, the lieutenant was promoted and is now a colonel.

On a conscious level, Jonathan was not angry at the lieutenant. He said, “It was as in war.” He rationalized even the fact that he was promoted and achieved a higher rank so quickly. He said, “The lieutenant was macho, tough and without sentiments; the material good commanders are made of.”

When I heard about the order, I became very up- set and angry. Surely it put a few soldiers at risk, when it was possible to proceed in a more cau- tious way. Soon, I noticed that Jonathan was not in touch with any of his emotions. He could not get in touch with the fear he felt at that time and with the anguish he felt about one of his fellow soldiers, David, who was killed in that mission.

Jonathan was totally detached from his feel- ings. He said he actually remembers a certain moment during combat that he felt so emotion- ally overwhelmed with fear that he felt he was disconnected, like he was looking at himself from the outside. Since that time, he could not feel anything. He refused to talk about what hap- pened.

This emotional numb- ness and disconnect is a classic presentation disassociation.


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