february, 2001stress module ii - dr. p. boelens defining stress the balance stress is a stimulus...

February, 2001 Stress Module II - Dr. P. Boelens

Defining stress

The Balance Stress is a stimulus which causes a response

Stimulus can be perceived as positive or negative

The extent of the response is important

We can define stress as:

“A RESPONSE MADE BY PEOPLE TO DEMANDS MADE UPON THEM”.


Brain goes on red alert and prepares body for action

Pupils dilate

Mouth goes dry

Sweating

Muscles tense

Lungs breathe faster

Heart beats fasterBlood pressure rises

Digestion slows

Liver releases glucose

Adrenaline and Noradrenalin released

Sphincters close

FIGHT OR FLIGHT - BODY CHANGES


HeadachesInsomniaDizziness

Blurred vision

Trouble in swallowing

Asthma

Excessive sweating

Chest painHeart and circulationHigh blood pressure

Skin rashesAllergiesBaclache

IndigestionUlcers

Sexual difficulties

Physical Signs of Stress


Stress Means “Distress” Causing Certain Reactions

Physical Reactions Headache Backache Muscle cramp Poor sleep Indigestion

Psychological Reactions Fatigue Anxiety Tension Irritability Depression Boredom Inability to concentrate Feelings of unreality

Low self-esteem


Behavioural Effects Heavy indulgence in

smoking, alcohol, and drugs.

Impulsive emotional behaviour.

Social Effects Poor relationship

with others at home and at work.

Inability to fulfil social and family roles.

Social isolation.

Stress Means “Distress” Causing Certain Reactions


Stress 20th Century Phenomenon??• Stress as a response is not new - but the pressures of urban

life are! The concept of stress and stress related disease is attributable to the rapid changes in our environment.

• The decline of the extended family have added additional stressors to our lives (less support). Loneliness is a powerful stressor.

• Poorly developed social skills become a source of personal stress. Both our perceived status and our real status in society can act as stressors, in particular when expectations can not be met.


Death of spouse 100Divorce 73Marital separation 65Imprisonment 63Death of close family member 63Personal injury or illness 53Marriage 50Dismissal from work 47Marital reconciliation 45Retirement 45Change in health of family member 44Pregnancy 40Sex difficulties 39Gain of new family member 39Business readjustment 39Change in financial state 38Change in number of arguments with spouse 35Major mortgage or loan 32Foreclosure of mortgage of loan 30Change in responsibilities at work 29

Events Scale valueLife Events Inventory


Stress-Inducing Factor at Work

Environmental High levels of noise

Poor lighting

Poor ventilation

Overcrowding

Vibration

Incorrect temperature

Toxic fumes and Chemicals

Badly designed furniture

Open plan offices

Poor maintenance

Poor canteen facilities

Poor childcare facilities


Stress-Inducing Factor at WorkJob Design

Repetitious boring work

Too much/little work

Pace and flow of work

Too much/little supervision

Lack of direction and decision making

Constant sitting

Lack of adequate rest breaks

Working with VDUs or other machinery

Lack of job control

Under-utilisation of skills

Unexpected, unexplained change


Stress-Inducing Factor at Work

Contractual

Low pay Shift work Excessive hours of overtime Flexitime Job insecurity (including temporary /

short-time contracts and redundancy


Stress-Inducing Factor at WorkRelationships

Bad relationships with supervisors/workmate

Sexism/Racism/Ageism (including harassment and discrimination

Customer/Client complaints

Impersonal treatment at work

Lack of communication

Lack of control

Autocratic management styles


Management Style Plays a Key Role in Reducing and Increasing Stress

Autocratic / Low Participation Encourages interpersonal competition Rigid Hierarchy Impersonal Communication Decisions made with little or no consultation Focus on individual achievements Reliance on procedure and rules Few opportunities for creativity


Management Style Plays a Key Role in Reducing and Increasing Stress

Democratic / High Involvement Encourages personal expression

Stresses teamwork

Values creativity

Encourages self-development

Makes joint decisions

Is flexible

Places high value on formal and informal communications


Cost of Stress Absenteeism

Poor business relations

Poor productivity

High staff turn over

Conflicts and non-cooperation

Job dissatisfaction

Frequent accidents


Work-Related Stress

Who Suffers from Stress at Work in PDO


Occupational Health Cases in PDOSI. Type 1999 2000I Infectious and parasitic diseases 7 -V Mental and behavioral disorders (stress) 34 24VII Diseases of the eye 9 4VIII Diseases of the ear 34 18IX Diseases of the circulatory system - -X Diseases of the respiratory system - 1XII Diseases of the skin 9 3XIII Diseases of the musculoskeletal system 56 28XIII Repetitive strain injuries 13 10XIX Injury, poisoning - -

heat stress 2 -XX External causes of morbidity 1 1

TOTAL 165 89


Identified root causes of 34 PDO 'work related stress' cases in 1999 and of 24 cases in 2000

Number of cases per job groupSTRESS CASES PER JOB-GROUP

Cases in 1999

Cases in 2000

Job Group 2 1 4

Job Group 3 3 5

Job Group 4 13 4

Job Group 5 3 2

Job Group 6 2 2

Job Group 7 2 3

Job Group 8 5 2

Job Group > 8 5 2

Total 34 24


Identified Cases of Work Related Stress of PDO employees in 1999.

Age Group Cases TROIF

26 - 30 9 5.5

31 - 35 5 3.4

36 - 40 4 2.4

41 - 45 5 3.3

46 - 50 5 3.8

51 - 55 5 9.2

56 - 60 1 4.6TOTAL 34 3.9

Number of Cases per Age Group and TROIF per Age Group (Illness Specific)


What Do We Know of

Stressors in PDO


Identified root causes of 34 PDO 'work related stress' cases in 1999 and of 24 cases in 2000

STRESS ROOT CAUSES 1999 2000A. Intrinsic FactorsWork overload 15 11Mental/physical danger 2 1B. RoleJob content 1 1Responsibilities 1 1C. CareerJob recognition/future 3 4D. RelationshipSupervisor 3 5Colleagues 2 -E. OrganizationShell VS exercise 4 -Omanisation (redundancies) 2 -Conflict of contract(s)/ Transfer of staff 1 1Total 34 24


Overview of Responses to 19 Potential StressorsNo. KF Potential Stressors PDO

N=286Ref.N=700

Diff.

01 A Is your work well organised ? 29.6 % 24.1 % + 23%02 A Are the contents of your work open for

discussion ?10.8 % 12.5 % - 16%

03 A Are you often disturbed by unexpectedsituations ?

75.5 % 44.3 % + 70%

04 A Are you often troubled by shortcomings in thework of others ?

77.3 % 29.5 % +162%

05 A Does absence of others often interfere withyour work?

54.9 % 21.2 % +159%

06 D Is there a good working atmosphere? 18.2 % 11.8 % + 54%07 D Are you often annoyed by others? 42.0 % 17.0 % 147%08 A Is daily supervision adequate? 19.2 % 23.8 % - 19%09 D Does your line-manager have a clear view of

the work you are doing?26.2 % 32.5 % - 19%

10 D Does your line-manager listen to your viewsand act on them?

18.7 % 28.2 % - 34%


Overview of Responses to 19 Potential Stressors

No. KF Potential Stressors PDON=286

Ref.N=700

Diff.

11 A Do you feel you are sufficiently trained foryour job?

16.4 % 5.0 % +228%

12 A Is variation in your work sufficient? 14.7 % 10.8 % + 36%13 B Is your work engaging? 7.3 % 21.8 % - 67%14 B Do you enjoy your work? 10.5 % 9.4 % - 12%15 B Is your work too simple? 12.2 % 13.5 % - 10%16 B Does your work interfere with your private

life?68.2 % -- --

17 C Do you feel your work for the company is

sufficiently appreciated?

61.1 % 40.9 % + 49%

18 C Do you consider your remunerationsatisfactory for the work you do?

69.6 % 30.1 % +131%

19 C Do you have good prospects within thecompany?

45.1 % 66.0 % - 37%


Stress Survey 2000The important identified significant stressors are;

unexpected situations’, ‘shortcomings in work of others’, ‘absence of others’, ‘working atmosphere’, ‘annoyance by others’,’ not being sufficiently trained’, ‘appreciation of work done’ ‘unsatisfactory remuneration’


Management Role &

Practical Actions to

Manage Stress


Role of Line Manager and Supervisor

Understand the human stress response (Module I)

Identify stressors

Eliminate and /or control stressors


Practical Action to Manage StressPractical Action

Accept that stress exists

Watch for signs of stress

Bring in practical help or refer

Being willing to listen and to counsel

Identify the stressors, reduce them

Be aware of your personal stress

Avoid sharing your stress


Practical Action to Manage Stress

No hasty judgments

Show genuine and sincere interest

Let the speaker talk, try not to interrupt

Seek the meaning of specific words

Give feedback

Avoid any showing of emotion

Asks questions for clarification

Listening means Attention, Learning and UnderstandingIt is More than Hearing!!!


Practical Action to Manage StressCounselling

Be pro-active, don’t wait for the real distress

Show empathy (listening)

Problem solving approach, don’t dictate solutions

Encourage people to develop their own solutions

Don’t become over-involved

Respect confidence

Beyond your scope -advise referral- , but stay interested



Be Aware of Being a Stressor Yourself !!

Directing Work, Set reasonable targets, Assist staff in time management

Being critical, Constructive approach (A&D)

Managing change


Practical Action to Manage StressThe Best Advices to Reduce Stress I

Recognize potential stressors environment

Treat symptoms of stress like any other unwelcome information.

Concentrate on what to do

Always be under-committed, reserve time for the unexpected.

Only promise what you can deliver



The Best Advices to Reduce Stress I

Situation uncontrollable; break it up before it becomes a crisis.

Never get ‘locked in’ disagreement spirals. Better accept you cannot win.

If you ‘stretch’ others , do so knowingly and anticipate the consequences.

Take opportunity to behave rewardingly.


Different people will find Different ways to cope with stress

Reduce / Avoid Stress.

Training to Meet Stressors.

Developing Resilience.


Think Positive

If we adopt a negative attitude we are much more likely to suffer than if we retain a sense of faith in our own coping ability.

Taking positive action means you DO have a control about your destiny, you can fight back.

Regaining objectivity is the key to positive thought and action


Relaxation and breathing control

Express your emotions to mitigate stress (laughing, crying)

Control your anger (discharge anger as quickly as possible -work out etc)

Increase your physical fitness

Choose sensible diet

Get advice from professionals

More Stress Coping Techniques


Haz-ID

Title: Toolpusher under stress

Ref: 06-10-01-Deutag

If it’s not Safe, STOP THE JOB

ZZzzzzz

february, 2001stress module ii - dr. p. boelens defining stress the balance stress is a stimulus...

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