Advertising
Advertising

Do Antidepressants Work For You? Brain Waves May Predict

Do Antidepressants Work For You? Brain Waves May Predict

For almost half a century, patients suffering from severe depressive and anxiety disorders have relied on antidepressants for relief. But to any depression sufferer, finding the right medication is the hardest part of drug therapy. Not every drug works the same and figuring out what prescription interacts correctly with the body can take months to years.

The study

Luckily, we’re in 2016, a year in which psychopharmacology has advanced dramatically – and this notion echoes with antidepressants. A new study published in the Semel Institute for Neuroscience and Human Behavior at UCLA aimed to predict whether or not an antidepressant would work in the long term.

According to Dr. Andrew Leuchter, the lead author of the study, researchers were able to predict the outcome of the selective serotonin reuptake inhibitor (SSRI) antidepressant drug Lexapro, using brain wave recordings. Additionally, researchers were able to analyze electroencephalogram recordings to foresee if recovery or relapse from depressive episodes were to occur.

Advertising

“Knowing whether a medication is going to work could eliminate weeks of waiting for the patient, and get them on effective treatment more quickly,” Dr. Leuchter said.

Lexapro, like other antidepressants, works by increasing the neurotransmitter serotonin, which is responsible for mood, energy, and behavior. However, serotonin is also able to stabilize slow and fast brain waves caused by a chemical reaction.

In the study, researchers gathered data from 194 clinically depressed patients, aged 18 to 70 years old. Participants were broken down into three groups: two comprised of 70 and 76 patients, each treated with Lexapro for seven weeks, and the third group of 48 patients treated with a placebo.

Advertising

“The researchers tested whether brain wave recordings in the first week of treatment would show that the antidepressant (as compared with a placebo) corrected the frequency imbalance – and predict a beneficial effect of medication on an individual’s depression after seven weeks of treatment,” UCLA researchers stated.

Before taking any drugs, all patients received an electroencephalogram and a second one after they completed one full week of treatment or placebo. It was immediately obvious that after only one week of therapy with Lexapro, brain wave recordings began having a distinct pattern compared to patients who took a placebo.

The findings

After reviewing numerous brain wave recordings, Dr. Leuchter became convinced that something important was discovered.

Advertising

“Our biomarker selectively predicted remission with medication, but not placebo. This confirmed that we can differentiate a true, specific response to a drug from a non-specific placebo response. To our knowledge, this is the first time that a biomarker that differentiates placebo remission from drug remission has been reported,” researchers concluded.

Although researchers struck gold by testing Lexapro, more antidepressant drugs are expected to receive new clinical trials, but this time, utilizing brain wave recordings. Researchers hope to improve wait time and save money for patients receiving drug therapy. The testing continues.

10 Fast Facts About Antidepressants

Before taking antidepressants, there are important facts you should know. According to clinical psychologists, if patients would’ve been notified about these deadly risks, the death toll associated with antidepressants would be significantly lower.

Advertising

1. Do NOT take antidepressants if you’ve taken MAOIs (another class of antidepressants). You MUST wait at least 14 days.
2. Antidepressants may increase the risk of suicidal thoughts.
3. Some antidepressant drugs may cause significant weight gain.
4. The full therapeutic benefit of antidepressants can take up to 6 weeks.
5. Do NOT abruptly discontinue antidepressants without advising your doctor.
6. NEVER mix antidepressant drugs with the opioid painkiller Tramadol.
7. Although few antidepressants can treat sexual disorders, others can cause sexual dysfunction.
8. If you have a sudden high fever and see hallucinations, get medical attention right away – you may have Serotonin Syndrome.
9. You should NEVER mix your antidepressant medication with other antidepressants.
10. If one drug does not work for you, don’t stress, there are plenty others to try.

Featured photo credit: Lea Suzuki via sfgate.com

More by this author

Jose Florez

Mental Health Writer

lifestyle-blogs-to-follow-2017 5 Lifestyle Blogs To Follow In 2017 becoming-a-doctor-medical-school How To Become A Doctor In 6 Simple Steps 5-tips-for-a-successful-job-interview 5 Steps To A Successful Job Interview Top 7 Innovative Inventions of 2016 menstruation-7-things-making-period-worse 7 Things Making Your Period Worse

Trending in Brain

1 How to Build Strategic Thinking Skills for Effective Leadership 2 How to Avoid Binary Thinking and Think More Clearly 3 7 Ways to Improve Focus And Memory (Backed By Science) 4 Brain Training: 12 Fast, Fun Mental Workouts 5 What Is Unconscious Bias (And How to Reduce It for Good)

Read Next

Advertising
Advertising
Advertising

Published on July 29, 2020

How to Build Strategic Thinking Skills for Effective Leadership

How to Build Strategic Thinking Skills for Effective Leadership

Have you been thinking of how you can be a more strategic leader during these uncertain times? Has the pandemic thrown a wrench at all your carefully laid out plans and initiatives?

You’re not alone. The truth is, we all want some stability in our careers and teams during this disruptive pandemic.

However, this now requires a bit more effort than before and making the leap from merely surviving to thriving means buckling down to some serious strategic thinking and maintaining a determined mindset.

Is There a Way to Thrive Despite These Disruptions?

Essentially – yes, although you need to be willing to put in the work. Every leader wants to develop strategic thinking skills so that they can enhance overall team performance and boost their company’s success, but what exactly does it mean to be strategic in the context of the times we live in?

If you happen to be in a leadership position in your organization right now, you are most probably navigating precarious waters given the disruptions caused by the pandemic. There’s a lot more pressure than before because your actions and decisions will have a much greater impact these days not just on you, but also to the people who are part of your team.

Companies often bring me in to coach executives on strategic thinking and planning. And while pre-pandemic I would usually start by highlighting the advantages of strategic thinking, nowadays, I always begin these Zoom coaching sessions by driving home the point that this pandemic has now made strategic thinking not just an option but an absolute must.

Advertising

Assessing and making plans through the lens of a good strategy might require significant work at first. Nevertheless, you can take comfort in the fact that the rewards will far outweigh the effort, as you’ll soon see after following the 8 strategic steps I have outlined below.

8 Steps to Strategic Thinking

As events unfold during these strange times, you’re bound to feel wrong-footed every now and then. Being a leader during this pandemic means preparing for more change not just for you, but for your whole team as well.

As states and cities go through a cycle of lockdowns and reopening, employees will experience the full gamut of human emotions in dizzying speed, and you will often be called on to provide insight and stability to your team and workplace.

Strategic thinking is all about anticipation and preparation. Rather than expending your energy merely helping your company put out fires and survive, you can put the time to better use by charting out a solid plan that can protect and help you and your company thrive.

Take the following steps to build solid initiatives and roll out successful projects:

Step 1: Step Back, Then Set the Scope

One of the things that leaders get wrong during their first attempt at strategic thinking is expecting that it is just another item on a checklist. The truth is, you need to take a good, long look at the bigger picture before anything else. This means decisively prioritizing and stepping away from tasks that can be delegated to others. Free up your schedule so you can focus on this crucial task at hand.

Advertising

Then, proceed with setting the scope and the strategic goals of the project or initiative you plan to build or execute. Ask yourself the bigger question of why you need to embark on a particular project and when would be the right time to do so.

You need to set a timeline as well, anywhere from 6 months to 5 years. Keep in mind that your projections will deteriorate the further out you go as you make longer-term plans.

For this reason, add extra resources, flexibility, and resilience if you have a longer timeline. You should also be making the goals less specific if you’re charting it out for the longer term.

Step 2: Make a List of Experts

Make and keep a list of credible people who can contribute solid insight and feedback to your initiative. This could range from key stakeholders to industry experts, mentors, and even colleagues who previously planned and rolled out similar projects.

Reach out to the people on this list regularly while you work through the steps to bring diverse insight into your planning process. This way, you will be able to approach any problem from every angle.

Bringing key stakeholders into this initial process will also display your willingness to listen and empathize with their issues. In return, this will build trust and potentially pave the way for smoother buy-in down the line.

Advertising

Step 3: Anticipate the Future

After identifying your goals and gathering feedback, it’s time to consider what the future would look like if everything goes as you intuitively anticipate. Then, lay out the kind and amount of resources (money, time, social capital) that might be needed to keep this anticipated future running.

Step 4: Brainstorm on Potential Internal and External Problems

Next, think of how the future would look if you encountered unexpected problems internal and external to the business activity that seriously jeopardize your expected vision of the future. Write out what kind of potential problems you might encounter, including low-probability ones.

Assess the likelihood that you will run into each problem. To gauge, multiply the likelihood by the number of resources needed to address the problem. Try to convert the resources into money if possible so that you can have a single unit of measurement.

Then, think of what steps you can take to address these internal and external problems before they even happen. Write out how much you expect these steps might cost. Lastly, add up all the extra resources that may be needed because of the different possible problems and all the steps you committed to taking to address them in advance.

Step 5: Identify Potential Opportunities, Internal and External

Imagine how your expected plan would look if unexpected opportunities came up. Most of these will be external but consider internal ones as well. Then, gauge the likelihood of each scenario and the number of resources you would need to take advantage of each opportunity. Convert the resources into money if possible.

Then, think of what steps you can take in advance to take advantage of unexpected opportunities and write out how much you expect these steps might cost. Finally, add up all the extra resources that may be needed because of the different unexpected opportunities and all the steps you committed to taking to address them in advance.

Advertising

Step 6: Check for Cognitive Biases

Check for potential cognitive biases that are relevant to you personally or to the organization as a whole, and adjust the resources and plans to address such errors.[1] Make sure to at least check for loss aversion, status quo bias, confirmation bias, attentional bias, overconfidence, optimism bias, pessimism bias, and halo and horns effects.

Step 7: Account for Unknown Unknowns (Black Swans)

To have a more effective strategy, account for black swans as well. These are unknown unknowns -unpredictable events that have potentially severe consequences.

To account for these black swans, add 40 percent to the resources you anticipate. Also, consider ways to make your plans more flexible and secure than you intuitively feel is needed.

Step 8: Communicate and Take the Next Steps

Communicate the plan to your stakeholders, and give them a heads up about the additional resources needed. Then, take the next steps to address the unanticipated problems and take advantage of the opportunities you identified by improving your plans, as well as allocating and reserving resources.

Finally, take note that there will be cases when you’ll need to go back and forth these steps to make improvements, (a fix here, an improvement there) so be comfortable with revisiting your strategy and reaching out to your list of experts.

Conclusion

A great way to deal with feelings of uncertainty during this pandemic is to anticipate obstacles with a good plan – and a sure road to that is practicing strategic thinking.

In the coming months and years, you’ll need to continue navigating uncharted territory so that you can lead your team to safe waters. Regularly doing these 8 steps to strategic thinking will ensure that you can prepare for and adapt  to the coming changes with increasing clarity, perspective, and efficiency.[2]

More on Thinking Smarter

Featured photo credit: JESHOOTS.COM via unsplash.com

Reference

Read Next