- •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
Concreteness
When we listen critically to a story that someone is telling us, the description can sometimes appear to be rather vague. Concreteness means getting the other person to communicate as specifically and clearly as possible to you. In turn you should also attempt to be as concrete in your responses to others. Concreteness is a compound skill which also includes making use of the other skills already mentioned, such as listening, encouraging, asking open questions, paraphrasing and reflecting feelings. All of these things can add up to a more concrete conversation. Concreteness involves interpreting long, vague accounts with clarifying questions, or splitting up a complex sequence of events into manageable chunks. It involves the use of concrete open questions such as ‘What happened exactly?’, ‘What did she say?’, ‘How did you react to that?’, ‘What went wrong?’ or ‘Can you give me an example?’ in order to elicit the information that you require to make sense of a communication. The following is an example of a dialogue between an employee and their line manager which illustrates the combination of a range of listening skills used in concreteness.
EmployeeNothing seems to be going right for me in my work, at home, or with friends – I’m ready to throw in the towel. Line managerA number of different things appear to be going wrong for you at the present time. (paraphrase) Shall we talk about each of those things one by one? (immediacy) What would you like to discuss first? (open question) Appropriate self-disclosure
Talking about yourself too much and too soon can be a major turn-off for the other person. Appropriate self-disclosure is about knowing when and how much to talk about yourself. For example, if a complete stranger sitting next to you on the bus started without invitation to tell you their whole life history and intimate details about their sex life, it is likely that this would make you feel highly uncomfortable. However, if your best friend confided in you some personal details about their sex life, you would probably consider this to be acceptable. What is appropriate to disclose is dependent on how well and intimately you know the person you are talking to. The skill with self-disclosure is to have an awareness of what level is appropriate to any given situation. Getting this right can enhance a relationship whereas getting it wrong can do considerable damage to it.
The use of small talk
There are different levels of conversation. At the most superficial level the content of the conversation may be about trivial and inconsequential issues such as, for example, the weather or the price of apples. These superficial topics are often used to break the ice and then lead to the next level of conversation which is a little more in-depth and personal. Conversation at this intermediate level may, for example, include asking someone about the job that they do or where they live and so on. Once we have got to know someone better at the intermediate level, we tend to then move on to deeper and more meaningful topics which are more personal in nature. It is important when first meeting a person that we do not judge or dismiss them as being superficial on the basis of our first conversation with them. While some people feel comfortable skipping the first two stages and talking at a personal level from the outset, others do not and it is important to respect this. A superficial conversation about the price of apples may in reality be that person’s way of saying that ‘I would like to get to know you better’ and it is often worthwhile going through this initial stage on the way to getting to know someone who ultimately could become a lifelong friend!
In conclusion, effective communication requires being competent in a range of non-verbal and verbal skills. Non-verbally an individual needs to be able to recognize non-verbal cues, such as eye contact, body posture, movement and facial expressions such as nods, frowns and laughter. It also involves knowing what constitutes appropriate physical contact. The rules of contact vary in different socio-cultural contexts and with the closeness of the relationship. The closeness of appropriate contact thus varies and the individual needs to be aware of these rules. For example, in the work setting placing an arm on the shoulder of a distressed work colleague may be appropriate in that context but may not be so in the context of a meeting with a non-distressed work colleague. Individuals also communicate non-verbally through aspects of appearance such as the way an individual dresses. Effective verbal communication involves skills such as the ability for not monopolizing conversations, showing interest, having an ability to listen and being able to recognize the signals which tell us we are boring people. Verbally skilled individuals display effective listening skills and attending behaviours such as communicating warmth and empathy, talking in a soft voice, adopting a non-judgemental attitude, good eye contact, use of friendly facial expressions and adopting an interested posture by leaning forward with arms uncrossed. It also includes the use of listening skills such as summarizing, paraphrasing and reflecting back, which all demonstrate attending and listening. It is important to identify the style of communicating that you feel most comfortable with. For example, some more extravert and outward going people like being in the spotlight and displaying a more gregarious and loud persona, whereas others who are more introverted and quieter prefer to present themselves in a less outward going manner. There is no right and wrong in this respect but the important thing is that you come across as warm, genuine and sincere in your interactions with others. It also involves being sensitive and aware of others people’s styles and preferences and respecting these.
