3. 3
STRESSSTRESS
If your company employs 100 employees then stress costs
the company $ 647 per day.
Source: Dr. Vernon Coleman Stress Management
4. 4
STRESSSTRESS
In an average lifetime the average employee loses one and
a half years from work because of stress-induced illness.
Source: Dr. Vernon Coleman Stress Management
5. 5
STRESSSTRESS
Experts in many different areas of medicine estimate that
90% and 95% of all illnesses can be blamed totally or
mainly on psychological forces.
Source: Dr. Vernon Coleman Stress Management
6. 6
STRESSSTRESS
Has an effect on industrial efficiency and corporate
profits in a number of ways.
Source: Dr. Vernon Coleman Stress Management
7. 7
STRESSSTRESS
5% to 10 % of company’s wages bill is paid to people who
aren’t working but who are at home, in hospital or
convalescing.
Source: Dr. Vernon Coleman Stress Management
8. 8
STRESSSTRESS
Company directors or senior management are seven times
as likely as clerical staff to have a heart attack, 5 times as
likely to have duodenal ulcers, 7 times likely to commit
suicide and nearly 20 times as likely to have a stroke.
Source: Dr. Vernon Coleman Stress Management
9. 9
STRESSSTRESS
Most pressure today is abstract and not real. It is not
what is really happening around us that produces a
reaction. It is what we suspect might be happening. It is
what we think is likely to happen. It is what we imagine.
The damage is done through our brain.
10. 10
THE MINDTHE MIND
Scientists have proven that the mind exerts most of its
power through the medium of imagination.
There is proven link between the well being of the body
and the way the mind uses its faculty of imagination.
Our bodies are affected by what we think had happened,
is happening or is likely to happen.
11. 11
THE MINDTHE MIND
If the imagination can have such a powerful effect, its
strength as a healing power must surely match its
damaging potential.
12. 12
STRESSSTRESS
Is the wear and tear on a person’s physical and mental states.
Stress = Force + Resistance
Force = any adaptive demand made on an individual
Resistance = the tendency of the individual to resist change
13. 13
BURN OUTBURN OUT
With increasing stress, coping skills begin to deteriorate.
As coping skills deteriorate, vulnerability to stress
multiplies and a vicious cycle ensues. It can result in
failing mental and physical health and premature death.
14. 14
SYMPTOMS OF BURN OUTSYMPTOMS OF BURN OUT
Depression
Anxiety
Insomnia
Pain in the back
Appetite disturbance
Increased smoking
Increased alcohol
consumption
Abuse of drugs
Increased caffeine intake
15. 15
SHORT TERM STRESSSHORT TERM STRESS
Where stress is low you will find
that your performance is low
because you become bored, lack
concentration and motivation.
Where stress is too high, your
performance can suffer from all
symptoms of short-term stress.
In the middle, at a moderate level
of stress, there is a zone of
optimum performance, If you
can keep yourself in this zone,
then you will be sufficiently
aroused to perform well while
not being over-stressed and
unhappy.
P
e
r
f
o
r
m
a
n
c
e
Area
Stress Level
Low stress
boredom
High stress
Anxiousness,
unhappiness
Optimum Stress
of
optimum
performance
16. 16
THE EFFECT OF LONG-TERMTHE EFFECT OF LONG-TERM
SUSTAINED STRESS ONSUSTAINED STRESS ON
PERFORMANCEPERFORMANCE
During the first phase you will face
challenges with plenty of energy.
Your response will probably be
positive and effective.
After a period of time you may begin
to feel seriously tired. You may start
to feel anxious, frustrated and upset.
The quality of your work may begin
to suffer.
As high stress continues you may
begin to feel a sense of failure and
may be ill more frequently. You may
also start to feel exploited by your
organisation. At this stage you may
start to distance yourself from your
employer, perhaps start to look for a
new job.
If high levels of stress continue
without relief you may ultimately
experience depression, burnout,
nervous breakdown, or some other
form of serious stress related illness.
P
e
r
f
o
r
m
a
n
c
e
Time at high stress
Intended performance
healthy tension
fatigue
exhaustion
ill health
breakdown
Actual performance
17. 17
BENEFITS OF STRESS MANGEMENT -BENEFITS OF STRESS MANGEMENT -
FOR THE ORGANISATIONFOR THE ORGANISATION
Reduced turnover (loss of valuable employees costs a
great deal of time and money to replace).
Reduced sick leave, workers compensation and medical
costs.
Increased morale and decreased conflict, dissatisfaction.
Enhanced performance, reduced errors, mistakes,
accidents.
18. 18
THE PEP (Peak EfficiencyTHE PEP (Peak Efficiency
Performance) ZONEPerformance) ZONE
The size of this zone varies from person to person.
Stress occurring outside this zone is distress and this is
the harmful stress.
The objective of true stress management is to keep
stresses in your life within this zone. This prevents it
from becoming “distress”.
Dealing with the symptoms is not stress management.
Preventing distress is stress management.
19. 19
THE CONCEPTS OF STRESS IN
PHYSIOLOGICAL TERMS DESCRIBING
AROUSAL.
Excitement = Emotional reaction which elevates cognitive
and physiological activity levels.
Stimuli = Demands upon the system for physical or
cognitive productivity.
21. 21
KINDS OF STRESSKINDS OF STRESS
Eustress = Positive exhilarating challenging experiences
of success followed by higher expectations.
Distress = Disappointment, failure, threat, embarrassment
and other negative experiences.
22. 22
Stress Reduction = eliminating the source of stress making
changes, taking action.
Stress Management = coping, recovery, re-interpretation,
reframing cognitive restructuring.
DIFFERENCE BETWEEN STRESSDIFFERENCE BETWEEN STRESS
MANAGEMENT AND STRESS REDUCTIONMANAGEMENT AND STRESS REDUCTION
23. 23
STRESSSTRESS
Differences
Stress = general concept describing a "load" on the system,
usually external, with humans it is internal.
Stressor = a specific problem, issue, challenge, personal conflict
(External/internal).
Stress Reaction = an individual response to a given stressor
(physiological, behavioural, emotional, cognitive, signs and
symptoms).
Strain = the prolonged impact of a/the stressor on the system
(overload), fatigue, precursor to illness.
24. 24
BENEFITS OF STRESS MANAGEMENTBENEFITS OF STRESS MANAGEMENT
TRAINING - FOR THE INDIVIDUALTRAINING - FOR THE INDIVIDUAL
Learn to recognize and respond to early warning signs of
overload and burnout (headache and fatigue).
Learn new models of effective stress management and pick
those right for you ( lifestyle, symptoms).
Become aware of the immediate physical signs of stress (cold,
sweaty hands, nervous/tense).
25. 25
BENEFITS OF STRESS MANAGEMENTBENEFITS OF STRESS MANAGEMENT
TRAINING - FOR THE INDIVIDUALTRAINING - FOR THE INDIVIDUAL
Recognize and respond to emotionally distressing events
in your life(change exposure if possible).
Learn to recognize speech patterns that reflect
"tension"(rapid, accelerating, staccato, couplets).
Develop more efficient and relaxing breathing patterns to
reduce tension (abdominal breathing).
Discover ways to use these warning signs as signals to
change work or leisure circumstances to reduce stressors .
26. 26
The greater the stress, the less likely that individuals can
tolerate "ambiguity".
Under increasing stress, there is a decrease in productive
thoughts and an increase in distracting thoughts.
The greater the stress, the greater the distortion in
perception of threat and poor judgment often occurs.
The greater the fear, frustration and hostility aroused by a
"crisis", the greater the tendency to aggression and escape
behaviours.
DECISION MAKING UNDER STRESS-1DECISION MAKING UNDER STRESS-1
27. 27
DECISION MAKING UNDER STRESS-2DECISION MAKING UNDER STRESS-2
In a stressful situation (whether real or perceived stress),
only immediate survival goals are considered which means
that longer range considerations must be sacrificed.
The greater the stress, the greater the likelihood that a
decision maker will choose a risky alternative.
Groups experiencing substantive conflict more frequently
employ creative alternatives to achieve more productive
decisions than groups without conflict.
28. 28
DECISION MAKING UNDER STRESS-DECISION MAKING UNDER STRESS-33
The greater the group conflict aroused by a crisis, the
number of communication channels available to handle
incoming information decrease.
During crisis, the ability of the group to handle difficult
tasks requiring intensely focused attention is decreased.
The greater the stress, the greater the tendency to
make a premature choice of alternatives for a correct
response.
29. 29
ATTITUDES AT HIGH RISK FORATTITUDES AT HIGH RISK FOR
BURNOUTBURNOUT - I- I
Having very high ideals.
Always getting impatient/annoyed with others.
Feeling only your ideas are RIGHT!
Blaming yourself ("shouldering on yourself").
Having a tendency to always blame others.
Feeling like you have to do every job for yourself.
30. 30
ATTITUDES AT HIGH RISK FORATTITUDES AT HIGH RISK FOR
BURNOUTBURNOUT - II- II
Feeling equally upset with minor hassles, etc. vs.
something more serious.
Feeling you have more and more to do and less and
less time to do it in.
Accepting social obligations that you know you will
not have time for later.
Spending more time and energy on trivial tasks
while avoiding the more difficult ones.
31. 31
STAGES OF BURNOUTSTAGES OF BURNOUT
Stage 1: Early Stress Arousal
Stage 2: Struggle & Resistance
Stage 3: Exhaustion & Breakdown
32. 32
STRESS AROUSAL STAGESTRESS AROUSAL STAGE
Overload and Burnout at Work
Persistent irritability and anxiety.
Bruxism and/or Insomnia.
Occasional forgetfulness and/or inability to
concentrate.
33. 33
STRESS RESISTANCE STAGESTRESS RESISTANCE STAGE
Overload and Burnout
Absenteeism or tardiness for work.
Tired and fatigued for no reason.
Procrastination and indecision.
Social withdrawal with cynicism.
Resentful, indifferent, defiant.
Increased use of coffee, alcohol, tobacco, etc.
34. 34
SEVERE EXHAUSTION STAGESEVERE EXHAUSTION STAGE
Overload and Burnout
Chronic sadness or depression.
Chronic mental and physical fatigue.
Chronic stress related illnesses (headache, stomach ache,
bowel problems, etc.).
Isolation, withdrawal, self-destructive thoughts.
35. 35
DEFENSE AND COPING MECHANISMSDEFENSE AND COPING MECHANISMS
Usual Defence
Repression (blocking out).
Denial (refusal to accept).
Displacement (take it out on
others).
Projection (blaming others).
Rationalization (excuses).
Coping Strategy
Letting go of the past.
Maintain hope for the
better.
Take it out on a punching
bag.
Help others get over it.
Re-structure the incident.
36. 36
SIGNS OF SUCCESSFUL COPINGSIGNS OF SUCCESSFUL COPING
The ability to carry out jobs effectively.
Taking responsibility.
Working well under rules and limits.
Tolerating frustration.
Adapting to change.
Being reliable.
Having a sense of belonging.
Having a sense of humour and fulfilment.
Being self-directed.
Having a reasonable sense of self-reliance and independence.
