1. Section IV Managing Problems
Chapter 12
Stress and Related Hazards of the Job

2. Stress Defined Tension, anxiety, strain or pressure
The body’s internal response to a situation a person perceives as threatening
Eustress = helpful
Distress = harmful
Acute/traumatic stress
Chronic/cumulative stress

3. Causes of Stress
Change and uncertainty
Lack of control
Pressure

4. Sources of Stress for Police Officers
Internal, individual stressors
Stressors inherent to the police job
Administrative and organizational stressors
External stressors:
Criminal justice system
Citizens police serve
Media
Family

5. Personality Types Type A Personality Type B Personality
Aggressive, hyperactive “driver”
Tends to be a workaholic
More likely to experience high stress levels
Type B Personality
Opposite of Type A

6. Internal, Individual Stressors
Stress related to police work
Administrative and organizational stressors

7. Stress Related to Police Work
Death notifications
Line-of-duty deaths
Critical incidents
Fear of a lawsuit
Fatigue and shift work
Change

8. Administrative and Organizational Stressors
Feeling of inadequate support
Unfair or unequal treatment
Decisions overruled
Civil suits
Mixed messages
Department policy vs. discretion
The administrator as an adversary
Hiring standards lowered
Differing goals
Miscommunication
Punitive transfers
Lack of input

9. External Stressors The criminal justice system Society at large
The media and the entertainment industry
Family life and other personal pursuits

10. Law Enforcement Personnel with Additional Stressors
Female officers - may receive less respect than male counterparts
Minority officers
Rural and small-town officers
Investigators
Managers/supervisors

11. Physical Effects of Stress
Heart problems
Hypertension
Cancer
Ulcers
Diabetes
Chronic headaches
Anxiety-related disorders
Asthma
Excessive eating
Decreased sex drive
Fatigue = #1
Dizziness
Muscle and back aches
Tics

12. Psychological Effects of Stress
Posttraumatic Stress Disorder (PTSD)
A clinical name associated with a debilitating condition suffered by Vietnam War veterans
Likely candidates for PTSD:
Officers in larger law enforcement departments
Officers assigned to violent tasks or narcotics teams

13. Behavioral Effects of Stress
Accident-proneness
Anger
Argumentativeness
Blaming others
Drug and/or alcohol abuse
Excessive violence
Irritability
Inability to concentrate
Lack of control
Neurotic behavior
Nail biting
Obsession with work
Rage
Rapid behavior changes
Uncontrollable urges to cry
Withdrawal

14. On the Job Effects of Stress
Symptoms of burnout
Lack of enthusiasm and interest
Decreased job performance
Temper flare-ups
Loss of will, motivation or commitment
Avoiding burnout
Keep the work interesting
Give recognition
Provide R and R

15. Other Possible Major Effects of Stress
Alcoholism and substance abuse
Higher rates of domestic abuse and divorce
Depression
Suicide

16. Individually Coping with Stress
Enemy #1: Isolation. Resiliency factor: support systems.
Enemy #2: Negative worldview, cynicism. Resiliency factor: sense of optimism.
Enemy #3: Overuse of stimulants and depressants. Resiliency factor: Healthy diet.
Enemy #4: Giving up on exercise. Resiliency factor: Fitness.
Enemy #5: Tying self-worth to position or assignment. Resiliency factor: Finding meaning in life.
Enemy #6: Taking oneself too seriously. Resiliency factor: A sense of humor.
Enemy #7: Lack of sleep. Resiliency factor: Sleep and rest.

17. Ways to Reduce Stress Levels
Physical exercise
Relaxation techniques
Good nutrition
Taking time for oneself
Making friends
Learning to say no
Staying within the law
Changing one’s mental attitude
Keeping things in perspective
Seeking help when it is needed

18. How the Organization Can Reduce Stress
Testing and selection
Training
Establishing and supporting fitness standards
Ongoing psychological support

19. Programs to Prevent/Reduce Stress
Peer support groups
Critical incident stress debriefing
Chaplain corps
Other stress management programs

20. The Critical Role of the Manager/Supervisor
Keep in close touch with subordinates.
Recognize the symptoms of stress.
Provide counseling if needed.
“Walk the talk.”

21. Challenge
Lieutenant Smith is meeting with Detective Smug to discuss several complaints concerning Smug’s rude behavior toward citizens and other detectives. Smug has been with the department for 15 years and a detective for 10 years. He has a good service record and is generally liked by his peers. He has no history of behavior problems. During the past several months, he has offended citizens with his obstinate attitude and curt remarks. A fellow detective has privately told Lieutenant Smith that Smug is quick to anger and often condescending. Smug’s behavior seems out of character for him. Before the meeting, Lieutenant Smith learned that Detective Smug’s wife left him six months ago for an officer in a neighboring department. Smug has not shared this with other officers, but the rumors spread quickly. Smug was also recently passed over for detective sergeant. A younger female detective with less experience was promoted. Lieutenant Smith begins the meeting by telling Detective Smug about the series of complaints. He asks Smug if he is aware of the behavior and what may be causing it. Detective Smug is defensive and denies being rude to anyone. He says if there is a problem, it’s the new chief and all the changes he’s throwing at people. Smug says he’s heard rumors that the detectives are going to rotate shifts every month. Lieutenant Smith observes that Detective Smug seems withdrawn and tired. He’s usually a snappy dresser, but now he’s a bit disheveled. His attendance record shows an increased use of sick time.

22. Questions
As a skilled manager, Lieutenant Smith should be cognizant of potential signs of stress. What indicators are apparent in Detective Smug?
Identify three obvious sources of stress in Detective Smug’s life.
If Lieutenant Smith suspects that stress is the root cause of Detective Smug’s problem behavior, should he excuse it?
How can Lieutenant Smith and the department help Detective Smug deal with his stress?
Police officers face a variety of job-related stressors. Discuss one that is unique to Detective Smug’s job.

23. Answers?
1. As a skilled manager, Lieutenant Smith should be cognizant of potential signs of stress. What indicators are apparent in Detective Smug? Smug’s recent change in behavior is a red flag. The rude, angry and condescending behavior are not normal for this detective. The unusual use of sick days, the disheveled appearance, and fatigue are all further evidence of stress.

24. Answers?
2. Identify three obvious sources of stress in Detective Smug’s life. Detective Smug’s marital situation is probably the major source of stress in his life. The change in relationship is difficult enough, but his situation also involves embarrassment and potential loss of self-esteem. Being passed over for a promotion can damage one’s self-worth, self-esteem and perceived potential. Seeing someone younger and less experienced get the promotion compounds the stress. A changing work place is also very stressful—especially when the changes aren’t understood and affect well-established routines. Rumors of a major change in work shifts can be very stressful.

25. Answers?
3. If Lieutenant Smith suspects that stress is the root cause of Detective Smug’s problem behavior, should he excuse it? No. Stress is a cause of problem behavior, but not an excuse for it. Lieutenant Smith should seek a win-win outcome by helping Detective Smug cope with his stress and hope that also resolves the bad behavior problem. If it doesn’t, Lieutenant Smith may have to resort to disciplinary action. Lieutenant Smith should have separate concerns for the health of an officer and the health of the department. The department can’t afford to tolerate rude behavior regardless of the cause.

26. Answers?
4. How can Lieutenant Smith and the department help Detective Smug deal with his stress? Lieutenant Smith can’t do much to repair Detective Smug’s marriage, but he can offer professional resources and peer support to help Smug cope. Most police departments have counseling programs and other confidential employee support programs available to employees. Lieutenant Smith may have to convince Detective Smug that he needs the help. That’s the role of a good manager.

27. Answers?
5. Police officers face a variety of job-related stressors. Discuss one that is unique to Detective Smug’s job. Detectives seldom have a feeling of closure. They are assigned new cases each dayregardless of the outcome of the previous day’s cases. Their caseloads build, and they develop a sense of never getting to the bottom of the barrel. They can’t leave work in the evening and start over fresh the next morning. Victims don’t realize that their case may be one of many, and sometimes demand more attention than the detective can offer. The sensation of being slowly buried in cases can lead to significant stress. A detective must learn to manage his or her caseload.