Stress
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Report on “STRESS AND COUNSELING” 1
Transcript of Stress
Report on
“STRESS AND COUNSELING”
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ABSTRACT
Background
Stress is the general term applied to the pressures people feel in life. The presence of stress at
work is almost inevitable in many jobs. However, individual differences account for a wide
range of reactions to stress; a task viewed as challenging by one person may produce high levels
of anxiety in another.
Many People, like employees, develop emotional or physical problems because of stress. The
difficulties may be temporary or enduring, and they may be caused by factors at work or out of
workplace. No one is immune to stress, for it can affect employees at all level of the organization
and when it is too severe or long lasting, it can negatively affect both the individual and the
employer. Fortunately, many programs exist for preventing or managing stress. Therefore, it is
very important to know what the stress is, how it comes about, and how it affects various
elements of job performance. Counselling is also necessary for employees because of job and
personal problems that subject them to excessive stress.
In this difficult economy, someone may find it harder than ever to cope with challenges on the
job. Both the stress we take with us when we go to work and the stress that awaits us on the job
are on the rise – and employers, managers, and workers all feel the added pressure. While some
stress is a normal part of life, excessive stress interferes with your productivity and reduces your
physical and emotional health, so it’s important to find ways to keep it under control.
Fortunately, there is a lot that we can do to manage and reduce stress at work. This report
discussed on stress, its nature, types and cause; effect of stress on the human being and
organizational performance; management of stress; prevention of stress and on counseling.
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Report on Stress and Counselling
1. Introduction
Stress is the physical and emotional strain caused by our responses to pressure. The source of
stress can be external or internal; the demand can be positive or negative; arguably, there is no
life at all without stress. When we are worried about being laid off our job, or worried about not
having enough money to pay bills, or worried about our children or family member’s illness we
feel stressed. In fact, to most of us, stress is synonymous with worry. If it is something that
makes one worry, then it is stress. Stress can be Acute (short-term) or Chronic Stress (long-
term).
In this difficult economy, someone may find it harder than ever to cope with challenges on the
job. Both the stress we take with us when we go to work and the stress that awaits us on the job
are on the rise – and employers, managers, and workers all feel the added pressure. While some
stress is a normal part of life, excessive stress interferes with our productivity and has impact on
our physical and emotional health, so it is important to find ways to keep it under control.
Fortunately, there is a lot that we can do to manage and reduce stress at work.
Stress is difficult for scientists or anyone to define because it is a subjective sensation combined
with varied symptoms that differ for each of us. In addition, stress is not always a synonym for
distress. If we consider some situations, like a steep roller coaster ride that cause fear and anxiety
for some can prove highly pleasurable for others. Winning a race or election may be more
stressful than losing but this is good stress.
At the beginning, stress drives us and increases productivity up to a point, after which things
rapidly deteriorate, and that level differs for each of us. It is much like the stress or tension on a
violin string. Not enough produces a dull raspy sound and too much an irritating screech or snaps
the string but just the correct degree of stress creates a beautiful tone. Similarly, we all have to
find the right amount of stress that permits us to make pleasant music in our daily lives. A good
Manager should always know how to utilize and transform stress so that it will make his under
command more productive and less self-destructive.
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2. Objectives of the report
The main objective of this paper is to analysis the stress elaborately and subsequently its effect
on individuals’ life especially in workplace situation. In our chronological discussion, we will
also highlight the following features as a whole to understand:
The factors, which determine stress;
Causes and consequences of stress;
Organizational Effects of Stress
How to prevent stress
Methods for managing stress; and
Different types of counseling and their usefulness in stress management.
3. Stress: it is almost impossible to live without some stress
3.1 Definition and Sign of stress
Stress is a biological term for the consequences of the failure of a human to respond
appropriately to emotional or physical threats to the organism, whether actual or imagined.
Dynamic condition in which an individual is confront with an opportunity, demand, or resource
related to what the individual desires and for which the outcome is perceived to be both uncertain
and important. Stress is almost inevitable and it gives life some spice and excitement as long as it
is within control.
The term "stress" was first used by Hans Selye in the 1930s.He later broadened and popularized
the concept to include the response of the body to any demand. In Selye's (another popular
Psychologist) terminology, "stress" refers to a condition, and "stressor" to the internal reaction
causing stress.
It includes a state of alarm and adrenaline production, short-term resistance as a coping
mechanism, and exhaustion. It covers a huge range of phenomena from mild irritation to the kind
of severe problems that might result in a real breakdown of health.Common stress symptoms
include irritability, muscular tension, inability to concentrate and a variety of physical reactions,
such as headaches and incresed heart rate.
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LABEL OF STRESS
Signs of stress may be cognitive, emotional, physical or behavioral. When people feel stressed
by something going on around them their body react bty releasing chemical in to blood that lead
to different sign and symptom of stress and body acting either positivly or negetivly depending
on situation. Signs of stress include poor judgment, a general negative outlook, excessive
worrying, moodiness, irritability, agitation, inability to relax, feeling lonely or isolated,
depressed, aches and pains, diarrhea or constipation, nausea, dizziness, chest pain, rapid
heartbeat, eating too much or not enough, sleeping too much or not enough, withdrawing from
others, procrastinating or neglecting responsibilities, using alcohol, cigarettes, or drugs to relax,
and nervous habits (e.g. nail biting or pacing).
3.2 Factor determine the level of stress
It is estimated that one in five people experience work-related stress at some time during their
lives. Research has shown that around 12 million adults suffer with mental health problems each
year. Most of these suffer from anxiety and depression, much of which is related to stress. In
spite of this, it is not always easy for individuals to recognize or acknowledge that they may be
suffering from work-related stress. Different people respond to pressure in different ways.
Following factors are the key determinant of stress and it’s extend:
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Importance: How significant the event is to the person?
Uncertainty: Degree of clarity over what will happen?
Familiarity: Experience of facing such events in the past
Duration: Length of time the demands remain in place ?
Knowledge: Accurate and relevant information .
However, considering the length of exposure of individuals’ to key factors the following are a
list of responses that in combination may indicate that someone is suffering from stress:
Attitude and Behaviour
Loss of motivation and commitment.
Working increasingly longer or shorter
hours.
Running late for meetings, or forgetting
about them altogether.
Become easily irritated and are prone to
tearfulness.
Common symptoms
Lack of concentration at home and work.
Impaired sleep.
Feeling down, bouts of crying.
Poor appetite.
Sexual difficulties.
Decreased energy, fatigue.
Relationship at Work
May experience tension and conflict
with colleagues.
Tendency to withdraw from social
contact.
symptoms of anxiety
Palpitations, headache, backache,
breathing difficulties.
Feeling tense, keyed up, on edge,
worrying about things and panic attacks.
Work Performance
Productivity is reduced.
Feel constantly tired and have little
energy.
Experience indecisiveness.
Feel unable to plan and control
Sickness Absence
Overall sickness absence will increase
–long term or intermittent.
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workload.
3.3 Type of Stress
Stress is the physical and psychological process of reaction to and coping with events or
situations that place extraordinary pressure upon a human being. Such events are usually sudden
and often involve physical or emotional loss, such as witnessing cautions or destruction from
combat or disaster or the serious injury or death of a relative, friend or co-worker, long away
from the nearest ones. It is a normal reaction to an abnormal situation and serves primarily the
function of self protection in the threatening situation, inability to concentrate full attention on a
particular threat, mobilize maximum physical and prepare for action in order to respond to the
threat. Depending on type of response on stress considering the intensity of the stressor that
affect individuals’ performance stress can be divided as follows;
Astress
• Insufficient stress to challenge or stimulate the person.
• The person regresses to a vegetative state adopting a “Leave me alone” attitude which
may lead to what we call “rust out”.
Eustress
• Stress of any kind which is beneficial
• Strategically planned use of controlled stress to produce specific goal towards enhancing
wellness
• Physical training, games, sports, cultural programs, dancing, singing and laughing are
example of eustress
Distress
• Any stress beyond the healthy range & debilitating is called distress
• Have greater effect upon the individual’s physical & psychological health
• Some part of the system breaks down which increases the level of distress and the use of
adaptation capacity
• Unless, the causes withdrawn disease and death results
• May lead to what we call “burn out”.
Moreover stress can also be divided according to extend of its intensity. According to the
increasing intensity stress are three types:
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Basic Stress.
Cumulative Stress.
Traumatic Stress.
Every individual experiences Basic stress in daily situations that may produce tension,
frustration, irritation, anger etc. A person’s vulnerability (reaction) is largely determined by
one’s physical and psychological strength or weakness at these times and thus level of stress will
vary accordingly. Reaction to stress depends on:
Past experience.
Education.
Professional skills.
Age.
Level of physical fitness.
Personal self esteem.
Management skill of the
organization.
Stress consumes physical, cognitive and emotional energy. So it should not be allowed to
accumulate to a point where it cannot be controlled.
Cumulative stress is a result of strain that occurs too often (frequency), lasts too long (duration)
and is too severe (intensity).In this circumstances, distress leads to exhaustion and other
manifestations so that a person is unable to cope with the amount of stress he/she is
experiencing. Often it is termed as adjustment disorder. Some examples are:
Daily frustrations related to work load or sometimes to fulfil a seemingly
impossible mandate.
Working environment with different and unfriendly management
discrimination/humiliation, weather, behaviour, cultural incompatible situation.
Some prolonged unpleasant situations are difficulty in housing, travels, foods,
language, and culture etc.
Prolonged personal stress of being away from home, friends and loved ones.
Prolong absence of recreational facilities.
Ignoring basic and regular requirement.
If cumulative stress is not cared for it may lead to burnout or flame out situation which may
precede other way serious stress disorders. In burnout stress person exhibit changed attitude
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concerning his work, colleagues and the victims he or she witnessed, here signs of depression,
loss of self confidence, diffused sadness, guilt and grief. In flame out stress it is rapid onset of
burn out, it happened if periodic rest, proper food and exercise are over looked or ignored.
Traumatic stress is the result of a single, sudden or violent assault, which harms or threatens,
and individual or someone close to him or her either physically or psychologically. The
following are examples of trauma, which may experienced in the fields:
Being a powerless spectator of violence, murder, large scale massacres, epidemics,
disaster or famines.
Hearing first hand reports of ill treatment or tortures.
Direct or indirect intimidations and threats.
Bombing of buildings, mining of roads.
Attacks on vehicles and convoys.
Armed attacks and robberies.
Witnessing large scale material destruction.
The trauma, sometimes defined as critical incident stress is exacerbated because very often
individual is unable to resist or change the plight of helpless victims.
3.4 Causes of Stress
Stress is becoming a major health and safety issue. When stress is continuous, when pressures
are intense it can cause physical illness and psychological distress. When work is too fast, too
heavy, or too unpleasant, stress can occur. And whether stress is caused by physical factors such
as excessive noise or emotional factors such as the pace of work the results are the same. When
stress becomes chronic the stress responses of elevated blood pressure, cholesterol, adrenal and
blood sugar can lead to heart disease and other chronic diseases. So we can say that stress
affects us all. If we can spot the symptoms than we can manage it.
The causes of stress are called ‘stressors’. We all respond to stressors in different ways. Indeed,
stress is the response to the stressors. The causes of stress are
a. Threat
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A perceived threat will lead a person to feel stressed. This can include physical threats, social
threats, financial threat, and so on. In particular it will be worse when the person feels they have
no response that can reduce the threat, as this affects the need for a sense of control.
b. Fear
Threat can lead to fear, which again leads to stress. Fear leads to imagined outcomes, which are
the real source of stress.
c. Uncertainty
When we are not certain, we are unable to predict, and hence feel we are not in control, and
hence may feel fear or feel threatened by that, which is causing the uncertainty.
d. Cognitive dissonance
When there is a gap between what we do and what we think, then we experience cognitive
dissonance, which is felt as stress. Thus, if I think I am a nice person then do something that
hurts someone else, I will experience dissonance and stress.
Dissonance also occurs when we cannot meet our commitments. We believe we are honest and
committed, but when circumstances prevent us from meeting our promises we are faced with
the possibility of being perceived as dishonest or incapable (i.e. a social threat).
e. Life Causes
There are many causes of stress in life including:
Death: of spouse, family, and
friend.
Health: injury, illness,
pregnancy.
Crime: Sexual molestation,
mugging, burglary, pick-pocketed.
Self-abuse: drug abuse,
alcoholism, self-harm.
Argument: with spouse,
family, friends, co-workers, boss
Physical changes: lack of
sleep, new work hours.
New location: vacation,
moving house.
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Family change: separation,
divorce, new baby, marriage.
Sexual problems: getting
partner, with partner
Money: lack of it, owing it,
investing it.
Environment change: in
school, job, house, town, jail.
Responsibility increase: new dependent, new
job.
f. Stress at work
The six key stress factors are as follows:
The demands of the job.
The control staff has over how they do their work.
The support they receive from colleagues and superiors.
Their relationships with colleagues.
Whether they understand their roles and responsibilities.
How far the company consults staff over workplace changes.
g. Other stress indicators at work include:
Sickness absence.
High staff turnover.
Poor communication between teams.
Bullying.
Lack of feedback on performance.
Value and contribution.
Technological change.
Dissatisfaction with non-monetary
benefits.
Working long hours.
Boring and mundane work.
One-off incidents.
Uncomfortable workplace.
Lack of training.
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Lack of clarity of roles and
responsibilities.
h. Other Causes
There are other causes of stress. These may be environmental, organizational and individual
forces. These forces, if negative lead to stress of different types:
a. Physiological (e.g., Back trouble, migraine, blood pressure);
b. Psychological (e.g., anger, anxiety, depression); and
c. Behavioral (e.g., lower performance, absenteeism, smoking).
Our reaction to different stressors is often personal. Our bodies may react to stress in different
ways. But there are some basic physical changes that occur that are typical of stress-reactions.
Understanding what happens in our bodies when we experience stress helps us to understand
why stress causes so many different diseases.So we must be very careful about stress which has a
direct relation to our health.
Both positive and negative events in one's life can be stressful. However, major life changes are
the greatest contributors of stress for most people. They place the greatest demand on resources
for coping.
Explain and illustrate relationship between stressors and stress
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(Organisational factors)
1. Workload
2. Job conditions
3. Role conflict and ambiguity
4. Career development
5. Interpersonal relation
6. Aggressive behaviour
7. Conflict between work and other roles
1. Perception
2. Past experience
3. Social support
4. Individual differences
STRESSStressors
Adjustment efforts:
1. Alarm Stage
2. Resistance stage
3. Exhaustion stage
Mediating factors
Physiological effects
Psychological effects
Behavioural effects
Individual Influences:
Family problems
Financial problems
Certain environmental, organisational and individual factors (see the diagram) if negative will
result in stress of varying degrees. These degrees may range from (see the diagram) 1. Alarm
stage, 2. Resistance stage and 3. Exhaustion stage. The factors that cause stress are called the
causal factors or widely known as the stressors. Normally stressors cause or control the level of
stress. Thus, the relationship between stressors and stress is that of ‘cause and effect’. In fact, the
stronger the stressors, the higher the stress. Thus, stressors and stress are positively related.
However, there some other factors act between the stressors and stress (see the diagram) and
indeed, influence the relationship or affect the extent of stress. These factors are called the
mediating factors or mediators.
3.5 Identify the Sources of Stress in Life
Stress management starts with identifying the sources of stress in our life. This isn’t as easy as it
sounds. Our true sources of stress aren’t always obvious, and it’s all too easy to overlook our
own stress-inducing thoughts, feelings, and behaviors. Sure, we may know that we’re constantly
worried about work deadlines. But maybe it’s your procrastination, rather than the actual job
demands, that leads to deadline stress.
To identify our true sources of stress, look closely at your habits, attitude, and excuses:
Do we explain away stress as temporary (“I just have a million things going
on right now”) even though we can’t remember the last time you took a breather?
Do we define stress as an integral part of our work or home life (“Things are
always crazy around here”) or as a part of your personality (“I have a lot of nervous energy,
that’s all”).
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External forces:
Economic, legal, political uncertainty
Do we blame our stress on other people or outside events, or view it as
entirely normal and unexceptional?
Until we accept responsibility for the role we play in creating or maintaining it, our stress level
will remain outside our control.
3.6 Consequences of Stress
We all respond to stressors in different ways. Indeed, stress is the response to the stressors. This
response induces ‘General Adaptation Syndrome’ (a process by which individuals adjust to
stressors). The General Adaptation Syndrome includes three phases:
a. Alarm: Hence, the body and mind prepare to respond to stressors by means of increasing
heart rate, muscle tension and so on. For example, you are asked to make presentation
with a one day notice.
b. Resistance: Higher response/efforts to minimize the stressors. For example, you
brainstorm and panic while the preparation.
c. Exhaustion: After chronic exposure to stressors the body begins to wear down. Stress-
related illness such as insomnia, depression may occur. For example, you experience
insomnia or even distress the night before.
When stress becomes excessive, employee develop various symptoms of stress that can harm
their job performance, health, and even threaten their ability to cope with the environment. Stress
in the workplace often results because of poor time management, weak organizational skills, and
a lack of ergonomics to help reduce all of these factors.
Events producing Stress affect a person through FOUR areas of human functioning:
Physical effects of stress: Mainly through the neuro-endocrino-
immunological pathway: Changes in the heart rate, blood pressure, respiration, gastric
acidity, muscular tensing, intestinal motility etc.
Emotional effects of stress: Through hypothalamus and endocrinal release;
mainly responsible for the so called psychosomatic disorders.
Mental effects of stress: The psychological effects of the above.
Behavioural effects of stress: The behavioural effects of stress coping
problems caused by stress.
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There are several signs and symptoms that you may notice when you are experiencing stress.
These signs and symptoms fall into four categories: Feelings, Thoughts, Behavior, and
Physiology. When you are under stress, you may experience one or more of the following:
a. Feelings
Feeling anxious.
Feeling scared.
Feeling irritable.
Feeling moody.
b. Thoughts
Low self-esteem.
Fear of failure.
Inability to concentrate.
Embarrassing easily.
Worrying about the future.
Preoccupation with thoughts/tasks.
Forgetfulness.
c. Behavior
Stuttering and other speech difficulties.
Crying for no apparent reason.
Acting impulsively.
Startling easily.
Laughing in a high pitch and nervous tone of voice.
Grinding your teeth.
Increasing smoking.
Increasing use of drugs and alcohol.
Being accident prone.
Losing your appetite or overeating.
d. Physiology
Perspiration /sweaty hands.
Increased heart beat.
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Trembling./Nervous ticks.
Dryness of throat and mouth.
Tiring easily.
Urinating frequently.
Sleeping problems.
Diarrhea / indigestion / vomiting.
Butterflies in stomach.
Headaches.
Pain in the neck and or lower back.
Loss of appetite or overeating.
Susceptibility to illness.
3.7 Stress and Job Performance
Stress can be either helpful or harmful to job performance, depending on its level. The stress
performance model presented below shows the relationship between stress and job performance.
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When there is no stress, job challenges are absent and performance tends to be low. As stress
increases, performance tends to increase, because stress helps a person call up resources to meet
job requirements. Constructive stress is a healthy stimulus that encourages s employees to
respond to the challenges. Eventually, stress reaches a plateau that corresponds approximately
with a person’s top day-to-day performance capacity. At this stage additional stress, tend to
produce no improvement. Finally, if stress becomes too great, it turns into a destructive force.
Performance begins to decline at some point because excess stress interferes with performance.
An employee loses the ability to cope ; she or he become unable to make decisions and exhibits
erratic behavior. If stress increase a to a breaking point, performance becomes zero, the
employee has a breakdown, become too ill to work, is fired, quits ,or refuses to come to work to
face the stress.
Two major factors help determine how stress will affect employees performance differently
across similar job. Workers vulnerability to stress is a function of both internal and external
stressor. One internal factor is an employee’s stress threshold the level of stressor ( the
frequency and magnitude) that the person can tolerate before negative feelings of stress occurs
and adversely affect performance. Some people have low threshold and the stress of even
relatively small changes in their work routines causes a reduction in performance where as some
people have a higher threshold staying cool, calm and productive longer under the same
condition. A higher stress threshold and greater resiliency help prevent lowered performance
unless stressor is major or prolong.
The second internal factor that affecting employees stress is the amount of perceive control they
have over their work and working condition. Employees who have a substantial degree of
independence, autonomy, and freedom to make decision a seems to handle work pressure better.
Type A and Type B Personalities
Type A individuals have an intense desire to achieve, are extremely competitive, have a sense of
urgency, are impatient, and can be hostile. A Type A personality is “aggressively involved in a
chronic, incessant struggle to achieve more and more in less and less time, and, if required to do
so, against the opposing efforts of other things or other persons.’’ They are always moving,
walking, and eating rapidly, are impatient with the rate at which most events take place, are
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doing do two or more things at once and cannot cope with leisure time. They are obsessed with
numbers, measuring their success in terms of how many or how much of everything they acquire
Type B individuals are more relaxed and easygoing. Type A individuals may get a lot
accomplished in organizations, but they also are more easily frustrated, more involved in more
conflicts, and more likely to develop coronary heart disease than Type B individuals. Type Bs
never suffers from a sense of time urgency with its accompanying impatience and feels no need
to display or discuss either their achievements or accomplishments unless such exposure is
demanded by the situation. Play for fun and relaxation, rather than to exhibit their superiority at
any cost and can relax without guilt.
3.8 Stress and Health Issues
Stress also leads to physical disorders, because the internal body system changes to try to cope
with stress. Some physical disorders are short-range, such as an upset stomach. Others are long
range, such as stomach ulcer. Stress over prolonged time also leads to degenerative diseases of
the heart, kidneys, blood vessels, and other parts of the body. It can result in severe chest pain
and tension headache.
Stress and health are closely linked. It is well known that stress, either quick or constant, can
induce risky body-mind disorders. Immediate disorders such as dizzy spells, anxiety, tension,
sleeplessness, nervousness and muscle cramps can all result in chronic health problems. In the
long run they may also affect our immune, cardiovascular and nervous systems.
a. Cardiovascular ailments
High
Low
Low Stress
B
A
High
Job
p
erfo
rm
ance
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There are varying opinions on whether stress actually has any telling impact on our
cardiovascular ailments or not. Research shows that in certain individuals stress does contribute
to high blood pressure, high cholesterol, and other cardiac risk factors such as addictions and
obesity. Stress induced or not, suffering from cardiac conditions is in itself quite stressful for
most individuals and their families.
Frequent stress responses of our body increase a host of molecules potentially dangerous for the
optimal health of the heart. These are low-density lipoproteins (LDL, the "bad" form of
cholesterol) and other lipid types such as triglycerides. Because stress delays the processing and
clearance of these fats, their accumulation puts people at risk of developing atherosclerosis (or
arteriosclerosis) and other heart diseases.
As a response to daily stress, extreme reactors show a high level of palpitation and blood
pressure in their body. According to a medical research, these surges may gradually result in
injury to the coronary arteries and the heart.
Even physical causes of stress such as vigorous physical activity and exercises can place
demands on the heart muscle of the weak or of people already suffering from coronary blockage.
The coronary artery becomes ischemic (i.e., starved for oxygen through a reduced amount of
blood flow) in trying to meet the body`s increased demands. The ischemic heart muscle can
cause either angina (chest pain) or heart attack (actual death of cardiac muscle). About a half of
those patients who experience ischemia during exercise also experience it during mental stress,
and this group of patients are more likely to suffer adverse cardiac events.
It is evident that people who live in chronically stressed-out conditions are more likely to take up
smoking, alcohol and substance abuse (drugs, prescribed or illegal), fall into eating disorders
(unhealthy food habits) and inertia. Medical practitioners say all of these stress-related
behaviours have a direct effect on the development of coronary artery diseases.
b. High Blood Pressure/Hypertension
Blood pressure fluctuates with age. It gradually increases, as we grow older. It is also known to
vary according to the varying hours of the day. But, it has been medically proven that emotional
and psychological disturbances due to acute or chronic causes of stress precipitate high blood
pressure in human beings.
c. Immune Related Disorders
Stress is known to worsen many immune related medical conditions, including diabetes. Cortisol
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produced during stress situations may suppress the body's immune response, increasing
susceptibility to infectious diseases.
Results of a recent research have also shown that stressful life events can hasten the progression
of AIDS in HIV-positive patients. The study shows that disease progression to AIDS was more
rapid in the presence of severe life stressors, absence of social support systems, negative attitude
as a coping mechanism, and elevated cortisol levels.
Studies also suggest that frequent or chronic stress conditions increase the chances of bacterial
infections such as tuberculosis and group-A streptococcal diseases (GAS). Though most GAS
infections are relatively mild ailments such as `strep throat,` or impetigo (a form of skin allergy),
on rare occasions it can even cause severe and terminal illnesses. These are known as invasive
GAS infections. It occurs when the bacteria get past the defences of the infected person and enter
into parts of the body where bacteria usually are not found, such as the blood, muscle, or the
lungs. Two of the most severe, but least common, forms of invasive GAS disease are necrotic
fasciitis (destroys muscles, fat, and skin tissue) and Streptococcal Toxic Shock Syndrome
(causes blood pressure to drop rapidly and organs such as kidney, liver, lungs to fail), Attacks of
flu, pneumonia and common cold are directly related to stressful life conditions.
d. Asthma
In asthma patients, a stressful situation can make the airways over-reactive and precipitate an
attack.
e. Ulcers and Digestive Disorder
In severe stress conditions blood supply to the stomach is restricted, hampering normal digestive
functions. Also, the function of the entire intestine is controlled partly by the nervous system,
which in turn is directly affected by stress. These conditions, including one`s diet during stress
can offset gastrointestinal disorders such as an ulcer or irritable bowel syndrome.
Stress can make these symptoms worse if somebody is already suffering from gastrointestinal
disorders.
f. Migraines/ Headaches/ Backaches
It is now established that stress, cognitive appraisal, coping and migraine are reciprocally related.
Stress is detrimental to the body and can cause back pains, neck pains and headaches.
g. Cancer and Neuro-Degenerative Disorders
A path breaking research conducted in the early 1990s showed stress induced reduction in T-
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Lymphocytes (white blood cells that destroy cancer cells) in the human body leading to an
increase in metastasis. A later study on women suffering from breast cancer reestablished the
previous finding and confirmed the fact that stressors cause lowest levels of natural-killer-cell
activity in the body.
Chronic stress induced homeostasis changes and immune reduction, tends to affect the balance
between oxidants and antioxidants in the body. Many on-going studies have found that alteration
in this balance in favour of oxidants may result in pathological responses causing functional
disorders and diseases such as cancer and Alzheimer`s disease. It can also accelerate the aging
process. For, oxidation increases electronegative constituents in body molecules mutilating the
`blue print` of the cells. Multiplication of distorted cells can set in cancer.
In his treatise on tumors, De Tumoribus, the Greek physician Galen, noted that melancholic
women stand a greater chance for developing of breast cancer than those with more optimistic
and cheerful traits.
3.9 Stress Management
Stress is simply a fact of nature -- forces from the outside world affecting the individual. Hence,
all living creatures are in a constant interchange with their surroundings (the ecosystem), both
physically and behaviourally. This interplay of forces, or energy, is of course present in the
relationships between all matter in the universe, whether they are living (animate) or not living
(inanimate). However, there are critical differences in how different living creatures relate to
their environment. These differences have far reaching consequences for survival. Because of the
over abundance of stress in our modern lives, we usually think of stress as a negative experience.
But from a biological point of view, stress can be neutral, negative, or positive.
Stress has driven evolutionary change (the development and natural selection of species over
time). Thus, the species that adapted best to the causes of stress (stressors) have survived and
evolved into the plant and animal kingdoms we now observe. Man, because of the evolution of
the human brain, especially the part called the neo-cortex, is the most adaptive creature on the
planet. This adaptability is largely due to the changes and stressors that we have faced and
mastered. Therefore, we, unlike other animals, can live in any climate or ecosystem, at various
altitudes, and avoid the danger of predators. Moreover, most recently, we have learned to live in
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the air, under the sea, and even in space, where no living creatures that we know of have ever
survived.
How can we manage stress?
If we think about the causes of stress, the nature
of the stress response, and the negative effects of
some types of stress (prolonged, unexpected,
unmanageable), several healthy management
strategies become clear. First, exercise. You see,
since the stress response prepares us to fight or
flee, our bodies are primed for action.
Unfortunately, however, we usually handle our stresses while sitting at our desk, standing at the
water cooler, or behind the wheel stuck in traffic. Exercise on a regular basis helps to burn off
and use up the stress hormones and neurochemicals. Thus, exercise can help avoid the damage to
our health that prolonged stress can cause. In fact, studies have found that exercise is a potent
anti-depressant, anxiolytic (combats anxiety), and sleeping pill for many people, without taking
any pills.
For centuries in Eastern religious traditions, the benefits of meditation and other relaxation
techniques have been well known. Now, Western medicine and psychology have rediscovered
that particular wisdom, translated it into simple non-spiritual methods, and scientifically verified
its effectiveness. Thus, one or two 20 to 30 minute meditation sessions a day can have lasting
beneficial effects on health. Indeed, advanced mediators can even significantly control blood
pressure and heart rate as well.
Elimination of drug use and no more than moderate alcohol use are key to the successful
management of stress. We know that people, when stressed, seek these outlets. But, we also
know that many of these substances sensitize (make even more responsive) the stress response.
As a result, small problems produce big surges of stress chemicals. What's more, these attempts
with drugs and alcohol to mask stress often prevent the person from facing the problem directly.
Consequently, they are not able to develop effective ways to cope with or eliminate the stress.
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In fact, even prescription drugs for anxiety, such as diazepam (Valium), lorazepam (Ativan), or
alprazolam (Xanax), can be counter productive in the same way. Therefore, these medications
should only be used cautiously under the strict guidance of a physician. If, however, stress
produces a full blown psychiatric problem, like posttraumatic stress disorder (PTSD), clinical
depression, or anxiety disorders, then psychotropic medications, particularly the SSRIs, are
extremely useful. Examples of the SSRI (selective serotonin reuptake inhibitor) medications
include sertraline (Zoloft), paroxetine (Paxil), or fluoxetine (Prozac).
We know that chronic or uninterrupted stress is very harmful. It is important, therefore, to take
breaks and decompress. Take lunch and don't talk about work. Take a walk instead of a coffee
break. Use weekends to relax and don't schedule so many events that Monday morning will seem
like a relief. Learn your stress signals. Take regular vacations, or even long weekends or mental
health days, at intervals that you have learned are right for you.
Create predictability in your work and home life as much as possible. Structure and routine in
your life can't prevent the unexpected from happening. However, they can provide a comfortable
framework from which to respond to the unexpected. Think ahead and try to anticipate the
varieties of possibilities, good and bad, that may become realities at work or home. Generate
scenarios and response plans. You may find that the "unexpected" really doesn't always come out
of the blue. With this kind of preparation, you can turn stress into a positive force to work for
your growth and change.
Methods for managing stress
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Individual Stress
Management
Individual Stress
Management
Time
Management
Time
Management
Social
Support
Social
Support
Relaxation
Training
Relaxation
Training
Physical
Exercise
Physical
Exercise
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a. Individual methods:
Practicing time management principles such as:
o making daily lists of activities to be accomplished
o prioritizing activities by importance and urgency
o scheduling activities according to the priorities set
o knowing your daily cycle and handling the most demanding parts of your job
during
o the high part of your cycle when you are most alert
and productive
Noncompetitive physical exercise has long been
recommended as a way to deal with excessive stress levels.
Individuals can teach themselves to reduce tension
through relaxation techniques such as meditation, hypnosis,
and biofeedback.
Having friends, family, or work colleagues to talk
to provides an outlet for excessive stress.
Professional help
b. Organizational methods:
Strategies that management might want to consider include:
o improved personnel selection and job placement
o use of realistic goal setting, redesigning of jobs
o training
o increased employee involvement
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o improved organizational communication
o reward performance
o establishment of corporate wellness programmes such as fitness programmes,
health checks with feedback, weight loss clinics.
Action to reduce stress
a. Time management tips for reducing job stress
Create a balanced schedule. Analyze your schedule, responsibilities, and daily tasks.
All work and no play is a recipe for burnout. Try to find a balance between work and
family life, social activities and solitary pursuits, daily responsibilities and downtime.
Don’t over-commit yourself. Avoid scheduling things back-to-back or trying to fit too
much into one day. All too often, we underestimate how long things will take. If you've
got too much on your plate, distinguish between the "shoulds" and the "musts." Drop
tasks that aren't truly necessary to the bottom of the list or eliminate them entirely.
Try to leave earlier in the morning. Even 10-15 minutes can make the difference
between frantically rushing to your desk and having time to ease into your day. Don’t add
to your stress levels by running late.
Plan regular breaks. Make sure to take short breaks throughout the day to sit back and
clear your mind. Also try to get away from your desk for lunch. Stepping away from
work to briefly relax and recharge will help you be more, not less, productive.
b. Task management tips for reducing job stress
Prioritize tasks. Make a list of tasks you have to do, and tackle them in order of
importance. Do the high-priority items first. If you have something particularly
unpleasant to do, get it over with early. The rest of your day will be more pleasant as a
result.
Break projects into small steps. If a large project seems overwhelming, make a
step-by-step plan. Focus on one manageable step at a time, rather than taking on
everything at once.
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Delegate responsibility. You don’t have to do it all yourself, whether at home,
school, or on the job. If other people can take care of the task, why not let them? Let go
of the desire to control or oversee every little step. You’ll be letting go of unnecessary
stress in the process.
c. Reducing workplace stress by reducing bad habit
As you learn to manage your job stress and improve your work relationships, you’ll have more
control over your ability to think clearly and act appropriately. You will be able to break habits
that add to your stress at work – and you’ll even be able to change negative ways of thinking
about things that only add to your stress.
Eliminate self-defeating behaviors
Many of us make job stress worse with patterns of thought or behavior that keep us from
relieving pressure on ourselves. If you can turn around these self-defeating habits, you’ll find
employer-imposed stress easier to handle.
Resist perfectionism. No project, situation, or decision is ever perfect, and you put
undue stress on yourself by trying to do everything perfectly. When you set unrealistic
goals for yourself or try to do too much, you’re setting yourself up to fall short. Do your
best, and you’ll do fine.
Clean up your act. If you’re always running late, set your clocks and watches fast and
give yourself extra time. If your desk is a mess, file and throw away the clutter; just
knowing where everything is saves time and cuts stress. Make to-do lists and cross off
items as you accomplish them. Plan your day and stick to the schedule — you’ll feel less
overwhelmed.
Flip your negative thinking. If you see the downside of every situation and interaction,
you’ll find yourself drained of energy and motivation. Try to think positively about your
work, avoid negative-thinking co-workers, and pat yourself on the back about small
accomplishments, even if no one else does.
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Manager or employers role to reduce stress at work place
It's in a manager's best interest to keep stress levels in the workplace to a minimum. Managers
must act as positive role models, especially in times of high stress. All of the tips mentioned in
this article are twice as important for managers to follow. If someone that we admire remains
calm, it is much easier to remain calm ourselves – and vice versa! There are also organizational
changes that managers and employers can make to reduce workplace stress.
Improve communication
Share information with employees to reduce uncertainty about their jobs and futures.
Clearly define employees’ roles and responsibilities.
Make communication friendly and efficient, not mean-spirited or petty.
Consult the employees
Give workers opportunities to participate in decisions that affect their jobs.
Consult employees about scheduling and work rules.
Be sure the workload is suitable to employees’ abilities and resources; avoid
unrealistic deadlines.
Show that individual workers are valued.
Offer rewards and incentives
Praise good work performance verbally and institutionally.
Provide opportunities for career development.
Promote an “entrepreneurial” work climate that gives employees more control
over their work.
Cultivate a friendly social climate
Provide opportunities for social interaction among employees.
Establish a zero-tolerance policy for harassment.
Make management actions consistent with organizational values
3.10 Social Support at Work and Home
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Having close friends and family on whom you can count has far-reaching benefits for your
health. Here's how to build and maintain these essential relationships.
It doesn't take a scientific study to show that surrounding yourself with supportive family, friends
and co-workers can have a positive effect on your mental
well-being, but there's plenty of research to confirm it. A
strong social support network can be critical to help you
through the stress of tough times, whether you've had a bad
day at work or a year filled with loss or chronic illness. It's
never too soon to cultivate these important relationships —
and your social support network can never have too many
good friends.
a. What is a social support network?
A social support network is different from a support group. A social support network is made up
of friends, family and peers, while a support group is generally a structured meeting run by a
mental health professional. Although both can play an important role in times of stress, a social
support network is something you can develop when you're not under stress, providing the
comfort of knowing that your friends are there for you if you need them.
You don't need to formalize your support network with regular meetings or an official leader. A
coffee break with a friend at work, a quick chat with a neighbor, a phone call to your sister, even
a visit to church are all ways to reduce stress while fostering lasting relationships with the people
close to you.
b. Benefits of a social support network
The positive effects of a support network include:
Sense of belonging. Spending time with people helps ward off loneliness. Whether it's
other new moms, dog lovers, fishing buddies or siblings, just knowing you're not alone
can go a long way toward coping with stress.
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Increased sense of self-worth. Having people who call you a friend reinforces the idea
that you're a good person to be around.
Feeling of security. By reaching out and sharing yourself with others, you have the
added security of knowing that if you start to show signs of depression or exhibit
unhealthy lifestyle habits, your friends can help alert you to the problem.
c. Cultivating your support network
The first step toward developing a strong support network is an evaluation of your own behavior
as it relates to building and maintaining friendships. After all, relationships are a two-way street.
The better a friend you are, the better your friends will be. Here are some suggestions for
nurturing your relationships:
Stay in touch. Answering phone calls, returning e-mails and reciprocating invitations let
people know you care.
Be proactive. Don't wait for someone else to make the first move. If you meet someone
you think could be a good friend, invite him or her for coffee. Or be the one to strike up
a conversation while in line at the grocery store.
Know when to say "no" and when to say "yes." Spending time with people who aren't
supportive can add stress and take away valuable time. On the other hand, don't decline
an invitation because you feel shy or insecure.
Don't compete. Be happy instead of jealous when your friends succeed, and they'll
celebrate your accomplishments in return.
Be a good listener. Find out what's important to your friends — you might find you
have even more in common than you think.
Challenge yourself. Keep looking for ways to improve. Maybe it's by complaining less,
being more generous or forgiving others' faults.
Don't overdo it. In your zeal to extend your social network, be careful not to overwhelm
friends and family with phone calls and e-mails. Save those high-demand times for when
you really need them.
Appreciate your friends and family. Take time to say thank you and express how
important they are to you.
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d. Adding to your support network
Ready for more friends, but not sure where to find them? Here are some ideas for extending your
social network:
Visit the park. Whether you bring your dog, your kids or your running shoes, you'll
have something to talk about.
Volunteer. Pick a cause that's important to you, and you're sure to meet others who
share a similar value system.
Ask a friend. Next time you meet a friend for lunch, ask him or her to bring along
someone else.
Go back to school. A local college or community education course puts you in contact
with others who share similar hobbies or pursuits.
Look online. In-person relationships may be best, but if you're living in a small town or
living abroad, you might find added support through chat rooms or online bulletin
boards. Many good sites exist for people going through stressful times, such as chronic
illness, loss of a loved one, new baby, divorce and other life changes. Just be sure to
stick to reputable sites, and be cautious about arranging person-to-person meetings.
e. A cautionary tale
Remember that the goal of extending your social support network is to reduce your stress level,
not add to it. Here are some things to look out for when evaluating your relationships:
Manage obligatory social ties. Some evidence shows that the negative consequences of
maintaining obligatory relationships, such as with certain relatives or co-workers, can
outweigh the benefits. Although you may not be able to cut ties with a nagging in-law,
look for ways to manage the relationship so that it doesn't become a stressor for you.
Beware of codependents. A support system with people who are engaged in the same
unhealthy behaviors that you're trying to overcome — whether it's substance abuse or
simply a negative attitude — can be damaging to your well-being.
Avoid a sense of duty. The best support systems have no strings attached. If your peers
are constantly demanding repayment for their efforts, or you feel pressured to conform to
their beliefs, you're probably better off without them.
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Pick the right supporter. If you need help through a hard time, consider carefully
which friend or family member to ask. A sibling might not be the best choice, for
example, in dealing with grief over a lost parent because he or she too is affected by the
loss.
f. The bottom line: More friends, less stress
It's always a good time to make more friends or improve on the relationships you already have.
Whether you're the one getting the support or the one doling out the encouragement, you'll reap
the rewards of comfort and compassion.
4. Counselling
Counseling provides a safe, supportive, and private place to explore any difficulties or distress in
life. This is a direct face-to-face conversation between a supervisor and a direct report. Used to
help the employee identify the reason for poor performance to improve, not embarrass or
humiliate him or her. Generally more formal than feedback and coaching and is required of a
small percentage of employees. Exchange of ideas and feelings between two people, nominally a
counselor and a counselee, so it is an act of communication.
Workplace Counseling is discussion with an employee of a problem that usually has emotional
content in order to help the employee cope with it better. Counseling seeks to improve employee
mental health and well being. Good mental health means that people feel comfortable about
themselves, right about other people, and able to meet the demand of life.
Since it helps employees cope with problems, it should improve organizational performance,
because employee become more cooperative worries less about personal problems, or improve in
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other ways. Emphasis on counseling also helps the organization become more human and
considerate pf people’s problems.
Both professionals and non-professionals may perform counseling. Human resource specialist or
even supervisor who is not trained in counseling may counsel employees. Therapists and
personal physicians also counsel employees, and even and employee’s friend may provide
counseling if requited. Counseling can be equally important for professional and personal
problems, since both types of problems may affect an employee’s performance on the job.
4.1 Objective of Counselling
The main purpose of counseling is as follows:
Communicate concerns to the employee
Determine the cause of the employee’s activities
Identify avenues for improvement and/or development of employees
Improve employee performance
Employee’s self- confidence, understanding, self-control and ability to work effectively are the
main objective of counseling. Counseling allows the person to ventilate his feelings in a safe and
accepting atmosphere. Sometimes this will be enough to help the individual. For instance, if the
person has just lost a loved one, being able to express their sadness and loss in a caring setting
may be all that is needed to provide the help they require. Help the counselee to place his
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problem in the context of reality without his emotions getting in the way. Enable the individual
to choose among possible options the one which seems good for him.
These objective are consistent with the supportive, collegial and system models of organizational
behavior, which encourage employees growth and self- direction. They are also consistent with
Maslow’s higher order needs and Alderfer’s growth needs, such as self-esteem and self-
actualization. The counseling objective is achieved through one or more of the following
counseling functions:
Advice :
Many persons think of counseling as primarily an advice-giving activity, but in reality it is but
one of several functions that counselors perform. The giving of advice requires that a counselor
makes judgments about a counselee’s problems and lay out a course of action. Herein lays the
difficulty, because understanding another person’s complicated emotions is almost impossible.
Advice giving may breed a relationship in which the counselee feels inferior and emotionally
dependent on the counselor. In spite of its ills, advice giving occurs in routine counseling
sessions because members expect it and counselors tend to provide it.
Reassurance :
Counselling can provide members with re- assurance, which is a way of giving them courage
to face a problem or confidence that they are pursuing a suitable course of action.
Reassurance can be a valuable, though sometimes temporary, cure for a member’s emotional
upsets. Sometimes just the act of talking with someone about a problem can bring about a
sense of relief that will allow the member to function normally again.
One trouble with reassurance is that the counselees do not always accept it. Even if counselees
initially accept reassurance, their temporary self confidence may fade away as soon as they face
their problem again, which means that little real improvement has been made. Their false sense
of self- confidence may even lead them to make poor personal decision.
Communication :
For both upward and downward communication, counselling can play an important role. In an
upward direction, it is a key way for employees to
express their feelings to management. The act of
upward counselling initiates upward signals and if
channel are open, some of these signal
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will travel higher. An important part of any counsellor’s job is to discover emotional problems
related to company policies and to interpret those types of problems to top management.
Counselling also achieves downward communication because counsellors help interpret
company activities to employees as they discuss problems related to them.
Release of emotional tension:
People tend to get emotional release from their frustrations and other problems whenever they
have an opportunity to tell someone about them. This is an important function of nearly all
counseling is release of emotional tension; this release is sometimes called emotional catharsis.
In this stage, they are relaxed, and their speech is more coherent and rational. This release of
tension does not necessarily solve people’s problem, but it does remove mental blocks in the way
of solution, enabling them to face their problem again and think constructively about them. In
some cases emotional release accomplishes the whole job, dispelling employee’s problems as if
they were mental ghost, which they largely were.
Clarified thinking:
Clarified thinking tends to be a normal result of emotional release. In this case realistic thinking
has encouraged due to the lack of involvement in the fact. The fact is that not all clarified
thinking takes place while the counselor and counselee are talking. All or part of it may take
place later as a result of developments during the counseling relationship. The net result of
clarified thinking is that a person is encouraged to accept responsibility for problems and to be
more realistic in solving them. In order to clarify the counselee’s thinking, the counselor serves
as an aid only and refrains from telling the counselee what is right.
Reorientation:
Reorientation is more than mere emotional release or clear thinking about a problem. It involves
a change in the member’s emotional self through a change in basic goals and aspirations. Very
often it requires a revision of the member’s level of aspiration to bring it more in line with actual
attainment. It causes people to recognize and accept their own limitations. The counsellor’s job
is to recognize those in need of reorientation before their need becomes severe, so that
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they can be referred to professional help. Reorientation is the kind of function needed to help
alcoholics return to normalcy or to treat those with mental disorders.
4.2 Type of Counselling
Counselling should be looked upon in terms of the amount of direction that the counsellor gives
the counselee. This direction ranges from full direction (directive counselling) to no direction
(nondirective counselling).
Directive Counseling
Directive counselling is the process of listening to a to members problem, deciding with the
member what should be done, and then encouraging and motivating the person to do it. This
type of counselling accomplishes the function of advice; but it may also reassure; give emotional
release; and to a minor extent, clarify thinking. Mostly everyone likes to give advice,
counsellors included, and it is easy to do. But is it effective? Does the counsellor really
understand the member’s problem? Does the counsellor have the technical knowledge of human
behaviour and the judgment to make the “right” decision? If the decision is right, will the
member follow it? The answer to these questions is often no, and that is why advice- giving is
sometimes an unwise act in counselling. Although advice-giving is of questionable value, some
of the other functions achieved by directive counselling are worthwhile. If the counsellor is a
good listener, then the member should experience some emotional release. As the result of
the emotional release, plus ideas that the counsellor imparts, the member may also clarify
thinking. Both advice and reassurance may be worthwhile if they give the member more
courage to take a workable course of action that the member supports.
Nondirective Counselling
Nondirective or client-centred, counselling is the process of skilful listening to a counsellor,
encouraging the person to explain bothersome problems, and helping him or her to understand
those problems and determine courses of action. This type of counselling focuses on the
member, rather than on the counselor as a judge and advisor; hence, it is “client-centered.”
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Professional counselors use this type of counseling, but non professionals may use its techniques
to work more effectively with service members. The unique advantage of non-directive
counselling is its ability to cause the member’s reorientation. It stresse changing the person,
instead of dealing only with the immediate problem in the usual manner of directive
counseling. The counselor attempts to ask discerning questions, restate ideas, clarify feelings,
and attempts to understand why these feelings exist. Professional counselors treat each
counselee as a social and organizational equal. They primarily listen and try to help their client
discover and follow improved courses of action. They especially “listen between the lines” to
learn the full meaning of their client’s feelings. They look for assumptions underlying the
counselee’s statements and for the events the counselee may, at first, have avoided talking
about. A person’s feelings can be likened to an iceberg. The counselor will usually only see the
revealed feelings and emotions. Underlying these surface indications is the true problem that the
member is usually initially reluctant to reveal.
Participative Counseling :
Nondirective counseling of employees is limited because it requires professional counselors and
is costly. Directive counseling often is not accepted by modern, independent employees. The
type of counseling typically used in organizations is between the two extremes of directive and
nondirective counseling. This middle ground is called participative counseling.
This is also known as Cooperative counseling, which is a counselor counselee relationship that
establishes a cooperative exchange of ideas to help solve a counselee’s problems. it ids neither
wholly counselor-centered nor wholly counselee centered. Rather, the counselee and counselor
mutually apply their different knowledge, perspectives and values to problems. perspective
counseling integrates the idea of both participants in a counseling relationship, it is, therefore, a
balanced compromise that combines many advantages of both directive and nondirective
counseling while avoiding most of their disadvantages.
Participative counseling starts by using the listening techniques of nondirective counseling, but
as the interview progress, participative counselors may play a more active role than nondirective
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counselors would. They offer bits of knowledge and insight, they may discuss the situation from
their broader knowledge of the organization, thus giving an employee a different view of the
problem.
4.3 Limitation of Counselling
Nondirective counselling has several limitations, with all its advantages that restrict its use at
work. First of all, it is more time consuming and costly than directive counselling. Since just one
employee with one problem may require many hours of a counsellor’s time, the number of
employee that a counsellor can assist is limited. To take this as a profession, individual need
education, which are consequently expensive. Nondirective also depend on a capable, willing
employee. It assumes that the employee possesses a drive for well being, has enough social
intelligence to perceive what problem need solution, and has sufficient emotional stability to deal
with them. The nondirective counsellor needs to be careful not to become crutch for emotionally
dependent employees to lean on while they avoid their work responsibilities.
In some cases counselling itself insufficient because it necessary returns the employee to the
same environment that caused the problem. The most important thing is providing psychological
support to the employees with the better working environment. In this situation, the counsellor
may step beyond the usual counselling role and give advice to management to take corrective
action.
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The 9 Principle of Self-Healing
1. The principle of Self Respect : SLOW DOWN!
2. The principle of Awareness : NOTICE THAT YOU RESIST
3. The principle of Letting Go: FEEL WHAT YOU RESIST
4. The principle of Courage: ADRESS YOUR FEAR
5. The principle of Compassion: LET THERE BE FORGIVENESS
6. The principle of Responsibility: TAKE ACTION!
7. The principle of Love: EMBRACE WHAT TROUBLES YOU
8. The principle of Devotion: ASK FOR WHAT YOU NEED
9. The principle of Enlightenment: BE OPEN AND RECEIVE
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STRESS AND PERSONALITY SELF TEST
Circle the number closest to where you belong between the two extremes:
Don't mind leaving things temporarily unfinished
1 2 3 4 5 6 7 Must get things finished once started
Calm and unhurried about appointments
1 2 3 4 5 6 7 Never late for appointments
Not competitive 1 2 3 4 5 6 7 Highly competitive Listen well, let others finish speaking
1 2 3 4 5 6 7 Anticipate others in conversation, interrupt, finishing their sentences
Never in a hurry, even when pressured
1 2 3 4 5 6 7 Always in a hurry
Able to wait calmly 1 2 3 4 5 6 7 Uneasy when waiting Easy-going 1 2 3 4 5 6 7 Always going at full speedTake one thing at a time 1 2 3 4 5 6 7 Try to do more than one thing at a
time. What's next?Slow and deliberate in speech 1 2 3 4 5 6 7 Vigorous/forceful speech, use a lot of
gesturesRelaxed 1 2 3 4 5 6 7 Hard-driving Express feelings openly 1 2 3 4 5 6 7 Hold feelings inHave a large number of interests
1 2 3 4 5 6 7 Few interests
Satisfied with life 1 2 3 4 5 6 7 Ambitious Never set own deadlines 1 2 3 4 5 6 7 Often set own deadlinesFeel limited responsibility 1 2 3 4 5 6 7 Always feel responsibleNever judge things in terms of quantity, just quality
1 2 3 4 5 6 7 Quantity is more important
Casual about work 1 2 3 4 5 6 7 Take work very seriously Not very precise 1 2 3 4 5 6 7 Very precise, careful about detailConcerned with satisfying yourself, not others
1 2 3 4 5 6 7 Want recognition from others for a job well done
Slow doing things 1 2 3 4 5 6 7 Fast doing things
Total Score: _____________________
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Result:
Score:
110 – 140
Type A
Clients in this category, especially if they are over 40 and smoke, are likely to have a high risk of developing cardiac illness and should take strong measures to reduce stress.
Score:
80 – 109
Type A
Clients are in the direction of being cardiac prone, and should take strong measures to reduce stress.
Score:
60 – 79
Type AB
Clients in this category are a mixture of A and B. This is a healthier pattern, but they have the potential to slip into A behavior and should recognize this.
Score:
30 – 59
Type B
Clients are generally relaxed and cope adequately with stress.
Score:
0 – 29
Type B
Clients are relaxed and cope well with stress, they are unlikely to develop any stress related illness.
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REFERENCES:
Bibliographical references:
Elkin, A., Rosch, P. (1990). Promoting mental health in the workplace: The prevention side of stress management. Occupational Medicine: State of the Art Review, 5, pp. 739-754.
Friedman, M., Rosenman, R.H. (1959). Association of a specific overt behavior pattern with increases in blood cholesterol, blood clotting time, incidence of arcus senilis and clinical coronary artery diseases. Journal of American Medical Association, 2196, pp. 1286-1296.
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