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Chapter 12:

Managing Occupational Stress

Ursua, Arvie Kate C.


CEIT – 05 – 402A / MGT5
MH 4:30p – 6:00p
Chapter 12:
Managing Occupational Stress

Managing Occupational Stress


Stress at the Top
Sources of Stress
Work-related Stressors
Non-Work Factors and Stress: Life
Stressors
Managing Occupational Stress
Occupational stress is stress related to one's job. Occupational stress often stems from
unexpected responsibilities and pressures that do not align with a person's knowledge,
skills, or expectations, inhibiting one's ability to cope. Occupational stress can
increase when workers do not feel supported by supervisors or colleagues, or feel as if
they have little control over work processes.
Sources of occupational stress come from:
≤ᶱᴥᶱ≥ a toxic work environment ≤ᶱᴥᶱ≥ difficult relationships with
administrators and/or coworkers
≤ᶱᴥᶱ≥ negative workload
≤ᶱᴥᶱ≥ managerial bullying
≤ᶱᴥᶱ≥ isolation
≤ᶱᴥᶱ≥ towing to the wrong gates
≤ᶱᴥᶱ≥ types of hours worked
≤ᶱᴥᶱ≥ harassment,
≤ᶱᴥᶱ≥ role conflict & role ambiguity
≤ᶱᴥᶱ≥ and organizational climate.
≤ᶱᴥᶱ≥ lack of autonomy, career
development barriers
These individual sources demonstrate that stress can occur specifically when a conflict
arises from the job demands of the employee and the employee itself. If not handled
properly, the stress can become distress.
1. Coping: the ability of the employee coping with the specific hours worked, the level
of productive rate expected, the physical environment, as well as the expectancy of
the work desired by management. For instance, research shows that night shifts in
particular has a high possibility of negative impact towards the health of the
employee. In relation to this, approximately 20 percent of night shift workers have
experienced psycho-physiological dysfunctions, including heart diseases. Extreme
factors can affect the competence levels of employees.
2. Role in the organization: associated with the hierarchical ranking of that
particular employee within the organization. Upper management is entitled to oversee
the overall functioning of the organization. This causes potential distress as the
employee must be able to perform simultaneous tasks.
3. Career development: Security of their occupation, promotion levels, etc. are all
sources of stress, as this business market in terms of technology of economic
dominance is ever-changing.
4. Interpersonal relationships within the workplace: The workplace is a communication
and interaction based industry. These relationships (either developed or developing)
can be problematic or positive. Common stressors include harassment, discrimination,
biased opinions, hearsay, and other derogatory remarks.
5. Organizational climate or structure: The overall communication, management style,
and participation among groups of employees are variables to be considered. In
essence, the resultant influence of the high participation rate, collaborative
planning, and equally dispersed responsibilities provides a positive effect on
stress reduction, improved work performance, job satisfaction, and
decreased psychosomatic disorders.

Causes
Job stress results from various interactions of the worker and the environment of the
work they perform their duties. Location, gender, environment, and many other factors
contribute to the buildup of stress. Job stress results from the interaction of the
worker and the conditions of work. Views differ on the importance of worker
characteristics versus working conditions as the primary cause of job stress. The
differing viewpoints suggest different ways to prevent stress at work. Differences in
individual characteristics such as personality and coping skills can be very important in
predicting whether certain job conditions will result in stress. In other words, what is
stressful for one person may not be a problem for someone else. This viewpoint underlies
prevention strategies that focus on workers and ways to help them cope with demanding job
conditions. In general, occupational stress is caused by a mismatch between perceived
effort and perceived reward, and/or a sense of low control in a job with high demands.
Low social support at work and job insecurity can also increase occupational
stress. Psychosocial stressors are a major cause of occupational stress.
Effects
Stressful working conditions can lead to three types of strains: Behavioral (e.g.,
absenteeism or poor performance), physical (e.g., headaches or coronary heart disease),
and psychological (e.g., anxiety or depressed mood). Physical symptoms that may occur
because of occupational stress include fatigue, headache, upset stomach, muscular aches
and pains, weight gain or loss, chronic mild illness, and sleep disturbances.
Psychological and behavioral problems that may develop include anxiety, irritability,
alcohol and drug use, feeling powerless and low morale. The spectrum of effects caused by
occupational stress includes absenteeism, poor decision making, lack of creativity,
accidents, organizational breakdown or even sabotage. If exposure to stressors in the
workplace is prolonged, then chronic health problems can occur including stroke. An
examination was of physical and psychological effects of workplace stress was conducted
with a sample of 552 female blue collar employees of a microelectronics facility. It was
found that job-related conflicts were associated with depressive symptoms, severe
headaches, fatigue, rashes, and other multiple symptoms. Studies among
the Japanese population specifically showed a more than 2-fold increase in the risk of
total stroke among men with job strain (combination of high job demand and low job
control). Those in blue-collar or maual labor jobs are more likely to develop heart
disease compared to those in white-collar jobs. Along with the risk of stroke, stress can
raise the risk of high blood pressure, immune system dysfunction, coronary artery
disease. Prolonged occupational stress can lead to occupational burnout. Occupational
stress can also disrupt relationships.
The effects of job stress on chronic diseases are more difficult to ascertain because
chronic diseases develop over relatively long periods of time and are influenced by many
factors other than stress. Nonetheless, there is some evidence that stress plays a role
in the development of several types of chronic health problems—including cardiovascular
disease, musculoskeletal disorders, and psychological disorders. Job stress and strain
has been associated with poor mental health and wellbeing over a 12 year period.
Occupational stress has negative effects for organizations and employers. Occupational
stress is the cause of approximately 40% of turnover and 50% of workplace absences. The
annual cost of occupational stress and its effects in the US is estimated to be over $60
billion to employers and $250–300 billion to the economy.

Prevention
A combination of organizational change and stress management is often the most useful
approach for preventing stress at work. Both organizations and employees can employ
strategies at organizational and individual levels. Generally, organizational level
strategies include job procedure modification and employee assistance programs (EAP).
Individual level strategies include taking vacation. Getting a realistic job preview to
understand the normal workload and schedules of the job will also help people to identify
whether or not the job fit them.
How an Organization Can Prevent Job Stress?
҉ Ensure that the workload is in line with workers' capabilities and resources.
҉ Design jobs to provide meaning, stimulation, and opportunities for workers to use
their skills.
҉ Clearly define workers' roles and responsibilities.
҉ To reduce workplace stress, managers may monitor the workload given out to the
employees. Also while they are being trained they should let employees understand
and be notified of stress awareness.
҉ Give workers opportunities to participate in decisions and actions affecting their
jobs.
҉ Improve communications-reduce uncertainty about career development and future
employment prospects.
҉ Provide opportunities for social interaction among workers.
҉ Establish work schedules that are compatible with demands and responsibilities
outside the job.
҉ Combat workplace discrimination (based on race, gender, national origin, religion or
language).
҉ Bringing in an objective outsider such as a consultant to suggest a fresh approach
to persistent problems.
҉ Introducing a participative leadership style to involve as many subordinates as
possible to resolve stress-producing problems.
҉ Encourage work-life balance through family-friendly benefits and policies
Telecommuting is another way organizations can help reduce stress for their workers.
Employees defined telecommuting as "an alternative work arrangement in which employees
perform tasks elsewhere that are normally done in a primary or central workplace, for at
least some portion of their work schedule, using electronic media to interact with others
inside and outside the organization." One reason that telecommuting gets such high marks
is that it allows employees more control over how they do their work. Telecommuters
reported more job satisfaction and less desire to find a new job. Employees that worked
from home also had less stress, improved work/life balance and higher performance rating
by their managers.
A systematic review of stress-reduction techniques among healthcare workers found that
cognitive behavioral training lowered emotional exhaustion and feelings of lack of
personal accomplishment.
Signs and symptoms of excessive job and workplace stress
Signs and symptoms of excessive job and workplace stress include:

≤ᶱᴥᶱ≥ Feeling anxious, irritable, or depressed ≤ᶱᴥᶱ≥ Muscle tension or headaches


≤ᶱᴥᶱ≥ Apathy, loss of interest in work ≤ᶱᴥᶱ≥ Stomach problems
≤ᶱᴥᶱ≥ Problems sleeping ≤ᶱᴥᶱ≥ Social withdrawal
≤ᶱᴥᶱ≥ Fatigue ≤ᶱᴥᶱ≥ Loss of sex drive
≤ᶱᴥᶱ≥ Trouble concentrating ≤ᶱᴥᶱ≥ Using alcohol or drugs to cope
Stress at the Top
Work is the most stressful factor in people’s lives with one in three people (34 per
cent) saying their work life was either very or quite stressful – and the top cause (32
per cent) is frustration with poor management. Research commissioned by Mind found work
more stressful than debt or financial problems (30 per cent) or health (17 per
cent). However, employees don’t believe that managers are actively tackling causes of
stress in the workplace, with only one in five people saying they felt their line manager
took active steps to help staff manage stress (22%) or mental health conditions (19%).
Excessive workload was the second most stressful factor for one in four (26 per cent) of
those surveyed, followed by not enough support from managers (25 per cent) and
unrealistic targets (25 per cent). And while line managers would like to do more to
improve staff mental wellbeing but more than half (56 per cent) said they needed more
training and/ or guidance and nearly half (46 per cent) said it is not a priority in
their organization.
Mind’s new campaign, Taking Care of Business aims to highlight the business case for
creating a mentally healthy workplace and is urging managers and HR professionals to sign
up to free webinars and resources which will focus on creating mentally healthy
workplaces in tough economic times and support staff who are stressed or have mental
health problems. A culture of fear and silence about mental health problems is still
prevalent and costly to employers with other key findings revealing:
҉ One in five people (19 per cent) take a day off sick because of stress, but 90 per
cent of those people cited a different reason for their absence.
҉ One in ten (9 per cent) have resigned from a job due to stress and one in four (25
per cent) have considered resigning due to work pressure.
҉ One in five (19 per cent) felt they couldn’t tell their boss if they were overly
stressed.
҉ Of the 22 per cent of those surveyed who have a diagnosed mental health problem,
less than half (10 per cent) had actually told their boss about their diagnosis.
Chief Executive of Mind, Paul Farmer, said: “Work related mental health problems are an
issue too important for businesses to ignore. Our research shows that employees are still
experiencing high levels of stress at work, which is negatively impacting their physical
and mental health. We know that right now, one in six workers is experiencing depression,
stress or anxiety and yet our survey tells us that most managers don’t feel they have had
enough training or guidance to support them.
“Improving mental wellbeing in the workplace doesn’t have to cost a lot. Our research
shows that people whose organizations offered flexible working hours and generous annual
leave said such measures supported their mental wellbeing. Three in five people said that
if their employer took action to support the mental wellbeing of all staff, they would
feel more loyal, motivated, committed and be likely to recommend their workplace as a
good place to work.”

Sources of Stress
A stressor is a chemical or biological agent, environmental condition, external
stimulus or an event that causes stress to an organism.
An event that triggers the stress response may include:
environmental stressors (hypo or hyper-thermic temperatures, elevated sound levels, over-
illumination, overcrowding)
daily stress events (e.g., traffic, lost keys, quality and quantity of physical activity)
life changes (e.g., divorce, bereavement)
workplace stressors (e.g., high job demand vs. low job control, repeated or sustained
exertions, forceful exertions, extreme postures)
chemical stressors (e.g., tobacco, alcohol, drugs )
social stressor (e.g., societal and family demands)
Stressors have physical, chemical and mental responses inside of the body. Physical
stressors produce mechanical stresses on skin, bones, ligaments, tendons, muscles and
nerves that cause tissue deformation and in extreme cases tissue failure. Chemical
stresses also produce biomechanical responses associated with metabolism and tissue
repair. Physical stressors may produce pain and impair work performance. Chronic pain and
impairment requiring medical attention may result from extreme physical stressors or if
there is not sufficient recovery time between successive exposures.
Stressors may also affect mental function and performance. One possible mechanism
involves stimulation of the hypothalamus, crf (corticotropin release factor) -> pituitary
gland releases "ACTH" (adrenocorticotropic hormone) ->adrenal cortex secretes various
stress hormones (e.g., cortisol) ->stress hormones (30 varieties) travel in the blood
stream to relevant organs, e.g., glands, heart, intestines. ->flight-or-fight response.
Between this flow there is an alternate path that can be taken after the stressor is
transferred to the hypothalamus, which leads to the sympathetic nervous system. After
which, the adrenal medulla secretes epinephrine.[4] Mental and social stressors may affect
behavior and how individuals respond to physical and chemical stressors.
Some common stressors include:
҉ Excessively high workloads, with unrealistic deadlines making people feel rushed,
under pressure and overwhelmed.
҉ Insufficient workloads, making people feel that their skills are being underused.
҉ A lack of control over work activities.
҉ A lack of interpersonal support or poor working relationships leading to a sense of
isolation.
҉ People being asked to do a job for which they have insufficient experience or
training.
҉ Difficulty settling into a new promotion, both in terms of meeting the new role's
requirements and adapting to possible changes in relationships with colleagues.
҉ Concerns about job security, lack of career opportunities, or level of pay.
҉ Bullying or harassment.
҉ A blame culture within your business where people are afraid to get things wrong or
to admit to making mistakes.
҉ Weak or ineffective management which leaves employees feeling they don't have a
sense of direction. Or over-management, which can leave employees feeling
undervalued and affect their self-esteem.
҉ Multiple reporting lines for employees, with each manager asking for their work to
be prioritised.
҉ Failure to keep employees informed about significant changes to the business,
causing them uncertainty about their future.
҉ A poor physical working environment, eg excessive heat, cold or noise, inadequate
lighting, uncomfortable seating, malfunctioning equipment, etc.

Work-related Stressors
What is Work-related Stress?
Work-related stress is the response people may have when presented with work demands
and pressures that are not matched to their knowledge and abilities and which challenge
their ability to cope.
Stress occurs in a wide range of work circumstances but is often made worse when
employees feel they have little support from supervisors and colleagues, as well as
little control over work processes.
There is often confusion between pressure or challenge and stress and sometimes it is
used to excuse bad management practice.
Pressure at the workplace is unavoidable due to the demands of the contemporary work
environment. Pressure perceived as acceptable by an individual, may even keep workers
alert, motivated, able to work and learn, depending on the available resources and
personal characteristics. However, when that pressure becomes excessive or otherwise
unmanageable it leads to stress. Stress can damage an employees' health and the business
performance.
Work-related stress can be caused by poor work organization (the way we design jobs and
work systems, and the way we manage them), by poor work design (for example, lack of
control over work processes), poor management, unsatisfactory working conditions, and
lack of support from colleagues and supervisors.
Research findings show that the most stressful type of work is that which values
excessive demands and pressures that are not matched to workers’ knowledge and abilities,
where there is little opportunity to exercise any choice or control, and where there is
little support from others.
Employees are less likely to experience work-related stress when - demands and pressures
of work are matched to their knowledge and abilities - control can be exercised over
their work and the way they do it - support is received from supervisors and colleagues -
participation in decisions that concern their jobs is provided.
Some of Work-related Stressors:
Overload
This is the extent to which individuals feel that the demands of their workload and the
associated time pressures are a source of pressure, for example:
≤ᶱᴥᶱ≥ unrealistic deadlines and expectations, often as a result of super achievement
by the most talented
≤ᶱᴥᶱ≥ technology overload
≤ᶱᴥᶱ≥ unmanageable workloads
≤ᶱᴥᶱ≥ under recruitment of staff for work already timetabled
Control
The experience of pressure is strongly linked to perceptions of control. Lack of
influence and consultation in the way in which work is organized and performed can be a
potential source of pressure, for example:
≤ᶱᴥᶱ≥ lack of control over aspects of the job
≤ᶱᴥᶱ≥ lack of involvement in decision making
≤ᶱᴥᶱ≥ account not taken of staff ideas/suggestions about the job
≤ᶱᴥᶱ≥ lack of influence over performance targets
≤ᶱᴥᶱ≥ lack of time
Work relationships
Many jobs demand regular contact with other people at work. Poor or unsupportive
relationships with colleagues and/or supervisors can be a potential source of pressure.
In addition, pressure can occur if individuals feel isolated or unfairly treated.
Poor work relationships can be a result of:
≤ᶱᴥᶱ≥ aggressive management style
≤ᶱᴥᶱ≥ lack of support from others
≤ᶱᴥᶱ≥ isolation at work
≤ᶱᴥᶱ≥ aversive behavior, e.g. bullying and harassment
≤ᶱᴥᶱ≥ lack of understanding and leadership
≤ᶱᴥᶱ≥ manager forever finding fault
≤ᶱᴥᶱ≥ others not pulling their weight
≤ᶱᴥᶱ≥ others take credit for personal achievements
≤ᶱᴥᶱ≥ poor relationships with colleagues
Job security
This is the extent to which lack of job security and job changes are a source of
pressure, for example:
≤ᶱᴥᶱ≥ job insecurity
≤ᶱᴥᶱ≥ lack of job permanence, e.g. temporary/fixed term contracts
≤ᶱᴥᶱ≥ future job change
≤ᶱᴥᶱ≥ fear of skill redundancy
Work-life balance
The demands of work have the potential to spill over and affect personal and home life
and so put a strain on relationships outside work, for example:
≤ᶱᴥᶱ≥ long hours: being expected to or having to work additional hours at home to
the detriment of personal, partner and family relationships
≤ᶱᴥᶱ≥ over-demanding and inflexible work schedules
≤ᶱᴥᶱ≥ unsocial hours
≤ᶱᴥᶱ≥ excessive travel time
≤ᶱᴥᶱ≥ work interfering with home/personal life
Resources and communication
To perform a job effectively, individuals need to feel that they have appropriate
training, equipment and resources. They also need to feel that they are adequately
informed and that they are valued. Stress may result from lack of:
≤ᶱᴥᶱ≥ information about what is going on in the organization
≤ᶱᴥᶱ≥ feedback on performance
≤ᶱᴥᶱ≥ adequate training to do the job
≤ᶱᴥᶱ≥ equipment/resources to do the job
Pays and benefits
The financial rewards associated with a job are important in terms of lifestyle. They are
also often perceived to be an indication of an individual's worth and value to the
organization. Although financial reward may not be a prime motivator, it could become a
factor if there are other negative aspects of the job.
Aspects of the job
These are potential sources of stress that relate to the fundamental nature of the job
itself. Factors such as the physical working conditions, type of tasks and the amount of
satisfaction derived from the job.
≤ᶱᴥᶱ≥ job is unlikely to change in the next 5–10 years
≤ᶱᴥᶱ≥ poor physical working conditions
≤ᶱᴥᶱ≥ fear of physical violence
≤ᶱᴥᶱ≥ work performance closely monitored
≤ᶱᴥᶱ≥ organization changes for change's sake
≤ᶱᴥᶱ≥ dull and repetitive work
≤ᶱᴥᶱ≥ dealing with difficult customers/clients
≤ᶱᴥᶱ≥ lack of enjoyment of job

Non-Work Factors and Stress: Life Stressors


People have very different ideas with respect to their definition of stress. Probably the
most common is, “physical, mental, or emotional strain or tension”. Another popular
definition of stress is, “a condition or feeling experienced when a person perceives that
demands exceed the personal and social resources the individual is able to mobilize.”
Most people consider the definition of stress to be something that causes distress.
However, stress is not always harmful since increased stress results in increased
productivity. A definition of stress should also embrace this type of healthy stress,
which is usually ignored when you ask someone about their definition of stress.
Any definition of stress should also include good stress, or eustress. For example,
winning a race or election is just as stressful as losing, or more so. A passionate kiss
and contemplating what might follow is stressful, but hardly the same as having root
canal work. Any definition of stress should similarly explain the difference between
eustress and distress.
The definition of stress for most people tends to focus on the negative feelings and
emotions it produces. Almost every definition of stress also discusses certain resultant
physical, physiological or biochemical responses that are experienced or observed. A very
comprehensive definition of stress that includes these and more is the biopsychosocial
model, which, as it name suggests, has three components. This definition of stress
distinguishes between an external element, another that is internal, as well as a third
that represents the interaction between these two factors.
In the biopsychosocial definition of stress, the external component is made up of
elements in the external environment. The internal component in this definition of stress
consists of physiological and biochemical factors in the internal environment or body.
The interaction between these two components in this definition of stress represents the
cognitive processes that result from the interaction between external and internal
components. Some of the physical reactions experienced during stress include
hypertension, headaches, gastrointestinal and skin complaints, etc. Any definition of
stress that does include these potentially dangerous physical responses is incomplete.
A definition of stress that does not refer to the role of the hypothalamic-pituitary-
adrenal axis or stimulation of the sympathetic nervous system and adrenalin secretion in
the “fight or flight” response should also be considered to be a deficient definition of
stress. Since stress is such a subjective phenomenon that differs for each of us, there
really is no satisfactory definition of stress that all scientists agree on. The original
definition of stress by Hans Selye, who coined the term as it is presently used, was,
“the non-specific response of the body to any demand for change”. This definition of
stress was confusing when Selye’s experimental animal results were extrapolated to humans
and stress became a buzzword. For some, the definition of stress was something external,
like a bad boss, for others the definition of stress referred to chest or stomach pain or
some other disturbing reaction you experienced, but the definition of stress could also
be the end result of these responses such as a heart attack or peptic ulcer. Selye
subsequently had to create a new word, stressor, to distinguish between stimulus and
response. He struggled unsuccessfully to find a satisfactory definition of stress and in
his later years suggested that the best definition of stress was “the rate of wear and
tear on the body”. He was also unaware that the definition of stress in physics that had
been in use for several centuries was the degree of distortion in a malleable metal when
it was subjected to an external load. Thus, his original definition of stress was really
a description of strain.
Acute Stress
≤ᶱᴥᶱ≥ Fight or flight. The body prepares to defend itself. It takes about 90
minutes for the metabolism to return to normal when the response is over.
Chronic Stress
≤ᶱᴥᶱ≥ The cost of daily living: bills, kids, jobs…This is the stress we tend to
ignore or push down. Left uncontrolled this stress affects your health- your body and
your immune system.
Eustress
≤ᶱᴥᶱ≥ Stress in daily life that has positive connotations such as:
≤ᶱᴥᶱ≥ Marriage
≤ᶱᴥᶱ≥ Promotion
≤ᶱᴥᶱ≥ Baby
≤ᶱᴥᶱ≥ Winning Money
≤ᶱᴥᶱ≥ New Friends
≤ᶱᴥᶱ≥ Graduation
Distress
≤ᶱᴥᶱ≥ Stress in daily life that has negative connotations such as:
≤ᶱᴥᶱ≥ Divorce
≤ᶱᴥᶱ≥ Punishment
≤ᶱᴥᶱ≥ Injury
≤ᶱᴥᶱ≥ Negative feelings
≤ᶱᴥᶱ≥ Financial Problems
≤ᶱᴥᶱ≥ Work Difficulties
Comment:
According to my research about our topic within the group; Occupational stress is an
increasingly significant economic and social. Management of workplace stress injury is
therefore a priority, requiring integration of effective occupational rehabilitation
systems to prevent and mitigate this condition at an organizational level. Organizational
strategies to prevent occupational stress are quite simple; they involve the creation of
a suitable working environment in terms of employment characteristics, labor relations,
organizational structure and achievement of a healthy organizational culture. This
research review and describes the specific issues associated with occupational stress in
such workplaces. The other issues were contributed to stress and create barriers to
rehabilitation within the workplace. Understanding organizational policies determined
relief on the part of workers, relaxation, in other words, reduction of occupational
stress. Radical changes without notifying the employees can lead to extremely stressful
situations. Therefore, they must be preceded by previous mature thinking, and by a clear
understanding of the reasons behind the decision of the organization. Organizing personal
space is another important activity in the struggle with professional stress.
Recommendations for prevention in occupational stress in organizations are provided, with
a focus on developing and maintaining effective productivity and rehabilitation processes
within the employees. Although the role of the organization in eliminating stress is very
important, successful action will be limited unless individuals mobilize in this
direction, by taking a series of personal measures. These should be: understanding
company policies, organization of personal work space, optimal peer relationships, proper
communication, inner balance, periods of physical and mental relaxation, anti-stress
activities during leisure time, observing colleagues or subordinates’ stress and getting
involved in solving it. There are given work-related places that were survey-based and
also proven according to most workplaces. This research tells or adds another definition
in out topics that will make our reports more effective and easy to understand.
REFERENCE
https://en.wikipedia.org/wiki/Occupational_stress
http://workplaceinsight.net/work-and-poor-management-biggest-cause-of-stress/
https://en.wikipedia.org/wiki/Stressor
https://www.nibusinessinfo.co.uk/content/common-causes-stress-work
http://www.admin.cam.ac.uk/offices/hr/policy/stress/causes.html
http://www.stress.org/daily-life/

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