- •Overcoming Your Workplace Stress
- •Overcoming Your Workplace Stress
- •Martin r. Bamber
- •About the author
- •Preface
- •Acknowledgements
- •The ‘fight or flight’ response
- •Harmful stress
- •The consequences of harmful stress for the organization
- •The consequences of harmful stress on the individual
- •Conceptualizing stress
- •The ‘camera analogy’
- •The emergency response
- •Changes in thinking
- •Changes in motivation
- •Changes in emotion
- •Changes in behaviour
- •The development of stress syndromes
- •Dispelling some myths about stress
- •Answers for the stress quiz (Table 1.1) Statement 1
- •Statement 2
- •Statement 3
- •Statement 4
- •Statement 5
- •Statement 6
- •Statement 7
- •Statement 8
- •Statement 9
- •Statement 10
- •Statement 11
- •Statement 12
- •Statement 13
- •Statement 14
- •Statement 15
- •Statement 16
- •How well did you do in the quiz?
- •How stressed are you?
- •A stress checklist
- •Scoring and interpreting the checklist (Table 1.2)
- •Summary
- •Chapter 2
- •Identifying the causes of your occupational stress
- •Introduction
- •An overview of the causes of occupational stress
- •Individual factors
- •Genetic/inherited factors
- •Acquired/learned factors
- •Personality/trait factors
- •Factors in the work environment
- •Job demands
- •Physical working conditions
- •Control
- •Supports
- •Relationships
- •Pay and career prospects
- •The home–work interface
- •The employer’s ‘duty of care’ to provide a healthy working environment Case study: Schmidt
- •The impact of employment legislation
- •Demands
- •Control
- •Support
- •Relationships
- •Further developments in management standards
- •Identifying the main causes of stress in your own working environment
- •Interpreting the results of your questionnaire (Table 2.1)
- •Interpreting individual items
- •Interpretation of subscales
- •Summary and main learning points from Part I
- •About Part II of this book
- •Primary level interventions
- •Secondary level interventions
- •Tertiary level interventions
- •Doing a job analysis
- •Case study: Tony
- •The benefits of doing a job analysis
- •Interventions aimed at reducing the demands of your job Reducing the volume of work
- •Enlarging your job
- •Enriching your job
- •Improving your physical working environment
- •Interventions aimed at increasing the control you have over your job
- •Interventions aimed at increasing the supports you have at work
- •Interventions aimed at improving working relationships
- •Gather evidence
- •Find allies to support you
- •Stand up to the bully
- •Present the bully with the evidence
- •Be prepared for the backlash
- •Take things further if necessary
- •Interventions aimed at clarifying your role at work
- •Interventions aimed at improving the way that change is managed in your workplace
- •Interventions aimed at improving the home–work interface
- •Some tips for negotiating with your employer
- •What to do if your line manager is not receptive to your plight
- •What to do if you do not get the problem resolved within your workplace organization
- •Chapter 4 Living a healthy lifestyle
- •Introduction
- •Living a healthy lifestyle
- •Regular exercise
- •A healthy diet
- •Some tips for doing more exercise
- •Some tips for eating more healthily
- •Monitoring food intake
- •Medication and other drugs
- •Alcohol
- •Some tips for reducing your alcohol intake
- •Caffeine
- •Nicotine
- •Some tips for stopping smoking
- •Sleep and rest
- •Some tips to help you sleep better
- •Summary
- •An exercise
- •Developing your own ‘Healthy Lifestyle Plan’
- •Chapter 5 Developing effective time management skills
- •Introduction
- •Case study: John
- •Case study: Peter
- •What can we learn from the case studies of John and Peter?
- •Developing effective time management skills Plan ahead
- •Be clear about what your goals are
- •Manage your diary effectively
- •Create some ‘prime time’ for yourself
- •Prepare for meetings
- •Choose the best time to tackle difficult tasks
- •Overcome procrastination
- •Case study: Jenny
- •What can we learn from the case study of Jenny?
- •Learn to delegate
- •Stay focused
- •Prioritize tasks
- •Be organized
- •Developing an action plan to manage your time more effectively
- •Chapter 6 Developing assertiveness skills What is assertiveness?
- •Why are some people unassertive?
- •What are the consequences of being unassertive?
- •Case study: Caroline
- •Case study: Rosie
- •How can you become more assertive?
- •Education
- •Aggressive behaviour
- •Submissive behaviour
- •Manipulative behaviour
- •Assertive behaviour
- •Knowing your rights
- •A ‘Bill of Rights’
- •What can we learn from the case study of Caroline?
- •Developing assertive attitudes
- •Developing assertive behaviours
- •Other useful assertiveness techniques to help you
- •Use the ‘broken record’ technique
- •Use fogging
- •Be concise
- •Be specific
- •Clarify
- •Use ‘I’ statements
- •Active listening
- •Aim for a workable compromise
- •Negative assertion
- •Empathic confrontation
- •Self-disclosure
- •How assertive are you?
- •Table 6.1 scores and interpretation Scoring of individual items
- •Interpreting the total scores for the questionnaire
- •Developing an action plan to become more assertive
- •Chapter 7 Developing effective interpersonal skills
- •Introduction
- •What are interpersonal communication skills?
- •Why are some people interpersonally less skilled than others?
- •What are the consequences of being interpersonally unskilled?
- •Developing your own interpersonal skills
- •Body posture and gestures
- •Facial expressions
- •Eye contact
- •Voice projection
- •Personal space
- •Personal appearance and presentation
- •Verbal skills
- •Paraphrasing
- •Reflecting feelings
- •Summarizing
- •Minimal encouragers
- •Asking open questions
- •Immediacy
- •Concreteness
- •The use of small talk
- •Higher level interpersonal skills
- •Developing cognitive skills
- •How interpersonally skilled are you?
- •Developing an action plan aimed at becoming more interpersonally skilled
- •Chapter 8 Developing relaxation skills
- •Introduction
- •Informal relaxation techniques
- •Semi-formal relaxation techniques
- •Massage
- •Releasing your shoulder tension
- •Soothing your scalp
- •Relaxing your eyes
- •Formal relaxation techniques
- •Deep breathing exercises
- •A deep breathing exercise
- •Progressive muscular relaxation
- •A progressive muscular relaxation exercise
- •A brief relaxation exercise for the neck and shoulders
- •Mental relaxation techniques
- •Meditation
- •Mindfulness
- •Mental refocusing
- •Visual imagery
- •Summary and main learning points
- •Chapter 9 Changing the way you relate to your work
- •Introduction
- •Understanding the links between thoughts, feelings, behaviours and bodily reactions
- •The cat vignette exercise
- •Identifying unhelpful patterns of thinking
- •Labelling dysfunctional thinking styles
- •Catastrophic thinking
- •Jumping to conclusions and mind reading
- •Overgeneralization
- •Magnification
- •Minimization
- •Personalization
- •Black and white thinking
- •‘Should’ and ‘must’ statements
- •Challenging dysfunctional patterns of thinking
- •Examining the evidence
- •Exploring the alternatives
- •Identifying advantages and disadvantages
- •The friend technique
- •Checking it out
- •Estimating probabilities
- •Reattributing meaning
- •Conducting behavioural experiments
- •Case study: Sarah
- •Challenging work dysfunctions
- •Challenging patterns of over-commitment Modifying perfectionism
- •Modifying workaholism
- •Challenging patterns of under-commitment Modifying underachievement
- •Modifying procrastination
- •Summary
- •Chapter 10 Overcoming stress syndromes
- •Introduction
- •Treating anxiety syndromes
- •Performance anxiety
- •Case study: Philip
- •Treating Philip’s performance anxiety
- •What can we learn from the case study of Philip?
- •Panic attacks
- •Case study: Andrew
- •Treating Andrew’s panic attacks
- •Phobic avoidance
- •Treating phobic avoidance
- •Case study: Maxine
- •Treating the depression syndrome
- •Challenging depressive thinking
- •Challenging unhelpful behaviours
- •Activity scheduling
- •Conducting behavioural experiments
- •A note on the burnout syndrome
- •Treating burnout syndrome
- •Treating the hostility syndrome
- •Summary
- •The eight stages of a self-help plan
- •Make a problem list
- •Prioritize your problems
- •Set your goals
- •Establish the criteria of success
- •Plan your interventions
- •Develop a self-help treatment plan
- •Monitor and review your progress
- •Prevent relapse
- •Case study: Helen
- •Making a problem list and prioritizing the problems
- •Setting the goals and establishing the criteria of success
- •Comfort eating and weight gain
- •Avoidance
- •Procrastination
- •Unassertiveness
- •Anxiety
- •Poor self-image
- •Planning the interventions
- •Interventions for comfort eating and weight gain
- •Interventions for avoidance
- •Interventions for procrastination
- •Interventions for unassertiveness
- •Interventions for anxiety
- •Interventions for poor self-image
- •Developing a self-help treatment plan
- •Monitoring and reviewing progress
- •Summary
- •Chapter 12 Summary and conclusions
- •Appendix Useful books and contacts
Some tips for eating more healthily
Do not go shopping when you are hungry, since you will be more likely to buy and fill up your cupboards with foods of a higher calorific content than when you are not hungry. Make sure that you have a proper high carbohydrate breakfast, since carbohydrates will give you the energy that you need to carry you through the morning until lunchtime and will stop you from snacking. Carbohydrates are found in breakfast cereals and are the ideal way to start the day. Make sure that you also stop for something to eat at lunchtime. It is healthier where possible to eat grilled, steamed or boiled rather than fried food and to prepare your own food freshly rather than buying pre-prepared meals that often contain a variety of additives such as salt, sugar and preservatives. However, when at work it is often not possible to prepare your own food, because of lack of facilities or lack of time. So, you may have to rely upon others to do this on your behalf. Many larger employers provide a staff canteen, in which employees can eat on a daily basis and should offer a range of healthy dietary options for employees to choose from. If healthy options are not available, this needs to be drawn to the attention of the employer, so that they have the opportunity of introducing them onto the menu. If you do not have a staff canteen offering healthy options, or buy sandwiches, it is important you make sure that what you are eating is healthy. For example, make sure that the food is not too fatty or dripping in mayonnaise. Fried foods such as fish and chips should not be included as a routine part of a daily diet and should be reserved for a special treat.
Some other tips include trying where possible to eat with other people rather than on your own, since evidence suggests that you are less likely to overeat in company than when you are alone. If you feel tempted to snack between meals, try to distract yourself by thinking about something which is not food related, or engage in an activity that is incompatible with gaining access to food or eating. If this proves particularly difficult, limit the amount of money that you bring with you to work, by bringing just enough for your lunch and a drink. If visiting the staff canteen with its wide array of options proves too much of a temptation to you, bring a packed lunch and go for a walk at lunchtime instead.
Monitoring food intake
If reducing your food intake is proving to be a bigger problem than you anticipated, you may need to do some more formal monitoring of your food intake using a food diary. This entails monitoring what you eat each day and when you eat it. Table 4.1 is an example taken from a food diary.
Table 4.1 A sample taken from a food diary
Keeping an accurate food diary entails recording everything you have eaten each day. This will allow you to identify your total intake and also the high risk times in terms of the time of day, situational triggers and mood states when you are most likely to overeat. Once you have identified these, you can plan a timetable of alternative activities at these high risk times which are incompatible with eating. For example, you might plan a social activity such as meeting friends, do some exercise or go and take a bath. Try to avoid periods of boredom or prolonged inactivity, since these are also high risk times for overeating. Also, avoid areas where stocks of food are kept and try to keep out of the kitchen between meals. Restricting your food stocks at home by not buying lots of snack foods (such as biscuits, chocolate, crisps and sweets) will reduce the temptation to overeat, since the food will not be there to snack on. You can use a calorie conversion chart to help you monitor your food intake in terms of calories and weighing scales to monitor your weight on a regular basis. Another strategy is to plan your meals days ahead, so that you know what you will be eating and when, and try to stick to it.
Some bigger employers provide employees with access to dietary advice and support from a dietician through their occupational health service, so make sure that you use this facility if it is available and you feel that you require some more expert dietary advice. Similarly, you should be able to get advice from your family doctor if you feel that you are unable to tackle the problem on your own.
Fluids
The body is made up of 90 per cent water and one of the physical effects of stress is dehydration. Experts recommend that when under stress an individual should drink around four pints of suitable liquid every day, in addition to the liquid obtained from food and from milk on cereals and in beverages. Basically this equates to eight large glasses of water a day. The provision of conveniently located water dispensers in the workplace can help prevent this from happening. If these are not provided, you should ask for them to be made available. Otherwise, make sure that you bring in a water bottle that you can refill throughout the day to prevent yourself from becoming dehydrated.
