Reasons It is important for managers to recognize stress and its effects on the body

1.  What % of all visits to PCP stress-related?

2.  What % of industrial accidents linked to stress?

3.  What hormone is major stress hormone?

4.  What is it designed to do?

5.  What can it do at high levels with prolonged stress (4)?

1.  75-90%

2.  60-80%

3.  Cortisol

4.  Calms us down

5.  Short-term memory loss

Kills brain cells

Linked to heart attack and diabetes

Linked to higher levels of abdominal fat

High levels of stress and decision making skills

1.  Inability to do what 2 things?

2.  What 4 things result from lack of listening by stressed out managers?

1.  Make good decisions and solve problems effectively

2.  May have difficulty planning or generating new ideas

Managers may focus on single approaches to problems (fail to examine alternatives)

May listen to selective information that confirms their biases

May ignore long-term consequences of decisions

1.  Time

2.  Interpersonal or encounter

3.  Situational

4.  Anticipation of disagreeable events

1.  Losing job / embarrassement at work

2.  No contorl over work like working mothers have more stress

Stress Management Skills Assessment

1.  What 3 things measured

2.  Quartiles

1.  Eliminating stressors; Developing Resiliency; Short-term coping

2.  Mean Post-Test 47.84

Top:  53+

2nd:  48-52

3rd:  44-47

Bottom:  <43

Time Management Assessment

1.  Mean:

2.  Top Quartile

3.  2nd Quartile

4.  3rd Quartile

5.  Bottom 

1.  92

2.  108+

3.  93-107

4.  78-92

5.  <77

Type A Personality Inventory

1.  Mean, Top, 2nd, 3rd, and bottom quartiles

2.  Scores above ___ in competitiveness, work involvement, anger, or impatience can be detrimental to what? 

1.  45.83; 51+; 45-50; 40-44; <39

2.  12; detrimental to your physiology, psychology, and social health

1.  Adopt strategies for eliminating stressors

2.  Enhance level of personal resilience

3.  Utilize appropriate temorary coping responses

Managemetn of STress and Time

1.  Cost to US economy annually?

2.  Stress related problems (5)

3.  What is the primary cause of sterss in the workplace

1.  $500 billion

2.  Absenteeism; turnover; job dissatisfaction; accidents 

3.  Incompetent management:  Ineffective managmenet leads to employee stress and employee stress can increase ineffective management

Managers who experience stress do what 7 things?

What does it contribute to?

1.  Selectively perceive information; 2.  Fixate on a single approach to a problem; 3.  Underestimate how fast time passes; 4.  Adopt a crisis mentality; 5.  Consult and listen to others less; 6.  Rely on old habits; 7.  Less able to generte creative thoughts

CONTRIBUTES TO DERAILMENT

Stress as a Force Field

1.  Who came up with the theory?

2.  2 types of forces at work

3.  What are the forces doing in a normal individual?

4.  When does change occur in relation to the forces?

5.  What do stressor driving forces exert pressure on individual to chang?

6.  What happens if stressors are unrestrained?

7.  What stops #6 for most people?

8.  Why is absence of stress bad?

1.  Kurt Lewin

2.  Driving/Changes forces; Retraining/Blockign forces

3.  Normally balanced in that the driving force is exactly opposed by restraining force

4.  Either th driving of restraining forces gain dominance and you have a change in a good or bad direction

5.  Present leels of performance, physiologically, psychologically, and interpersonally.  

6.  Pathology (mental breakdown, heart disease)

7.  Restraining forces:  behavior patters, physological characteristics, supporting social relationsihps

8.  Without stress, people have no inclination to act

1.  Anxiety

2.  Heart disease

3.  Mental breakdown

1.  Psychological characteristics

2.  Behvaioral patterns

3.  Supportive social relationships

1.  Alarm:  increase anxiety, fear, sorrow, or loss

2.  Resistence:  attempt to control stress using defensive mechanisms

3.  Exhaustion:  stop trying to defend against stress

5 Defensive Mechanisms Stress during Resistance Stage with Examples

1.  Aggression:  Attacking stressor directly; also attacking oneself, others, or objects (whacking a computer)

2.  Regression:  Adopt a previously successful bavahior (respond in childish ways)

3.  Repression:  Denial of the stresor, forgetting, or redefining stressor (deciding it isn't too scary after all)

4.  Withdrawal:  Both psychological and physical forms (engaging in fantasy, inattention, or purposive forgetting or may run away)

5.  Fixation:  persisting in a response regardless of its effectiveness (repeatedly and rapidly redialing a telephone number when it is busy)

More on Resistance Stage of Stress

1.  If resistance strageies reduce stress, what happens?

2.  What is the primary evidence that prolonged stress has occured?

1.  Negative effects such as high BP, anxieity, or mental disorders never experienced

2.  Psychological Defensiveness

Exhaustion Phase

1.  What are pathological consequences (3 groups with examples)

2.  What do these changes result from?  (4)

1.  Physiological (heart disease); Psychological (severe depression); Interpersonal (Dissolution fo relationships)

2.  Damage done to an individual for which there was no defense (prisoner of war); from an inability to defend continuously against a stressor (exhaustion); from overreaction (stress ulcer); lack of self-awareness so that stress is completely unackowledged

1.  Define hot reactors

2.  What is the inoculation against effects of stress?

3.  Which sex is more likely to react hot?

4.  What personality characteristics/environmenal factors determine stress response

1.  Predisposition to experience extremely negative reactions to stress

2.  Resiliency

3.  Women:  men reacted more quickly, bu tmore factors at play in women

4.  Individuals with low self-esteem who view themselves as unattractive, children from neglected, fearful, or in chaotic or borken homes have greater blood pressure with various types of stress

1.  Enactive Strategies:  Eliminate stressors

2.  Proactive Strategies:  Develop resiliency strategies

3. Reactive Strategies:  Learn temporary coping mechanisms

1.  Time stressors

2.  Encounter stressors

3.  Situational stressors

4.  Anticipatory stressors

1.  Work overload

2.  Lack of control

Encounter sterssors result from interpersonal interactions 

1.  Role conflicts:  roles performed by group members are incompatible

2.  Issue conflicts:  disagreement exists over how to define or solve a problem

3.  Interaction/Action conflicts:  individuals fail to get along well b/c of mutual antagonism

1.  Unfavorable working conditions

2.  Rude customers

3.  Rapid change

1.  Unpleasant expectations

2.  Fear..fear of failure

1.  Effective time management

2.  Efficient time management

3.  Delegating

1.  Collaboration and team building

2.  Emotional intelligence

1.  Goal setting

2.  Small wins

4 Keys to Effective Time Managment

1.  Spending time on important matters

2.  Distinguishing between important tasks and urgent tasks

3.  Focus on results rather than methods

4.  Not feeling guilty when saying "no"

Putting first things first

1.  What exercise was given as an example

Monitoring Time Management Activity

1.  Step 1

2.  Step 2

3.  Step 3

4.  Step 4

5.  Step 5

1.  Keep time log for 1 wk in 30 min blocks 24 hrs daily

2.  Required/Discretionary:  Tells you to what extent you have a choice regarding the activity

3.  Produtive/Unproductive:  4 = productive; 3 =somewhat productive; 2 = somewhat unproductive; 1 = unproductive

4.  Make plan for increaing discretionary time by writing what you will stop and start doing

5.  Identify how you can use your discretionary time more productively, especially time you determine is unproductive

Emotional Bank Account

1.  How do you make depositis (3)

2.  How do you minimize withdrawals (4)

The more postively you interact, the more deposits are made

1.  Treating people with kindness; courtesy; honesty and consistency

2.  Keep promises; Listen; Clarify expectations; Allow choice

1.  Recognize their own emotions

2.  Manage their own emotions

3.  REgulate emotionally influenced behavior (delayed gratification)

4.  Empathize with emotions of others

5.  Manage emotions of others

Being able to control both negative and positive emotions

Work Redesign to Avoid Situational Stress

1.  What is most important contributor to stress

2.  Job redesign model (5)

1.  Lack of freedom

2.  Combine tasks (skill variety);

Form identifiable work units (completing whole task);

Establish customer relationships (see significant of work, pharm care); Increase decision making authority (autonomy);

Open feedback channels (receive information about successes)

1.  Establish a goal

2.  Specify actions and behavioral requirements

3.  Generate accountabiliyt and reporting mechanisms

4.  Identify criteria of succes and a reward

Small Wins Strategy

once a small win has been accomplished, forces are set in motion that favor additional small wins

1.  Identify something under your control

2.  Change it in a way that leads toward your desired goal

3.  Find another small thing to change and change it

4.  Keep track of changes you are making

5.  Maintain small gains

Small Wins

1.  Ancient Chinese Proverb

2.  Define Kaizen

1.  Long journeys are made up of small steps

2.  Feeling of obligation to make small, incremental work improvements in Japan

Resiliency

The capacity to withstand or manage the negative effects of stress, to bounce back from adversity, and endure difficult situations

*Increases capacity to withstand negative effects of stress

1.  Maintaining optimal wt

2.  Increasing psychological well being

3.  Improveing CV system

1.  Eat varity of food

2.  Maintain optimal wt

3.  Reduce fat intake

4.  Eat more whole foods

5.  Reduce sugar and sodium

6.  Avoid alcohol and caffeine

7.  Take vitamins and supplements

8.  Make eating a relaxing time

1.  Exert CONTROL over aspects of your life

2.  Get involved; become COMMITTEED to a cause

3.  See change as a new CHALLENGE, not a threat

1.  Extreme competitiveness

2.  Strong desires for achievement

3.  Haste

4.  Impatience

5.  REstlessness

6.  Hyperaltertness

7.  Explosiveness of speech

1.  Heart disease

2.  Stress related illness (ie, low emotional involvement)

3.  Reduced ability to develop hardiness

Moderating a Type A behavior

2 techniques

1.  Focus on small wins:  75% of changes and improvements acounted for by incremental changes, not major alterations

2.  Deep-relaxation strategies:  meditation, yoga, self-hypnosis, biofeedback

1.  Maintain friendships and family relations

2.  Find and use a mentor (2-way relationship)

3.  Work in teams:  involve others in defining challenges, encourage participation, share resources broadly, focus on team, not indiviidual rewards

1.  Muscle relaxation

2.  Deep breathing

3.  Visualization:  imagery and fantasy

4.  Rehersal

5.  Reframing:  optimistically redefining situation as managable