Stress Models

Shailendra Singh, Ph.D. IIM Lucknow

 "Stress, like Einstein's theory of relativity, is a scientific concept which has suffered from the mixed blessing of being too well known and too little understood." (Dr Hans Selye)

Daily Hassles
Misplacing keys Arguments Traffic jams Time pressures Lack of sleep Fear of Crime Shopping Bureaucracy Waiting Loneliness Queuing Pollution Gossip Relatives

 Excess noise Inconsiderate people Difficult neighbours Car breakdown Meal Preparation Job dissatisfaction Office Politics Problems with children

Internal Stressors
Beliefs Expectations Locus of control Low assertion Low self esteem Perception Perfectionism Personality

Stimulus Approach to Stress

STRESS

STRAIN

EXCESSIVE STRESS

COLLAPSE/PERMAN ENT DAMAGE

Stress Dimensions
Demands Control Support Relationship Role Change

Stress

Demands
Includes issues like workload, work patterns and the work environment The standard is that: employees indicate that they are able to cope with the demands of their jobs; and systems are in place locally to respond to any individual concerns.

Stress

Demands
What should be happening/states to be achieved: the organisation provides employees with adequate and achievable demands in relation to the agreed hours of work; peoples skills and abilities are matched to the job demands; jobs are designed to be within the capabilities of employees; and employees concerns about their work environment are addressed

Control

Control
How much say the person has in the way they do their work The standard is that: employees indicate that they are able to have a say about the way they do their work; and systems are in place locally to respond to any individual concerns.

Control

Control
What should be happening/states to be achieved: where possible, employees have control over their pace of work; employees are encouraged to use their skills and initiative to do their work; where possible, employees are encouraged to develop new skills to help them undertake new and challenging pieces of work; the organisation encourages employees to develop their skills; employees have a say over when breaks can be taken; and employees are consulted over their work patterns.

Support

Support
Includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues The standard is that: employees indicate that they receive adequate information and support from their colleagues and superiors; and systems are in place locally to respond to any individual concerns. feedback.

Support

Support
What should be happening/states to be achieved: the organisation has policies and procedures to adequately support employees; systems are in place to enable and encourage managers to support their staff; systems are in place to enable and encourage employees to support their colleagues; employees know what support is available and how and when to access it; employees know how to access the required resources to do their job; and employees receive regular and constructive feedback.

Relationship

Relationships
Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour The standard is that: employees indicate that they are not subjected to unacceptable behaviours, eg bullying at work; and systems are in place locally to respond to any individual concerns.

Relationship
What should be happening/states to be achieved: the organisation promotes positive behaviours at work to avoid conflict and ensure fairness; employees share information relevant to their work; the organisation has agreed policies and procedures to prevent or resolve unacceptable behaviour; systems are in place to enable and encourage managers to deal with unacceptable behaviour; and systems are in place to enable and encourage employees to report unacceptable behaviour.

Role

Role
Whether people understand their role within the organisation and whether the organisation ensures that the person does not have conflicting roles The standard is that: employees indicate that they understand their role and responsibilities; and systems are in place locally to respond to any individual concerns.

Role
What should be happening/states to be achieved: the organisation ensures that, as far as possible,the different requirements it places upon employees are compatible; the organisation provides information to enable employees to understand their role and responsibilities; the organisation ensures that, as far as possible, the requirements it places upon employees are clear; and systems are in place to enable employees to raise concerns about any uncertainties or conflicts they have in their role and responsibilities.

Change

Change
How organisational change (large or small) is managed and communicated in the organisation The standard is that: employees indicate that the organisation engages them frequently when undergoing an organisational change; and systems are in place locally to respond to any individual concerns.

Change
What should be happening/states to be achieved: the organisation provides employees with timely information to enable them to understand the reasons for proposed changes; the organisation ensures adequate employee consultation on changes and provides opportunities for employees to influence proposals

employees are aware of the probable impact of any changes to their jobs. If necessary, employees are given training to support any changes in their jobs; employees are aware of timetables for changes; employees have access to relevant support during changes.

WHO Classification of Stressors

Emotional Family Social Change Chemical Work Decision Commuting Phobic Physical Disease Pain Environmental

Job Stress Categories

Lack of group Cohesiveness Role conflict Role ambiguity Role overload Experience of inequity Lack leadership support Job difficulty Constraints of change Job requirement capability mismatch Inadequacy of role authority

Stress Defined

Stress is a persons adaptive response to a stimulus that places excessive psychological or physical demands on that person.

The General Adaptation Syndrome

Slide 1 of 4

The General Adaptation Syndrome, or GAS, describes three stages of the stress process:
Stage 1: Alarm Stage 2: Resistance Stage 3: Exhaustion

The General Adaptation Syndrome

Slide 1 of 4

Normal resistance level

A. The Alarm Reaction B. The Stage of Resistance C. The Stage of Exhaustion

The General Adaptation Syndrome

Slide 2 of 4

Stage 1: Alarm
Alarm occurs when a person first encounters a stressor. At this point, the person may feel some degree of panic and begin to wonder how to cope. In most cases, the individual gathers his or her strength and begins to resist the negative effects of the stressor.

The General Adaptation Syndrome

Slide 3 of 4

Stage 2: Resistance
Often, the resistance phase ends the GAS. On the other hand, prolonged exposure to a stressor without resolution may bring on step 3 of the GAS: exhaustion.

The General Adaptation Syndrome

Slide 4 of 4

Stage 3: Exhaustion
At this stage, the person literally gives up and can no longer fight the stressor. For example, a manager under extreme stress to finish a report may fall asleep at his or her desk and fail to finish the report.

Distress and Eustress

Eustress
The pleasurable stress that accompanies positive events. For example, a person may receive a Rs25,000 bonus and experience stress

Distress
deciding how to spend the money. The unpleasant stress that accompanies negative events.

Response Approach to Stress

Physiological Reactions
STRESSORS

STRESS
Psychological Reactions

The Interactional Approach to Stress

Demand/Potential Stressors

Capacity to meet demands

Appraisal Imbalance=STRESS Stress Response Physiological Response Psychological Response

Definition of Stress

Stress is the physiological and psychological reaction which occurs when people perceive an imbalance between the level of demand placed upon them , and their capability to meet those demands

Stress - Performance Relationship

P P

STRESS

STRESS

STRESS

Stress in Decision Making

Stress= f( Uncertainty X Importance X Duration)

Stress in Work Demand Situation

Stress= f( I Resources Demand I X Importance of Meeting vs. Not Meeting the Demand X Duration) Stress is additive

Stress Reactions
Stored sugar and fats pour into the blood to provide fuel for quick energy The breath rates shoots up, providing more oxygen Red blood cells flood the blood stream, carrying more oxygen to the muscles and brain The heart speeds up and BP soars ensuring sufficient blood supply in needed areas Blood clotting mechanism are activated to protect against injury, muscles tense in preparation of strenous action Digestion ceases, so that blood may diverted to muscle and brain

Stress Reactions

Perspiration and sliva increase Triggered by Pituitary gland , the endocrine systems steps up hormone production

Bowel and bladder muscles loosen

Cortisone pours into system, as do hormones epinephrin and norepinephrin

The pupils dilate, allowing more light to enter, all senses are heightened

What Is A Critical Incident?

Any situation that results in an overwhelming sense of vulnerability or loss of control. (Roger Solomon, Ph.D.) Any situation faced by emergency service personnel that causes them to experience unusually strong emotional reactions which have the potential to interfere with their ability to function either at the scene or later. (Jeff Mitchell, Ph.D.) Critical Incidents Are sudden and unexpected! Disrupt our sense of control! Involve the perception of a life - damaging threat. May involve emotional or physical loss!

Here are some of the signs and symptoms of stress: Physical

Fatigue Vomiting Nausea Chest Pain Twitches Dizziness Black Outs

Muscle Tremors Grinding of Teeth Profuse Sweating Rapid Heart Rate Difficulty Breathing Diarrhea Headaches

Stress Symptoms
Emotional
Anxiety Guilt Fear Denial Irritability Severe Panic Uncertainty Depression Anger Bad Thoughts

Behavioral
Withdrawal Suspicion Emotional Outbursts Inability to Rest Anti-Social Acts Change in Activity Substance Abuse

Stress Management
1. Doing something about the causes of stress. 2. Altering our thinking to a more stress resistant style of thinking. 3. Using cushioning techniques to protect us from the stressors that we cant change; techniques such as relaxation, exercise, regular sleep, regular breaks, etc.

STRATEGIES FOR THRIVING ON STRESS

PHYSICAL WELL-BEING EMOTION 5. Diet,Rest, Exercise

1. Releasing Emotions
2. Emotional Distance 3. Emotional Support

6. Balanced Body
7. Relaxation

4. Emotional Control

Strategies for Managing Stress

MIND, SPIRIT 8. Positive Stance 9. Realistic Expectations 10. Self Management& Meditation

Support Circle

ME

A WORD TO WORKAHOLICS
Understand that rest is not spare time. It must be scheduled regularly. Give your relationship to God first priority in your life. Periodically review why you do what you do. Try to simplify your material life Simplify your non-work life.

13 Signs of Burn Out

1. Chronic fatigue - exhaustion, tiredness, a sense of being physically run down 2. Anger at those making demands 3. Self-criticism for putting up with the demands 4. Cynicism, negativity, and irritability 5. A sense of being besieged 6. Exploding easily at seemingly inconsequential things 7. Frequent headaches and gastrointestinal disturbances 8. Weight loss or gain 9. Sleeplessness and depression 10. Shortness of breath 11. Suspiciousness 12. Feelings of helplessness 13. Increased degree of risk taking

THE SIX R's FOR STRESS MANAGEMENT

RESPONSIBILITY
You are in control Establish priorities Keep it simple

REFLECTION
Know your stress triggers Be aware of stress symptoms Check your balance in life RELAXATION Do something good for yourself Schedule "worry time" Schedule time out

THE SIX R's FOR STRESS MANAGEMENT

RELATIONSHIPS
Maintain supportive relationships Manage your relationships Improve your relationships with yourself

REFUELING
Eat a balanced diet with high fiber, low cholesterol Be aware of poisons: caffeine, fats, nicotine, fast food Drink lots of water

RECREATION
Laugh and love Learn how to have fun with your family Enjoy your life and treat others the way you want to be treated

Wife as a Resource
An officer cannot function adequately at work if he or she faces chronic stress at home. Every officer at some point in their career will find him or herself in a period of excessive stress which could adversely affect his or her career and family life. Wives of police officers can be trained to see early warning signals of their husband's periods of excessive stress and can learn techniques of reducing the consequent patterns of irrational behavior before job performance becomes affected. Wives often feel alienated from their husband's careers; and as a result, develop strong antagonisms toward the police department, which further aggravates the marriage relationship.

Stress Busters
1)Take time to meditate and pray. Beginning this way provides a foundation for the rest of the day. 2) Live in the present moment. Anxiety increases when we brood about a past event or fret about a future obligation. 3) Approach a stressful event with a positive attitude and it will boost your energy. 4) Remember, you get to make mistakes in life. Don't be so hard on yourself. 5) Give yourself some credit. Each day take a moment to give yourself a pat on the back for all the things that you do.

Stress Busters
6) Take the time each day to create peaceful images in your mind. During your workday, occasionally pause to imagine yourself in a tranquil setting. 7) Change your eating environment. Get out of the office or your patrol car and enjoy your meal in the park. Occasionally eat by yourself in silence. Eat slowly, and enjoy yourself and be thankful for your meal. 8) Observe your breathing. When we are relaxed, our breathing is slow and even. However, when we are anxious or upset, we tend to breathe irregularly. 9) Take a brisk walk. Exercise burns off the excess adrenaline that fuels feelings of anxiety and stress. 10) Practice hospitality. Greet people with a smile; this will make others feel good and in turn, it will give you a deep sense of ease, calm, and peace.

 11) Learn to say say no. 12) Relive a happy memory. In a time of stress look back and remember a pleasant experience or satisfying moment in your life. 13) Settle for good enough.
14) Walk in someone else's shoes. Try to see a conflict or difference of opinion from another person's point of view. 15) Don't bring work problems home or home problems to work. When you pull into the driveway, take a minute to orient yourself to being with your family and entering your home.