1. STRESS MANAGEMENT AT THE WORKPLACE
Presenter: Naomi Jackson Forrester
Presented to: The Supervisory Management Programme

3. OBJECTIVES At the end of the session participants should be able to:
Knowledge
Define stress
Understand the physical, emotional, cognitive and behavioural responses to stress

4. OBJECTIVES Performance
Identify the particular stressors that are experienced in the workplace
Formulate methods of dealing with the stressors.
Attitude
Appreciate that stress can and must be managed.
Be aware that there are some stress contributors that are outside the scope of the workplace 4 4

6. QUERY ? How much stress can you handle?
How thin is the line between sanity and insanity?
Have you ever felt like you reached breaking point? How did you cope?
Have you been asked to help anyone with their stress?

7. STRESS Stress is a fact of life
There are many things in life you simply cannot control but few that you cannot learn to manage
Stress is normal, but excessive stress turns to distress that can lead to physical symptoms and behaviour problems
Seek the causes of stress, lessen them and seek ways to adapt to problems

8. STRESS
Stress within your comfort zone can help you perform under pressure, motivate you to do your best, even keep you safe when danger looms.
When stress becomes overwhelming, it can damage your mood and relationships, and lead to a host of serious mental and physical health problems.

9. STRESS
The trouble is that modern life is so full of frustrations, deadlines, and demands that many of us don’t even realize how stressed we are.
By recognizing the symptoms and causes of stress, you can take the first steps to reducing its harmful effects and improving your quality of life.

10. Stress is not in our environment…
it is what we perceive in our mind and body.
The demands or challenges of life can come from people and events around us, as well as from our inner thoughts and struggles. When these demands increase, people often feel that they are under excessive stress.

11. WHAT IS STRESS? DEFINITIONS Stress (stress), noun.
1. A specific response by the body to a stimulus, as fear or pain, that disturbs or interferes with the normal physiological equilibrium.
2. Physical, mental, or emotional strain or tension.
3. Stress- demands of life. Technically, these demands are called stressors, and the actual wear and tear on our bodies is the stress.

12. STRESS MANAGEMENT Definitions:
The tension and pressure that result when an individual views a situation as presenting a demand that threatens to exceed his/her capabilities or resources

13. STRESS-DEFINITIONS
Lazarus & Folkman (1984) suggested that stress can be thought of as a resulting from an
“imbalance between demands and resources” or as occurring when “pressure exceeds one’s perceived ability to cope”.

14. HOW DO YOU VIEW STRESS?
Psychologists Lazarus and Folkman (1984) conclude that there are three distinct ways that we  can relate to the agents of stress in our lives.
We can see them as an irreparable damage which has already occurred
We can see them as a danger
We can see them as a challenge

15. STRESS MANAGEMENT Definitions:
Stress is a physical and emotional reaction to time pressures, frustration, conflict and other factors found in the work world and in personal life
The way you react to—physically and emotionally to change.
Like change, stress can be positive (eustress) or negative (distress)

16. TYPES OF STRESS
Eustress-good stress
Distress-bad stress

19. PLEASE CIRCLE ONE: POSITIVE / NEGATIVE
Stress in and of itself is neither positive nor negative.
It is our perception of that stimulus which determines whether a situation is stressful.
Some event that is exciting and pleasurable to one person may be painfully stressful to another.

20. WHAT’S STRESSFUL FOR YOU?
Karen is terrified of getting up in front of people to perform or speak, while her best friend, Nina, lives for the spotlight.
Phil thrives under pressure and performs best when he has a tight deadline, while his co-worker. Matt shuts down when work demands escalate.
Anita enjoys helping her elderly parents. Her sister, Constance, helps out as well but finds the demands of caretaking very stressful.

21. In the case of the donkey, some things are just too heavy.
Like the donkey in this picture, too much stress disables even resilient individuals.
The difficulty is not in the individual per se, but the stress overloads the individual's ability to cope.
In the case of the donkey, some things are just too heavy.
10/24/2017

23. ACTIVITY
Individually make a list of your current stressors. (3 minutes)
Share two items on your list with two other persons, stating how these stressors impact you. (6 minutes)
Each group should share with the class at least one stressor that is common to the group.

24. INTERNAL STRESSORS
Lifestyle choices: caffeine, insufficient sleep, overloaded schedule
Negative intra-personal communication:
pessimistic thinking, self-criticism, overanalysing
Mind traps: unrealistic expectations, taking things personally, rigid thinking, inflexible
Stressful personality types: Type A (impatient, achievement-oriented), perfectionist, workaholic, pleaser

25. EXTERNAL STRESSORS
Physical environment: noise, bright lights, heat, confined places
Social (interaction with others): rudeness, bossiness or aggressiveness, lack of appreciation
Major life events: death of a relative, lost job, promotion, new baby, wedding, divorce, relocation
Daily hassles: commuting, misplaced keys, mechanical breakdowns

27. PHYSICAL SIGNS Aches and pains Skin rash Diarrhea or constipation
Nausea, dizziness
Chest pain, rapid heartbeat
Loss of sex drive
Frequent colds or flu
Increased perspiration
Fatigue
Thirst
*Fainting-urgent medical evaluation indicated

28. COGNITIVE SIGNS Memory problems Inability to concentrate Poor judgment
Seeing only the negative
Anxious or racing thoughts
Constant worrying
Blaming others

29. EMOTIONAL SIGNS Depression or general unhappiness
Anxiety and agitation
Moodiness, irritability, or anger
Feeling overwhelmed
Loneliness and isolation
Other mental or emotional health problems

30. EMOTIONAL SIGNS
Fear
Grief
Anger
Guilt
Denial

31. BEHAVIOURAL SIGNS Eating more or less Sleeping too much or too little
Withdrawing from others
Procrastinating or neglecting responsibilities
Using alcohol, cigarettes, or drugs to relax

32. BEHAVIOURAL SIGNS Nervous habits (e.g. nail biting, pacing)
Suspiciousness
Accident proneness
Antisocial behavior
Inappropriate use of behaviour

33. MIND OVER MANAGEMENT Remember:
Our goal is not to eliminate stress but to learn how to manage it.
Begin with educating yourself.
Remember:
“ Knowledge is power!”
The ability to control a matter lies in understanding it.

35. THE CYCLE OF STRESS
Stress follows a cycle referred to as the General Adaptation Syndrome (GAS) (Dr. Hans Seyle)
GAS indicates that
Everyone has a basic stress threshold
The cycle varies amongst people according to
Personal
Interpersonal
Situational factors involved

36. ALARM RESISTANCE EXHAUSTION
General Adaptation Syndrome (GAS)-Selye(1965) 3 Basic Stages of Stress ARE:
ALARM
RESISTANCE
EXHAUSTION

37. ALARM The body’s initial physical reaction for fight or flight.
If the person can cope with stressor nothing else occurs

38. RESISTANCE
The body tries to cope and adapt to the continued stress and begins the process of repairing any damage caused by the stress.
If the stress can be overcome the body repairs the damage and the physical signs disappear.
Resistance to stress is increased each time it’s dealt with leaving us stronger than before.

39. EXHAUSTION
If there is no relief from the stress, the body and mind cannot repair the damage.
This can result in emotional, mental, and physical problems.

40. WORKPLACE STRESSORS
Identify stressors that are impacting on employees in the Jamaican workplace.
How many of these are directly related to the workplace?
Distinguish the stressors that the work place can assist with.

41. WORKPLACE STRESS
Job stress is the harmful physical, behavioural, cognitive and emotional responses that occur when the requirements of the job not match the capabilities, resources, or needs of the worker.
Job stress can lead to poor health, absenteeism and even injury.

42. WORKPLACE STRESS Be aware that:
Job stress is often confused with challenges
The causes of job stress involve both worker characteristics (e.g. personality and coping style) and working conditions.
*Many employees bring other concerns and stresses into the workplace 42 42

43. WORKPLACE STRESS
A number of people indicate that their jobs and careers are the biggest source of stress in their lives.
Killer hours
Long commute
Unrealistic deadlines
A boss from hell
Office politics
Explaining an embarrassing mistake
Toxic coworkers
Testy clients
Heavy workloads
Downsizing
Organisational redeployment
Retirement/early retirement
Job loss
Bad working conditions
Responsibility- no authority

44. SIGNS OF WORK STRESS Irritability Trouble concentrating Being tired
No sense of humour
Argumentative
Low productivity
Getting sick
Care less about work
Getting out of bed on a workday morning is a major effort
Less interest in life outside of work

45. WORKING CONDITIONS DESIGN OF MANAGEMENT TASKS STYLE JOB CONDITIONS
NOT UTILISING
THE WORKER’S
SKILLS
DESIGN OF
TASKS
MANAGEMENT
STYLE
JOB CONDITIONS
CHANGES
PHYSICAL
CONDITIONS
POOR SOCIAL
ENVIRONMENT
JOB
UNCERTAINITY
LACK OF
GROWTH OPPORT.

46. THE SUPERVISOR’S ROLE DISCUSSION Duration: 5 minutes
Identify the role of supervisors in managing the stress of employees.
DISCUSSION 46

47. STRESS MANAGEMENT MODELS (Lazarus, R. & Folkman, S.)
TRANSACTIONAL MODEL- Stress is seen as a result of how a stressor is appraised and how a person appraises his/her resources to cope with the stressor.
The model proposes that stress can be reduced by helping stressed people change their perceptions of stressors, providing them with strategies to help them cope and improving their confidence in their ability to do so.

48. STRESS MANAGEMENT MODELS (Lazarus, R. & Folkman, S.)
HEALTH REALIZATION/INNATE HEALTH MODEL – Stress does not necessarily follow the presence of a potential stressor, it focuses on the nature of thought, stating that it is ultimately a person’s thought processes that determine the response to potentially stressful external circumstances.
Stress results from appraising oneself and one circumstances through a mental filter of insecurity and “quiet mind”, “inner wisdom” and “common sense”.

49. STRESS MANAGEMENT MODELS (Lazarus, R. & Folkman, S.)
This model proposes that helping stressed individuals understand the nature of thought- especially providing them with the ability to recognise when they are in the grip of insecure thinking, disengage from it, and access natural positive feelings – will reduce their stress. 49 49

50. DURING ORGANIZATIONAL CHANGE, EMPLOYEES OFTEN EXPERIENCE:
Anxiety connected with the loss of:
sense of security
sense of competence
relationships
sense of direction and control
territory
job

51. OTHER EXPERIENCES Anger, sense of betrayal Helplessness, vulnerability
Uncertainty and ambiguity
Lowered concentration
Active rumor mill
Survivor guilt
Desire to punish the organization

52. OTHER EXPERIENCES Heavier workloads Low morale Decreased productivity
Increased stress-related symptoms (muscle tension, headaches, intestinal distress, depression, insomnia, exhaustion, prone to illness, etc)
Burnout

53. CHALLENGES TO WORK RELATIONSHIPS DURING TRANSITION
More time to discuss the process of change and our reactions to it; less time to do it
Less time available for informal relationships building
Development of new reporting relationships

54. OTHER CHALLENGES
Misunderstandings are more frequent: it is difficult to speak clearly and to hear accurately if emotional intensity is raised, or if people feel rushed
Increased competitiveness due to job insecurity
holding information back from others
gathering up responsibilities

55. OTHER CHALLENGES increase in territorial behaviour
not cooperating, not speaking
tattling, sabotage, self-marketing
mistrust

56. OTHER CHALLENGES
Increased paranoia, resentment and mistrust of supervisors, managers, and the institution
Fear of speaking up on controversial issues due to job insecurity
Disruption in the sense of belonging to a team

57. MANAGING WORK-RELATED STRESS
Protect your health: notice and respond to stress warning signs
Healthy lifestyle habits: good diet, adequate sleep, exercise
Protect and use rest periods
Focus attention on what you can control
Avoid excessive overworking: separate work and home

58. MANAGING WORK-RELATED STRESS CONTINUED
Keep up interests outside of work
Limit setting: saying “no”
Maintain sense of humor
Develop and maintain supportive relationships

59. DAMAGE CONTROL FOR WORK RELATIONSHIPS DURING ORGANIZATIONAL CHANGE
Honesty
Ask for information and disseminate information about changes
Acknowledge and accept our own and others’ emotional reactions to change and adjust our expectations accordingly

60. DAMAGE CONTROL
Use reflective listening and check understandings with others. Take sufficient time with verbal interactions
Exit from non-productive conversations involving complaints or rumors which are draining, anxiety provoking or depressing

61. DAMAGE CONTROL Remember your sense of humor
Help and encourage those around you
In direct and respectful ways, ask for what you need, express feelings, and attempt to resolve conflicts
Choose the right time and place for settling a dispute with someone 61 61

62. DAMAGE CONTROL
Disengage from destructive, escalating arguments. Reschedule the discussion
Consider taking the first step to resolve a long-standing conflict with another
Take a deep breath, count to 10 (or higher) before responding if a highly emotional situation develops

63. DURING TIMES OF CRISIS
Give yourself credit for being human; intentional self-care is crucial.
Recognize that your mind is not fully functioning. DO NOT make any major life changes or life decisions until things calm down.
Follow the AA motto:
“One Day at a Time.”
Know that this too shall pass.

65. FACTORS THAT INFLUENCE STRESS TOLERANCE
Emotional awareness. Having the emotional awareness to recognize when you’re stressed and then being able to calm and soothe yourself can increase your tolerance to stress and help you bounce back from adversity.
The quality of your relationships and support network. People with a strong network of friends and family—with whom they’re comfortable sharing emotions—are better able to tolerate stress

66. FACTORS THAT INFLUENCE STRESS TOLERANCE
Physical activity. Regular exercise can lift your mood and serve as a distraction to your worries, allowing you to find some quiet time and break out of the cycle of negative thoughts that feed stress and anxiety.
Diet. Eating a diet rich in fresh fruit and vegetables, high-quality protein, and healthy fats, especially omega-3 fatty acids, can help you better cope with life’s ups and downs.

67. FACTORS THAT INFLUENCE STRESS TOLERANCE
Your sense of control – It’s easier to take stress in your stride if you have confidence in your ability to influence events and persevere through challenges. This is why hardship or persistent money worries can be major stressors for so many of us. If you feel like things are out of your control, you’re likely to have less tolerance for stress.
Your attitude and outlook – Hopeful people are often more stress-hardy. They tend to embrace challenges, have a stronger sense of humor, and accept change as an inevitable part of life.

68. FACTORS THAT INFLUENCE STRESS TOLERANCE
Your knowledge and preparation – The more you know about a stressful situation, including how long it will last and what to expect, the easier it is to cope. For example, if you go into surgery with a realistic picture of what to expect post-op, a painful recovery will be less stressful than if you were expecting to bounce back immediately.

69. 5 EASY WAYS TO ADDRESS S T R e s s s s…………………
5 EASY WAYS TO ADDRESS S T R e s s s s………………….z z z z z z z z z z z z z z z
Take deep breaths
Take a walk; escape from your environment
Say no to what you don’t have time for or what isn’t interesting
Leave work early (or at least on time)
Relax your demands on yourself a bit; most of us expect to much

70. MORE WAYS TO ADDRESS STRESS
Let yourself ask questions, and communicate with co-workers.
Do unpleasant tasks in the morning to get them over with.
Simplify things whenever possible. Look at large, overwhelming projects as a series of steps you complete one at a time.

71. MORE WAYS TO ADDRESS STRESS
Let yourself laugh, especially when you feel grumpiest.
Live in the present—don’t spend time worrying about how much better things were in the past or what might happens in the future. Most people who are able to manage stress have perfected the art of living in the now. 71 71

72. 4 KEY TIPS FOR DE-STRESSING THE MIND
SORT- recognise the areas of life in which you do or do not have control (make a list). Stress is reduced when you put time and energy into one area that will pay off, where you have total control and power to direct your life- in YOU.
FOCUS-to make informed choices.
OBSERVE- initial reactions (fight or flight? Are these mature reactions?)
STOP, DROP & REPLACE- stop the inner critic; drop the image of who you think you ‘should’ be; replace the old rules with supportive ones

73. SUMMARY STRESS MANAGEMENT TECHNIQUES
Physical self control to reduce the body’s harmful reaction to stress
Positive self talk to minimise self defeating thoughts that make the job more stressful
Life-change management to deal with changing careers and workforce demands

74. SUMMARY STRESS MANAGEMENT TECHNIQUES
Assertive communication skills to help clarify unclear job expectations and express job- related needs
Time management skills to help gain control over aspects of your job by helping to pick deadlines and prioritise tasks
Balance between work, family, and personal life

75. SUMMARY STRESS MANAGEMENT TECHNIQUES
Physical exercise to provide an outlet for job stress to enhance physical health
Good nutrition to fuel your body to face job demands
A support network of family, friends and coworkers
A relaxed and positive outlook 75 75

76. MAIN GOAL Act, don’t react. Plan ahead, including having a Plan B.
If there is a pattern of setting yourself up for problems or if the baggage from your past is interfering too much with the present, “GET HELP!” e.g., adults abused as children; adult children of alcoholics.

77. WORK LIFE BALANCE
REFLECT- evaluate your leadership behaviours, and critically assess those which are not serving you well.
DELEGATE-trust your employees more and believe in their abilities to execute and deliver. Provide the relevant guidance, empowerment, and support when delegating, and learn to let go.

78. WORK LIFE BALANCE
SET BOUNDARIES-set appropriate boundaries between your work, personal and community life.
E.g. try not answering the telephone after a certain hour. Set aside time for daily down time and daily exercise.

79. WORK LIFE BALANCE
SAY NO- realise that everything is NOT a top priority. Set realistic deadlines, given the resources available. Remember that self-care cannot be delegated!
Caribbean Leadership Org.

80. RECAP

81. GROUP DISCUSSION Duration: 20 minutes
Identify organisational stressors and non-work stressors that impact on workers.
Outline the strategies that may be implemented to alleviate the impact of these stressors on workers.