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[Stress-Eustress-Distress]
Gamini Hettiarachchi,
B.Sc(Ind.Mgt), MCS, MIDPM(UK), PgD (HRM), MBA(Reading)
Management Consultant / Human Capital Developer / Validated Learning Facilitator / Executive Coach
Office: No 1, Sunandarama Road, Kalubowila, Dehiwala, Colombo South, Sri Lanka
Residence: No 461/458. “Lake Front”, City of Life, Kahathuduwa, Sri Lanka
072 5280654 / 011 5724676 gamini60002@gmail.com : Skype : gaminih.s4s
Managing Stress
Compiled by Gamini Hettiarachchi
Stress
When life is busy, or all energy is focused on a special project, it's all too easy to find "off
balance," not paying enough attention to important areas of the life. While you need to have
drive and focus if you're going to get things done, taking this too far can lead to frustration
and intense stress.
A lot of research has been conducted into stress over the last
hundred years. Some of the theories behind it are now settled and
accepted; others are still being researched and debated. During
this time, there seems to have been something approaching open
warfare between competing theories and definitions: Views have
been passionately held and aggressively defended.
What complicates this is that intuitively we all feel that we know what stress is, as it is
something we have all experienced. A definition should therefore be obvious... except that it
is not.
Definitions
Hans Selye was one of the founding fathers of stress research.
His view in 1956 was that "stress is not necessarily something
bad – it all depends on how you take it. The stress of
exhilarating, creative successful work is beneficial, while that
of failure, humiliation or infection is detrimental." Selye
believed that the biochemical effects of stress would be
experienced irrespective of whether the situation was positive
or negative.
Since then, a great deal of further research has been conducted, and ideas have moved on.
Stress is now viewed as a "bad thing", with a range of harmful biochemical and long-term
effects. These effects have rarely been observed in positive situations.
The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is
that 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." In short, it's
what we feel when we think we've lost control of events.
Fight-or-Flight
Some of the early research on stress (conducted by Walter
Cannon) established the existence of the well-known "fight-or-
flight" response. His work showed that when an organism
experiences a shock or perceives a threat, it quickly releases
hormones that help it to survive.
Not only life-threatening events trigger this reaction: We experience it almost any time we
come across something unexpected or something that frustrates our goals. When the threat is
small, our response is small and we often do not notice it among the many other distractions
of a stressful situation.
There are very few situations in modern working life where this response is useful. Most
situations benefit from a calm, rational, controlled and socially sensitive approach. In the
short term, we need to keep this fight-or-flight response under control to be effective in our
jobs. In the long term we need to keep it under control to avoid problems of poor health and
burnout.
2. Stretch
3. Relax
Because our eyes are open most of the day, staring at people,
paper, an instrument, or a computer screen, we need to rest
them. "Start by turning away from your computer or other
work," says Permuth-Levine. "Rub the palms of your hands
together vigorously until you create some heat. Close your eyes
and gently place your cupped hands over your eyes. Take 10
slow, deliberate breaths in and out and relax. Repeat as often as
needed throughout the day," she says.
4. Play music ….
Tune in, "but not to just any old music. Choose tunes that you really enjoy and you associate
with positive feelings," Permuth-Levine says, then listen as you work. Music with a moderate
or slow tempo makes it easier to relax. "Fast and frenetic music might have the opposite
effect you want, making you rushed and harried." Listening to music doesn't work for
everyone; music commands some people's attention, distracting them from their work. For
those people, music at work can be a source of stress and not a stress reliever.
Does your co-worker like last-minute deadlines and working under pressure, but you like to
plan ahead and have everything finished early? You can do things your co-worker's way (and
end up stressed) – or you can recognize what you need to be effective, and then ask for it.
This is called managing your boundaries. It's an assertive and responsible way to make sure
others respect your needs, while you respect theirs. By taking the time to understand and map
your boundaries, you will.
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.
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, both verbally and officially,
through schemes such as Employee of the Month. Provide opportunities for career
development. Promote an “entrepreneurial” work climate that gives employees more control
over their work.
Designation : …………………………………………………………………….
Date :…………………………………….
In 1967, psychiatrists Thomas Holmes and Richard Rahe decided to study whether or not
stress contributes to illness. They surveyed more than 5,000 medical patients and asked them
to say whether they had experience any of a series of 43 life events in the previous two years.
Each event, called a Life Change Unit (LCU), had a different "weight" for stress. The more
events the patient added up, the higher the score. The higher the score, and the larger the
weight of each event, the more likely the patient was to become ill.
To score your stress levels, simply check the box in the right hand column next to all the
events that have happened to you in the last year.
2 Divorce 73
3 Marital separation 65
4 Jail term 63
7 Marriage 50
8 Fired at work 47
9 Marital reconciliation 45
10 Retirement 45
12 Pregnancy 40
13 Sex difficulties 39
32 Change in residence 20
33 Change in school/college 20
34 Change in recreation 19
41 Vacation 13
42 Christmas 12
Your Total 0
Note: If you experienced the same event more than once, then to gain a more accurate total,
add the score again for each extra occurrence of the event.
Score Interpretation
Score Comment
300+ You have a high or very high risk of becoming ill in the near future.
150-299 You have a moderate to high chance of becoming ill in the near future.
You have only a low to moderate chance of becoming ill in the near
<150
future.
This study material may be used or reproduced in any manner for academic purposes
without permission.
Acknowledgement
Like most academic compilations and study material reflects ideas of many academicians,
practitioners who have contributed to the development of subject areas covered. We
appreciate all such contributions.
Compiled by
Gamini Hettiarachchi,
B.Sc(Ind.Mgt), MCS, MIDPM(UK), PgD (HRM), MBA(Reading)
Management Consultant / Human Capital Developer / Validated Learning Facilitator / Executive Coach
Office: No 1, Sunandarama Road, Kalubowila, Dehiwala, Colombo South, Sri Lanka
Residence: No 461/458. “Lake Front”, City of Life, Kahathuduwa, Sri Lanka
072 5280654 / 011 5724676 gamini60002@gmail.com : Skype : gaminih.s4s