- •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
Treating the depression syndrome
The depression syndrome is characterized by feelings of sadness, negative thinking and the desire to withdraw, give up, surrender and accept defeat. When people are depressed, they feel low in mood, tearful, troubled by thoughts and feelings of low worth, guilt and self-reproach. They may be more irritable than usual, have little energy or motivation, lose interest in things that they previously enjoyed and everything seems like a big effort. They become less active, lose their appetite, and experience sleep problems and loss of sexual desire. In severe cases of depression, there is a risk of suicidal behaviour. In the context of this chapter, depression refers to the less severe end of the spectrum. If the individual is feeling ‘suicidal’, it is essential that they seek expert help immediately through their doctor. The treatment of choice for depression is cognitive behavioural therapy. The CBT approach teaches the individual to identify and change the unhelpful patterns of thinking and behaviour associated with the depressive syndrome. The techniques used to challenge depressive thinking and behaviours are outlined below.
Challenging depressive thinking
Depressive thoughts are identified through the use of a thoughts diary (see pp. 157–159). The negative thoughts identified are then systematically challenged using a range of specific cognitive techniques (as outlined in Chapter 9). To recap briefly, these include looking at the evidence for and against the negative thoughts being true (rather like a jury in a court of law), coming up with more balanced and realistic alternative (less distressing) explanations for distressing situations, looking at the advantages and disadvantages of thinking in that way and challenging their distortions. If the individual learns to successfully challenge their negative automatic thoughts and replace them with more positive and healthy ones, this leads to a corresponding improvement in their mood state.
Challenging unhelpful behaviours
The two main techniques used to challenge the unhelpful behaviours associated with depression are activity scheduling and conducting behavioural experiments.
Activity scheduling
When an individual is depressed, they tend to withdraw from and stop doing the activities that previously they used to enjoy. They become unmotivated and inactive, which in turn provides even more time to ruminate on their negative thoughts. This creates a downward spiral of inactivity, which tends to make their mood even worse. Activity scheduling involves keeping a daily timetable of activities, which prevents the depressed individual from being inactive and spending too much time ruminating. It allows the individual to structure their day better and also to plan a gradual increase in activity. They are also asked to rate these activities on ‘mastery’ (how good they are at it) and ‘pleasure’ (how much they enjoy it) using a ten point scale (where 0 = lowest on mastery or pleasure and 10 = maximum mastery or pleasure). Rating the activities they do enables them to identify which ones they are good at and also which ones they find most enjoyable. Once they have identified these, they can then introduce more of the enjoyable activities into their daily schedule.
