Stress management: self first.[check] This checklist is designed to help individuals recognise symptoms of stress, sources of pressure and to identify coping strategies The German Freudian psychoanalyst Karen Horney defined four so-called coping strategies to define interpersonal relations, one describing psychologically healthy individuals, the others describing neurotic states. .
Successive waves of downsizing (1) Converting mainframe and mini-based systems to client/server LANs.
(2) To reduce equipment and associated costs by switching to a less-expensive system.
(jargon) downsizing , closures and reorganisations put pressure on managers and employees alike. Additionally, technological changes to improve the speed of communications in the form of fax machines, mobile telephones and e-mail have created twenty-four hour accessibility. This is a potential recipe for disaster. The detrimental det·ri·men·tal
Causing damage or harm; injurious.
detri·men effects of poorly managed pressures can be measured in terms of the cost to organisations and society as a whole. It has been estimated that 40 million working days or 7 billion [pounds sterling] are lost annually due to stress. The cost to individuals is less easy to measure but it affects the quality of life and relationships and can be enormous.
Stress has been defined as "an excess of perceived demands over an individual's perceived ability to meet them" (JM Atkinson, Coping with stress at work, Wellingborough: Thorsons, 1988).
Studies have shown that stress is closely related to the degree of control an individual has over their work--self-controlled pressure can be tolerated at a very high level, while the threshold for imposed pressure is low. The experience of stress, therefore, is very personal. Pressures come from many different directions, affecting us in different ways at different times. In some situations when we are under an enormous amount of pressure, we cope, are stimulated and on occasion positively thrive. In other situations we may suffer in some way, show signs of not coping and feel unable to meet either the deadlines or the expectations--this is the experience of stress. Most people need a certain level of pressure to motivate them--it is when it gets beyond this level that problems arise.
1. Recognise your symptoms
Symptoms can alert you to the fact that you may be under stress. Commonly experienced symptoms include:
* headaches, upset stomach, sleep problems, change in appetite, tense muscles, indigestion indigestion or dyspepsia, discomfort during or after eating caused by some interference with the normal digestive process. Symptoms include nausea, heartburn, abdominal pain, gas distress, and a feeling of abdominal distention. , exhaustion Exhaustion
Situation in which a majority of participants trading in the same asset are either long or short, leaving few investors to take the other side of the transaction when participants wish to close their positions. , stomach, intestinal and skin problems, and heart attacks.
* feeling worried, irritated ir·ri·tate
v. ir·ri·tat·ed, ir·ri·tat·ing, ir·ri·tates
1. To rouse to impatience or anger; annoy: a loud bossy voice that irritates listeners. , demotivated, unable to cope and make decisions, being less creative, nail biting Nail biting is the habit of biting one's fingernails or toenails during periods of nervousness, stress, hunger, or boredom . It can also be a sign of mental or emotional disorder. , excessive smoking and/or use of alcohol.
* lower job satisfaction, communication breakdown and a focus on unproductive tasks.
All these symptoms may be experienced in normal life; they only become symptoms of stress when several occur together, when they do not have an obvious cause, or when you experience them more often than you would expect. Also, whilst the symptoms are often exhibited in your workplace behaviour, they are not necessarily a reflection of workplace pressures.
2. Identify the sources
We live in an ever-changing world and must constantly adapt and adjust to technological and social changes. In addition, there are recurring re·cur
intr.v. re·curred, re·cur·ring, re·curs
1. To happen, come up, or show up again or repeatedly.
2. To return to one's attention or memory.
3. To return in thought or discourse. pressures that form a predictable pattern of events in our lives, and can be a source of stress and satisfaction. In everyday life these may include:
* death of someone close
* moving house
* a large mortgage
* birth of a child (especially the first).
In work they may include:
* time pressures
* demanding deadlines
* relationships with others
* too much or too little work
* business or work changes
* threat of redundancy
* pressure from above
* insensitive in·sen·si·tive
1. Not physically sensitive; numb.
a. Lacking in sensitivity to the feelings or circumstances of others; unfeeling.
3. Know your response
Individuals respond to these external pressures by adapting and adjusting in a variety of ways, depending on their lifestyle. Two broad categories have been identified according to according to
1. As stated or indicated by; on the authority of: according to historians.
2. In keeping with: according to instructions.
3. personality type. Type "A" people could be described as competitive, aggressive or hasty hast·y
adj. hast·i·er, hast·i·est
1. Characterized by speed; rapid. See Synonyms at fast1.
2. Done or made too quickly to be accurate or wise; rash: a hasty decision. , whilst Type "B" people are just the reverse. Type "A" people tend to take stress out on others, Type "B" to internalise v. 1. (Psychology) Same as internalize.
Verb 1. internalise - incorporate within oneself; make subjective or personal; "internalize a belief"
interiorise, interiorize, internalize it. Other characteristics such as age, gender, health, financial situation and access to support can influence how we respond to change, regardless of our personality traits.
4. Identify the strategies that help you cope
As individuals react differently to stress, so each one has different coping strategies. Identify for yourself those that have been successful in the past; they may have involved:
* removing or reducing the outside pressure
* accepting the things that can't be changed
* breaking up 'big' problems into smaller, achievable goals.
5. Begin to make the necessary changes
Change yourself--we can be our own worst enemies:
* be realistic
* recognise your own weaknesses
* talk to others, at home and at work: do not bottle up stress
* remember you are not the only one who is stressed: you are not alone.
Change relationships--relationships can be both supportive and damaging:
* invest in developmental and supportive relationships
* withdraw from damaging relationships.
Change activities--activities create balance and an opportunity for release:
* relax, if necessary by using well established techniques
* develop interests that nourish nour·ish
To provide with food or other substances necessary for sustaining life and growth. you
* take sensible exercise--a great way to relieve tension
* eat well; eat a sensibly balanced diet balanced diet
A diet that furnishes in proper proportions all of the nutrients necessary for adequate nutrition.
* get enough sleep to ensure you are refreshed re·fresh
v. re·freshed, re·fresh·ing, re·fresh·es
1. To revive with or as if with rest, food, or drink; give new vigor or spirit to.
Your happiness and well-being depend on making changes. When change comes, it will bring with it an easing of pressures, profound changes in personality and mood and an approach to life which benefits you and those with whom you live and work.
Dos and don'ts for managing stress
Do</p> <pre> Recognise your symptoms and warning signs. Identify the sources of pressure. Accept yourself as you are. Pace yourself; complete tasks rather than juggling "all the balls in the air".
Forget the near misses. Communicate effectively; this can save time and energy. Remove or reduce outside pressures. Take a break: don't be afraid to relax--it is essential to regain your energy.
Treat yourself occasionally. Look after your health and learn relaxation techniques Relaxation technique
A technique used to relieve stress. Exercise, biofeedback, hypnosis, and meditation are all effective relaxation tools. Relaxation techniques are used in cognitive-behavioral therapy to teach patients new ways of coping with stressful . Talk to others. </pre> <p>Don't</p> <pre>
Think that stress equates with weakness. Keep it to yourself.
Ignore it, thinking it will heal itself. Blame others or the environment. Stop activity completely--doing something else which you enjoy is more therapeutic than doing nothing, which gives time to worry. </pre> <p>Useful reading
Surviving stress: a guide for managers and employees, Samuel A Malone Cork, Ireland Cork, Ireland is a term which may refer to the following places in southern Ireland, depending on context.
Managing the risk of workplace stress, Sharon Clarke and Cary L Cooper London, Routledge, 2004
Health and wellbeing in the workplace: managing health safety and wellbeing at work to boost business performance Institute of Directors and others London, 2002
59 minutes to a calmer life, Paul McGee Paul McGee (born June 19, 1954 in Sligo) is a former Irish football player.
McGee started his career with Finn Harps making his debut at 16 years of age on the 15th of November 1970. While at Harps he won the FAI Cup in 1974. Leicester, Go Mad Books, 2001
Occupational health psychology: the challenge of workplace stress, Marc Schabracq and others Leicester, BPS (Bits Per Second) The measurement of the speed of data transfer in a communications system.
1. BPS - Basic Programming Support
2. bps - bits per second Books, 2001
Instant stress management, Brian Clegg London: Kogan Page, 2000
British Association of Counselling
1 Regent REGENT. 1. A ruler, a governor. The term is usually applied to one who governs a regency, or rules in the place of another.
2. In the canon law, it signifies a master or professor of a college. Dict. du Dr. Call. h.t. 3. Place, Rugby, Warwickshire, CV21 2PJ
Tel: 0870 443 5252 www.bacp.co.uk
How would you advise a subordinate who was under stress?
Where do you invest most of your time and attention--do tasks or people matter most?
Often our greatest enemy in looking after ourselves is ourselves--do you place unrealistic expectations on yourself? How could you prevent this?
How much pressure do you exert on those that work for you?