- •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
Conceptualizing stress
Over the years numerous definitions and conceptualizations of stress have been cited in the literature. Some have taken the view that stress is caused solely by events or characteristics in the environment. Others have defined stress in terms of the response of the individual to the demands of their environment. However, these definitions cannot explain why it is that two individuals confronted by exactly the same situation can react very differently to it and consequently experience different levels of stress. Cognitive therapists argue that in many situations it is not the environment itself that causes stress but the individual’s appraisal of the situation or event in their environment. It is of course not the intention here to imply that individuals are responsible for causing all of their own stress but simply to emphasize the importance of the meaning that we attach to situations as a factor which mediates between the environment and the level of stress experienced. Nor is it to deny that there are some environmental situations that may be objectively stressful for anyone.
In the work context, the saying ‘one man’s meat is another man’s poison’ summarizes this approach well, since two employees doing exactly the same job can, according to the model, appraise and experience the job in very different ways. One employee can appraise the job as being stressful whereas another employee can appraise it as being challenging and satisfying. There is a growing consensus among psychologists that stress is the result of an interaction (or transaction) between an individual’s appraisal of their environment (i.e., the meaning that they attach to it) and the actual environment itself. This is known as the transactional model of stress.
The ‘camera analogy’
Aaron T. Beck, who is considered by many to be the father of cognitive therapy, used a camera analogy to describe the interaction of the individual with their environment. He likened an individual’s construction of a particular situation or event to taking a snapshot. When taking a photograph of a particular event or situation, the existing settings of the camera (e.g., lens, focus, speed and aperture settings) all determine what the eventual picture obtained will look like. For example, there may be some blurring or loss of detail due to inadequate focusing, or some distortion or magnification of the picture if a wide-angle or telephoto lens has been used. Likewise, a photograph taken with a soft focus sepia finish will convey a different message from a sharp focus black and white picture. In a similar way, Beck argued, the pre-existing ‘cognitive settings’ of an individual’s mind will influence the way an event or situation in their environment is perceived. He called these pre-existing cognitive settings ‘schemas’.
Schemas are stable structures that process incoming information to the brain in a similar way as the lens, focus, speed and aperture settings described in the camera analogy. They are formed by early life experiences and determine that individual’s propensity to interpret situations in a particular way. For example, if the individual has experienced significant rejection in their childhood, they will be particularly sensitive to situations or events that signal rejection. Thus, a situation signalling rejection will result in activation of that schema and the individual will experience it as stressful. However, an individual who does not have the rejection schema will not interpret the situation as being stressful. Once the unhealthy schema is activated, the individual begins to feel and behave ‘as if’ they were in reality being rejected. Thus, schemas are at the core of stress reactions, because they provide the meaning of an event for the individual. If through the activation of their schemas an individual perceives that a threat is present, and the risk posed by that threat is greater than their resources for coping with it, the ‘emergency response’ is activated.
