3 Approaches to Stress and Stress Management Stressors or Stimulus - - PDF document

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Workshop NB16: Creating Organisational Well-Being

A Three-Dimensional Approach to Managing Organisational Stress and Wellbeing in Further and Higher Education

The Future of Further Education National Conference Mandolay Hotel, Guildford 3.15pm -4.15pm, Friday, 22nd March, 2013

John Perry, MA, MA, MA, MSc, FHEA

http://www.hgi.org.uk/register/Therapists/John-Perry.htm

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3 Approaches to Stress and Stress Management

• ‘Stressors’ or ‘Stimulus’
• ‘Signs of Strain’ or ‘Response’
• ‘Transactional’ or ‘Intervening’

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Survival Mode vs Competency Mode

• Competency mode requires

access to the prefrontal cortex, which allows for reflection, planning, introspection, imagination, a sense of morality, etc.

• In survival mode, strong

emotions hi-jack the prefrontal cortex and so you can’t do these things

• Decision as to whether to go

into survival or competency mode is made by the amygdala – based on an appraisal of threat

THE A-B-C MODEL

Activating Event Belief System Emotional Consequence

Many people believe that stress is a direct result of exposure to challenging situations. In contrast, the A-B-C MODEL suggests that stress does not come directly from the problems that beset us, but rather from the irrational and false notions we have about them.

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THINKING ERRORS

We all make these thinking errors from time to time; here are some of the different types that have been identified.

• All or nothing - Thinking is black or white rather than in shades of grey.

Example: “I have got to get this 100% perfect. I always make this mistake. I’ll never get the hang of it.”

• Labelling -

This is when we attach negative labels to ourselves. Example: “I’m useless. I am a failure. I am not the sort of person who can cope with all of this. And I am so unlucky.”

• I Should / I Must / I Can’t – This is when we set unrealistic standards for
• urselves.

Example: “I should be able to cope with all this work. I must do better this time. And I can’t handle this.”

• Magnification - This involves blowing things up out of all proportions.

Example: “I failed my promotion interview - my career is in ruins. I have missed the train - this is terrible. We didn’t win the contract - it is the end of the world.”

• Predicting -

Here we predict negative future outcomes. Example: “I am going to really embarrass myself in this meeting. If I make a mistake everyone will laugh at me. I bet everyone is thinking that I am an idiot.”

• Discounting - Here we minimise the positive factors in favour of negative aspects.

Example: “He is only saying my work is good because he feels sorry for me. I was really lucky to make that sale. I can’t believe I passed the exam -the questions must have been easy.”

The Stressor – Response Chain

What actually happened? The Stressor

• A situation or event

How did you ‘see’ it? The Perceptual Response How did you ‘feel’ about it? The Emotional Response What changes did you notice in your body? The Physiological Response What actions did you take? The Action Response

• The consequence

Intervention points

Change the threatening event or situation Change the thoughts so that you ‘see’ it differently Change the feelings Release the tension Make appropriate use Of the energy

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THE RELATIONSHIP BETWEEN PRESSURE, STRESS AND EFFECTIVE PERFORMANCE

P E PEAK PERFORMANCE R F O R M A N C E STRESS (OR PRESSURE) “Rust-Out” “Burn-Out” P E R F O R M A N C E STRESS (OR PRESSURE)

X

“Burn-Out” Breakdown (or “Collapse”)

Relaxation Using A Guided Fantasy

• Think about a place where you can feel totally relaxed and absorbed. This could be

snuggled up on the sofa in the evening, with your favourite music playing in the background and a warm glow from the fire. Or it could be going for a walk in the countryside, taking the time to look at some plants on the way and enjoying the

• weather. Or it might be lying on a beach in the sunshine, listening to the waves

lapping the shore.

• Spend a moment choosing such a place or activity.
• Think about your chosen place or activity…..Have a look around….Are you indoors
• r outdoors?…What can you see?…What time of day is it?…What season of the

year?…Are you aware of what the weather is like?…What colours can you see?…Can you hear any sounds?…Can you smell anything?…Are there things that are pleasant to touch?…If it suits you, walk around…..Or, at least, look in detail at some parts of the scene…Is anyone else there with you?…Or are you just there on your own?…Are you still?…Or are you doing something ?….And how do you feel?….Happy?…Excited? …Contented?…At peace?…What does your body feel like?… Warm?… Cool?… Relaxed?…Or full of energy?…Remain aware of your feelings and

• f your body…

And enjoy being there and feeling good…Spend a few moments at this place…..Now, as you get ready to leave, feel the warmth of some your memories associated with this place….And be aware that this feeling will stay with you when you leave it…You may be a little sad to leave it, but you can always go back there in your imagination…..Remember that this place is always within you…Just as, in another sense, you are always within it…..And now, when you are ready, become more aware of your surroundings in this room….And, in your own time, gradually open your eyes, stretch a little and re-orientate yourself within this room.

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The Health and Safety Executive have suggested that an effective stress management strategy is one which eradicates unnecessary stress in seven key areas: 1) Stress Arising Out of the Organizational Culture For Example: Organisational Problems; Unnecessary Rituals and Procedures; Poor Communication; A Leadership Style Unsuited to the Needs of the People Lower Down in the Hierarchy. Stresses arising out of the organizational culture are managed when:

• the organization is committed to promoting the well-being of employees through

good management practice;

• the people who work in the organization are valued and respected; and they

receive support from the organization if they wish to raise problems affecting their work (HSE). 2) Stress Caused by Too Many Demands For Example: Over-Work and Time Pressures; Insufficient Back-Up; Long or Unsociable Hours; The Responsibilities

• f the Job.

Stresses arising from too many demands are managed when:

• staff are able to cope with the volume and complexity of the work; and the work

is scheduled sensibly so that there is enough time to do the allocated tasks;

• shift work systems are agreed with employees; and people are not expected to

work long hours over an extended period (HSE). 3) Stress Arising from a Lack of Control. For Example: Inability to Influence Decision-Making; Lack of Variety; Inability to Finish a Job; Inability to Help or Act Effectively Stresses arising out of a lack of control are managed when:

• employees are given a say in how they do their work;
• the amount of control they have is balanced against the demands placed upon them.

(HSE). 4) Stress Arising out of Poor Relationships For Example: Conflicts with Colleagues; Frequent Clashes with Superiors; Difficult Clients

• r Subordinates; Emotional Involvement with Clients or Subordinates

Stresses arising out of poor relationships are managed when:

• there is good communication between the employer and employees; so that the

employees understand what’s expected;

• the employer reacts to any problems being experienced by the employees.
• employees are not bullied or harassed. (HSE).

5) Stress Arising out of Poor Management of Change For Example: Uncertainty and Insecurity; Isolation from Colleagues’ Support. Stresses arising out of the poor management of change are managed when:

• the organization communicates to employees why change is essential
• the organization has a clear understanding of what it wants change to achieve
• the organization has a timetable for implementing change, including realistic first steps
• the organization ensures a supportive climate for employees. (HSE).

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6) Stress Arising out of Lack of Training, Support and Failure to Take Account of Individual Factors

For Example: Insufficient Training; Fighting Unnecessary Battles; Unrealistically High Self-Expectations Stresses arising out of a lack of training, support and a failure to take account of individual factors are managed when: employees receive suitable and sufficient training to do their jobs employees receive support from their immediate line management, even when things go wrong the organisation encourages people to share their concerns about health and safety and, in particular, work-related stress individuals are fair to the employer – they discuss their concerns and work towards agreed solutions. (HSE).

7) Stress Arising out of Role Uncertainty

For Example: Unclear Role Specifications; Role Conflict; Poor Status, Pay and Promotion Prospects Stresses arising out of role uncertainty are managed when: employees know why they are undertaking their work and how this fits in with the organisation’s wider aims and objectives jobs are clearly defined to avoid confusion. (HSE).

Stress-related illnesses typically take time to develop. If action is taken early, problems can often be avoided. Here are some final suggestions : Ensure that staff have confidence in their managers and can admit to difficulties without fear of being labeled as “weak”. (Managers may need training to encourage this). If there is a mentoring system, mentors may be able to pick-up tell-tale signs of stress – for example, lack of motivation, irritability and tiredness. Also, staff may be more able to discuss their difficulties with a mentor than with their manager. Staff discussion forums can act as an effective means for problems to be aired before they become serious. Signs of stress – such as increased absenteeism, particularly for short periods or for minor ailments, should be monitored. Use appraisals and discussions to identify individual work styles and try to accommodate them where possible. If individuals report feeling stressed, regular appraisals can be one way to tackle some of the issues.