INTRODUCTION

Occupational Stress Management

Workplace stress accounts for 80 million lost working days and costs the British
economy nearly £4 billion annually. It has been shown to cause accidents, loss of key
staff, reduced productivity and expensive litigation. This one-day course addresses
techniques for identifying and reducing stress in your organisation and implement a
stress management programme. This is a highly participative course, which includes
group discussion, pair work, individual and group exercises and is suitable for those
responsible for staff emotional health and safety – such as personnel managers,
supervisors, safety practitioners and anyone with an interest in organisational and
personal effects of stress.
Stress management is the need of the hour. However hard we try to go beyond a stress
situation, life seems to find new ways of stressing us out and plaguing us with anxiety
attacks. Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we
tend to overlook causes of stress and the conditions triggered by those. In such unsettling
moments we often forget that stressors, if not escapable, are fairly manageable and
treatable.

Stress, either quick or constant, can induce risky body-mind disorders. Immediate
disorders such as dizzy spells, anxiety attacks, tension, sleeplessness, nervousness and
muscle cramps can all result in chronic health problems. They may also affect our
immune, cardiovascular and nervous systems and lead individuals to habitual addictions,
which are inter-linked with stress.

Like "stress reactions", "relaxation responses" and stress management techniques are
some of the body`s important built-in response systems. As a relaxation response the
body tries to get back balance in its homeostasis. Some hormones released during the
`fight or flight` situation prompt the body to replace the lost carbohydrates and fats, and
restore the energy level. The knotted nerves, tightened muscles and an exhausted mind
crave for looseners. Unfortunately, today, we don`t get relaxing and soothing situations
without asking. To be relaxed we have to strive to create such situations.

Recognizing A Stressor
It is important to recognize whether you are under stress or out of it. Many times, even if
we are under the influence of a stressful condition and our body reacts to it internally as
well as externally, we fail to realize that we are reacting under stress. This also happens
when the causes of stress are there long enough for us to get habituated to them. The
body constantly tries to tell us through symptoms such as rapid palpitation, dizzy spells,
tight muscles or various body aches that something is wrong. It is important to remain
attentive to such symptoms and to learn to cope with the situations.

We cope better with stressful situation, when we encounter them voluntarily. In cases of a
relocation, promotion or layoff, adventurous sports or having a baby, we tend to respond
positively under stress.But, when we are compelled into such situations against our will
or knowledge, more often than not, we wilt at the face of unknown and imagined threats.
For instance, stress may mount when one is coerced into undertaking some work against
one`s will.

Laughter
Adopting a humorous view towards life`s situations can take the edge off everyday
stressors. Not being too serious or in a constant alert mode helps maintain the equanimity
of mind and promote clear thinking. Being able to laugh stress away is the smartest way
to ward off its effects.

A sense of humor also allows us to perceive and appreciate the incongruities of life and
provides moments of delight. The emotions we experience directly affect our immune
system. The positive emotions can create neurochemical changes that buffer the
immunosuppressive effects of stress.

During stress, the adrenal gland releases corticosteroids, which are converted to cortisol
in the blood stream. These have an immunosuppressive effect. Dr. Lee Berk and fellow
researcher Dr. Stanley Tan at Loma Linda University School of Medicine have produced
carefully controlled studies showing that the experience of laughter lowers serum cortisol
levels, increases the amount and activity of T lymphocytes—the natural killer cells.
Laughter also increases the number of T cells that have suppresser receptors.

What Laughter Can Do Against Stress And Its Effects:

• Laughter lowers blood pressure and reduces hypertension.

.
• It provides good cardiac conditioning especially for those who are unable to perform
physical exercise.

• Reduces stress hormones (studies shows, laughter induces reduction of at least four of
neuroendocrine hormones—epinephrine, cortisol, dopac, and growth hormone, associated
with stress response).

• Laughter cleanses the lungs and body tissues of accumulated stale air as it empties more
air than it takes in. It is beneficial for patients suffering from emphysema and other
respiratory ailments.

• It increases muscle flexion, relaxation and fluent blood circulation in body.

• Boosts immune function by raising levels of infection-fighting T-cells, disease-fighting

proteins called Gamma-interferon and disease-destroying antibodies called B-cells.

• Laughter triggers the release of endorphins—body`s natural painkillers.

•Produces a general sense of well-being.

Making Changes in Your Workplace to Reduce Stress

This handout assumes a working knowledge of the relationship between occupational

stress and both psychological and physical strain, including cardiovascular disease. We
will also assume that you have identified some of the organizational costs of high stress
levels to your workplace and employees. Another key assumption, is that you are
interested in a change strategy that includes structural, or organizational change. The
approach discussed in this handout views individual approaches as augmenting, not
replacing organizational change. Finally, we will assume that you have the opportunity to
improve the quality of work in your organization.

If these assumptions are correct, congratulations. You have already taken the first steps
toward improving the health and possibly the productivity of your employees. This
handout will detail this process of healthy organizational change. Basically, this handout
has two goals:

1. Identifying the major features of healthy organizational change.

2. Developing organizational and individual change strategies.

We will also provide you with some examples of successful organizational change
efforts. One general note is in order. This handout will not review various theoretical
models of change. It is intended to be a concrete and practical guide for healthy
organizational change. For a review of theoretical models and references for additional
examples, you can refer to the companion piece to this handout, Interventions to Reduce
Job Strain (Landsbergis, Cahill & Schnall, 1995).

Where to Start:

When you think about it, a serious organizational change effort has two important levels
to it. The first is the content of the change and the second is the process of the change. In
common sense terms, the content of change is what you want to do and the process is
how you are going to do it. In practical terms, the process of the change effort is the more
crucial aspect. The primary goal of any change process needs to reflect that overarching
goal.

Making a Real Commitment to Stress Reduction

Probably the most important step in healthy organizational change is to make a serious
and sustained commitment to it. In non-unionized workplaces, this commitment should
be made by top management. In unionized workplaces, both top management and union
representatives need to be involved.

Healthy organizational change takes time. Lots of time. No serious change effort should
be initiated with a time frame limited to weeks or a few months.
Healthy organizational change includes employee health and satisfaction as an explicit
and independent outcome measure. These outcomes should be the key goals of the
change effort, not potential by products.

Broad Organizational Goals

Healthy organizational change can include:

· Changes that will increase employees' autonomy or control.

· Changes that will increase the skill levels of employees.
· Changes that will increase levels of social support (both supervisory support and
coworker support).
· Changes that will improve physical working conditions.
· Changes that will make a healthy use of technology.
· Changes that provide a reasonable level of job demands.
· Changes that provide for job security and career development.
· Changes that provide for healthy work schedules.
· Changes that improve the personal coping mechanisms of employees.
· Changes that will do no harm (i.e. do not have the unintended side effect of degrading
the quality of work).

Obviously, we need to translate these broad objectives into concrete steps and programs,
but it is sometimes useful to first see the forest and then the trees. Broadly speaking,
reducing unhealthy job stressors involves a workplace in which employees have a sense
of control, connectedness, where they are working at a reasonable pace, where they are
challenged and motivated, where they have a sense of support and security. We'll get
back to specific ideas along these lines shortly.

For now, we want to outline some workable steps to begin this process of change. You
can't change everything at once, so you need to prioritize what it is you want to tackle
first. There are several useful ways to start this process, but perhaps the most manageable
strategy is to offer an occupational stress workshop.

Offer an Occupational Stress Workshop

The workshop strategy has several advantages. It sends a message to employees that you
are concerned about them and their stress levels. It will help to educate them so that you
are all speaking a common language about stress. Finally, it can help to identify some of
the most important personal and organizational concerns about the issue. In fact, for
employees to take such a workshop seriously, it is important that discussion of both
organizational change strategies and personal stress management be included.

This training can be comfortably done in either a half or full day session. Prior to the end
of the training, you should ask participants to indicate if they are interested in working
further on the issue of workplace stress.
Most organizations obtain participant evaluations as a routine part of any training. This
practice is a particularly good idea for an occupational stress workshop. This type of
feedback will help you judge the quality of the training, and how important a concern
stress is to employees. Finally, the feedback may be extremely useful in demonstrating
the need for additional programs or activities to reduce stress.

For example:

An occupational safety and health training agency in Massachusetts offered a stress

reduction workshop to a diverse group of workers. They expected that the workshop
would be of most interest to human service workers as well as other public sector
workers. However, a number of workers from the manufacturing sector also came to the
workshop and were active participants. One concrete benefit to emerge from the initial
workshop was that both the training agency and the manufacturing workers realized the
extent to which stress on the job was negatively impacting on the workers' home lives.
This led to additional training on coping skills and family dynamics. Workers
participating in this second round of training found it to be extremely useful. A serious
problem was identified, and employees were motivated to address it during the initial
occupational stress workshop.

What to do After the Workshop - An Occupational Stress Committee

A reasonable next step might be the formation of an occupational stress committee. This
group could meet on an ongoing basis and formulate a strategy for improving the work
environment in your organization. This group should have a unique identity and focus.
Group membership should include both labor and management. If employees are
represented by a union or bargaining unit, they should be included in the committee.
Potential conflicts with the collective bargaining process need to be avoided. If no
bargaining unit exists, then a representative group of employees and administrators
should attend meetings. Since this committee is examining issues of the work
environment, everyone involved in that work environment should be involved including
clerical, support and maintenance staff.

Employees from various departments, divisions, shifts, and work groups should be
included. Management representatives should include persons with real authority in the
organization.

It is also essential that employee representatives be protected from discrimination for

their participation on the committee. The committee should be provided with adequate
resources to make a serious and sustained effort. These resources might include access to
relevant consultants, training materials, relevant records, and release time.

An effective committee needs an effective group of rules and guidelines. What should the
committee discuss? What limitations are there? What topics are off limits because they
are part of the collective bargaining agreement? How confidential should the meetings
be?
Social scientists have written many volumes on what good group process is, but here are
a few, brief common sense guidelines to start with:

· Every member of the group should be valued and have a chance to speak.
· There should be no negative consequences to opinions expressed in the meetings.
· The groups should be given a clear mandate and the authority to make specific
recommendations. This includes a clear understanding of what issues they may not
address because of collective bargaining restraints. (As one example, discussing salary
levels and job categories would not be allowed outside of a collective bargaining
process).
· Meetings should have a clear starting and ending time. Participants should understand
that their time is valuable.
· The chairperson of the committee should be rotated between management and
employees.
· The committee needs to be distinguished from other ongoing committees. This is not a
training committee, or a productivity committee. This is an occupational stress committee
and reducing stress levels and enhancing coping strategies should be its focus.

For example:

A public service agency on the East Coast formed a joint labor management stress
committee after a survey of staff found serious morale problems. The ongoing committee
consisted of both top administrators and union leaders, which gave it credibility with the
rest of the staff. After determining what issues could be addressed by the committee, it
generated a number of effective individual and structural strategies to improve the
working climate of the agency.

What's Next?

Sometimes a committee can best get started by setting up a personal stress management
activity along with an organizational activity. A personal coping strategy would be
targeted towards the individual staff member while an organizational, or structural,
change strategy is targeted towards the larger work environment. Of the two, structural
strategies are more effective in reducing long term stress and risk of illness. At first,
choosing projects small enough to succeed but large enough to matter is a good way of
getting some momentum going and gain support for the committee. What follows are
some specific strategies that parallel the broad organizational goals detailed above.

Increasing Employees' Sense of Control and Participation in the Workplace

The key point here is to increase real control and participation; not the illusion of control.
Possible workplace strategies:

1) Using staff meetings more effectively to encourage participation and input.

For example:
A state law had been passed in California that required more frequent staff meeting in
hospitals. In one hospital, an organizational psychologist worked with employees and
management to measure the effects of participation in decision-making on job stress, job
satisfaction, absenteeism and turnover. Units where the intervention was carried out
reported greater influence, less role conflict and ambiguity, less emotional strain, and
greater job satisfaction, at 3-month and 6-month follow-up.

2) Develop autonomous work groups

For example:

Blue-Collar employees in a British confectionary company reported low scores on three

job characteristics (autonomy, task identity and feedback), low work motivation, low job
satisfaction and high levels of emotional distress. Increases in group autonomy were
attempted by shifting responsibility and control to work teams and away from the
supervisor. Teams had control over the work pace, organization of rest breaks, and
allocation of overtime and assignments. Six months and 18-month follow up revealed
reduced emotional distress and lasting increases in autonomy.

Increasing the Skill Levels of Employees

Healthy work is skillful work. It allows for the ongoing development of new skills and
the opportunity to use them. There has been a great deal of discussion at the national
level concerning the importance of high skill, high wage work in increasing the
productivity of U.S. companies. Unfortunately, many of the jobs being added to the
economy are extremely low skill ones. Possible workplace strategies to counter this
deskilling effect:

1) Increased skill based training.

For example:

A public sector child welfare agency initiated a competency based training program that
targeted core practice skills. The trainings were designed to improve the professional
skills of the staff in handling difficult client situations. Participants in the training showed
a significant decrease in psychological strain symptoms compared with a control group.

Skill development from this perspective should benefit the employee as well as the
organization.

2) Use of career ladders to reward skill development.

3) Use of job rotation to expand skills.
4) Use of job redesign to increase range of skill needed.
5) Healthy use of computers for skill development.

For example:
An intervention designed to improve the case practice skills of child protective workers
utilized interactive, multimedia computer-based training to both provide information, and
to encourage further development of computer skills. This project also had extensive
input from the staff regarding the design and implementation of software utilized by the
agency.

Increasing Levels of Social Support

Key components to social support in the workplace are supervisory support and coworker
support. Possible workplace strategies:

1) Training in proactive supervision.

This supervisory approach emphasizes positive feedback, employee growth and

development, open lines of communication, and strong levels of support.

2) Training in conflict resolution and team building.

3) Appropriate use of staff retreats.

Changes that Improve Physical Working Conditions

There is extensive evidence that poor physical working conditions contribute not only to
physical hazards, but stress levels as well. Possible workplace strategies:

1) Improving indoor air quality.

2) Reducing levels of physical hazards such as noise, toxins, chemicals, etc.
3) Job redesign to reduce incidence of repetitive strain injuries (that is, reducing repetitive
work, awkward work postures and/or heavy lifting.

Healthy Use of Technology

1) Healthy use of computers

More and more of our working time is spent in front of computers. While they can be a
tremendous help in our work, they can also increase stress levels if the computer work is
poorly designed. Cumulative trauma disorders can be a particular physical hazard of
increased computer use.

Good ergonomics is a key to healthy computer use. State health departments usually have
someone who is an expert in this area. They can help you with proper equipment, lighting
and pace of work issues. They can also help you reduce the risk of repetitive strain
injuries among your staff.

2) Staff involvement in choosing new equipment:

This is a common sense strategy that is often overlooked. Allowing the end users to be
able to make informed choices about the type of equipment to be purchased. This can
have payoffs for both job satisfaction and productivity.

For example:

A large state human service agency was planning to buy new computer work stations for
its 3000 employees. This represented a tremendous expenditure for the agency. Instead of
making a unilateral decision, they put three different work stations in one office and left
them there for two months. At the end of that time, they asked the staff which work
station they preferred, and the overwhelming favorite turned out to be the least expensive,
and was purchased state wide.

Maintaining Job Demands at Healthy Levels

Human beings can become sick if they work too long at a high sustained pace. They are
at their most productive and healthy if they can work at a manageable level. Possible
workplace strategies:

1) Reduced use of overtime

2) Caseload restrictions
3) Brake mechanism - an administrative group designed to reduce the amount of change
the organization initiates.
4) Formation of "What don't we need to do?" committee - an internal group charged with
finding low priority or unnecessary tasks. Job reduction is not a goal of this approach.

Changes that Provide for Job Security and Career Development

Frequently, workplace changes occur in a climate of job insecurity or downsizing. From

the perspective of occupational stress, changes that are intended to eliminate jobs are
usually incompatible with efforts to improve the quality of the working environment.
Employees are particularly resentful of participating in changes that may well lead to
their own job loss such as time and motion studies.

More positive approaches attempt to use the skills of existing employees in a more
effective manner. Possible workplace strategies:

1) Extension of career ladders.

2) Expansion of responsibilities and tasks.

For example:

A private company in Sweden provided mechanisms for their clerical employees to

increase their skill levels, job responsibilities and depth of specialization. Nearly half of
the secretaries were eventually promoted to higher job classifications, opening up new
career opportunities for them. This process also generated a number of proposals for
improved productivity at the company.

Changes that Provide Healthy Work Schedules

Work schedules can have positive or negative health consequences. A number of studies
have associated poorer physical and psychological functioning with rotating shifts. On
the other hand, more flexible work schedules have the potential of improving employee
satisfaction and reducing stress. Possible workplace strategies:

1) Reduced use of forced overtime

2) Rotating shifts in a forward (day to night) schedule.
3) Use of flextime and other alternative work week schedules.

For example:

A public sector agency responsible for environmental protection implemented an

Alternative Workweek Program for some of its employees. After the program had been in
place for approximately 8 months, participants, non-participants and managers were
surveyed regarding their satisfaction with the plan. Strong majorities in all three groups
expressed satisfaction with the program. Virtually all participants reported that the
program improved the quality of their working life, gave them increased flexibility and
control over their schedules, improved their productivity, reduced their stress levels, and
allowed them to more easily balance work and family responsibilities. Participants in the
program also had a significant drop in sick day use compared with non-participants.

Strategies to Improve Personal Coping Mechanisms

Individual strategies are easier to initiate but should never be seen as an equivalent
substitute for organizational change. These strategies can, however, be very useful
companions to structural change efforts.

One good distinction for person change strategies is the difference between functional
and dysfunctional coping mechanisms. All human beings have coping mechanisms.
Unfortunately, these mechanisms are not always the most effective or functional. The
goal is to replace dysfunctional coping mechanisms with functional ones. Some healthy
choices:

1) Improving the diet of employees:

Possible work place strategies: bring in a nutritionist for a day of training, encourage
employees to keep diet diaries for a week, offer nutritional foods at the worksite, form a
healthy snacks club.

2) Encouraging the employees to exercise.

Possible work place strategies: start a walking club at lunch time, look for group
discounts at nearby health clubs, bring in a fitness trainer for an in-service day, provide
exercise equipment or facilities.

For example:

One intervention study found that combining a health risk assessment with behavioral
counseling was effective in reducing some cardiovascular risk factors. This program gave
workers a health assessment, education on the risk factors of cardiovascular disease and
provided them some behavioral counseling. Among other suggestions, the counseling
sessions encouraged workers to stop smoking, improve their diet and increase their
exercise level.

3) Training in deep muscle relaxation techniques.

Psychologists have known for some time that anxiety and deep muscle relaxation are
mutually exclusive. That is, you can't be anxious and relaxed at the same time. This
finding has been used to successfully treat many phobias, but it can also be a useful
strategy for dealing with stress. The goal is to train your employees to be able to become
relaxed on demand, thereby cutting the stress cycle short. One widely used relaxation
technique was developed by Edmund Jacobsen. It is an effective method for training
individuals how to relax their major muscle groups. There are other useful techniques
available for employees working on computers.

Possible workplace strategies: Many stress management consultants are able to train your
employees in these techniques. A good use of an in-service training day would be to
bring in a consultant and either have them train all your employees, or intensively train a
small group who would then become your in-house trainers. You want to be sure that you
learn some "quick" relaxation techniques. These can be performed in just a few minutes
on the job.

4) Training in effective cognitive strategies.

There are several potentially useful techniques here. Remember that something is not
stressful unless it is perceived or appraised as stressful. Cognitive psychologists have
developed techniques that replace negative cognitions (that is Ñ negative thoughts like "I
will never be able to figure this out", with more positive, empowering thoughts like, "I
can get this done if I just take it one step at a time"). Another useful strategy is called
thought stopping. Since we know that negative thoughts can increase anxiety and
therefore stress symptoms, psychologists have learned to train individuals to literally
"stop" these thoughts before they become too repetitive. These techniques have been
found to be extremely useful for people who have serious problems with anxiety or
depression. However, they can also be effective tools in the workplace.

Some possible workplace strategies: Realistically, these techniques require a trained

professional. You should find a competent cognitive psychologist in your area and ask
him/her to come in for an in-service day or work through an Employee Assistance
Program.

5) Training in Substance Abuse Awareness.

Individuals who are under a great deal of stress begin to self-medicate themselves in
order to feel better. They may drink more, take more prescription medication, or take
illegal drugs. Every organization has individuals who may already have serious problems
in this regard. These individuals probably need professional help. Substance abuse
awareness is best used as a preventative measure.

Possible work place strategies: there are many resources available in the community for
substance abuse awareness training. Many human service agencies are willing to do this
kind of outreach for free, and many schools are now hiring well qualified counselors who
could be an important resource to your employees, or you can establish your own
employee assistance program.

6) Organize discussion groups on healthy stress reducers.

The idea is to get employees to share effective strategies with each other.

Possible workplace strategies: this strategy does not need external resources. You can
simply pull together a meeting where people share the stress reducers that work for them.
You may want to prepare a handout ahead of time that reviews examples of healthy
coping mechanisms. This will help to structure the discussion and provide an opportunity
for some additional training. An added benefit of this approach is that it also provides a
mechanism for giving social support to employees.

7) Transition time.

Many employees leave their jobs only to return to stressful conditions at home. They may
have families to take care of, meals to cook, or older parents to visit. Remember that it
can take a good 20 to 30 minutes for the body to return to baseline after experiencing a
stressor. If the employee walks into their door "stressed out" and then has to deal with a
difficult situation at home, their chances of having long-term health consequences
increase. Obviously the work place isn't responsible for solving employee's domestic
problems. But it is in your interest to have the healthiest possible workers. Transition
time can be a useful technique in short circuiting the stress response at home. The basic
idea is to train employees to find a way to relax for 20-30 minutes before assuming
family responsibilities. This allows the body's autonomic responses (heart rate, blood
pressure, etc.) to return to baseline.

8) Leaving stress at the front door - training on family dynamics and parenting skills.

There's been a good deal of research showing that, as stress increases, so do family
problems. It is very easy for angry, frustrated employees to take stress out on their
families. Even healthy, supportive families can go through some rough times. Parents
who had few problems with their children suddenly have major difficulties with them in
adolescence. Again, the work place is not responsible for domestic violence. But
improving your employees' abilities to handle pressures at home can have major payoffs
for your organization.

Possible workplace strategies: Many human service agencies can provide your staff with
training on family dynamics, dealing with aging parents and parenting skills. You could
also consider forming a short term discussion group for employees who are interested in
these topics.

Developing Strategies that Do No Harm

It is surprisingly easy to initiate an intervention strategy that results in a deterioration of

the quality of working life. One common problem is spending considerable effort in
identifying stressors on the job, and then not addressing them in a serious way. Or
designing an intervention of insufficient intensity or duration. Or making changes that
have the net effect of making employees feel more overwhelmed and confused than
before. Or implementing changes that undermine the existing collective bargaining
process. Change for the sake of change is not a goal of stress reduction programs.

One effective way to avoid these negative outcomes is to design an assessment

mechanism (for example, a survey, or medical record reviews) that will accurately
measure key aspects of the work environment and stress symptoms before, during and
after your efforts. If these assessments tell you that levels of support are increasing, that
is an excellent indication that your supervisor training program is having the desired
effect. If, on the other hand, levels of perceived control actually start to decline, you
might want to reevaluate the structure of a work organization change.

Important Things to Assess

Since this approach focuses on reducing occupational stress and strain, any assessment of
the process should include the following:

· Has social support (both co-workers and supervisory) increased?

· Have job demands decreased?
· Have employees' sense of autonomy and control increased?
· Has job satisfaction increased?
· Have skill levels and use of skills increased?
· Have physical or psychological stress symptoms decreased?

A positive finding on any of these measures is an encouraging affirmation of healthy

organizational change.

In Closing...
Organizational change that improves employee health is hard. While changing individual
behavior is tough, changing organizations is even more difficult. However, it is also
important to remember that the costs of stress can be extremely high. Initiating change
may require a considerable effort, but allowing inertia or the illusion of change to take
over may exact an even higher price.

Common Short Term or Early Stress Symptoms

Physical Symptoms

• Headaches (tension and migraines)

• Stomach problems
• Over and under eating
• Sleep disturbances
• Chronic mild fatigue
• Muscle aches and pains
• Skin rashes
• Teeth grinding
• Muscle tics
• Chronic mild illnesses
• Sexual disfunction
• Diarrhea
• Constipation

Psychological Symptoms

• Forgetfulness
• Anger
• Frustration
• Anxiety
• More irritability with family members
• More use of alcohol, or cigarettes
• More use of drugs or sleeping pills
• Depression
• Feeling powerless
• More irritability with or isolation from co-workers
• More problems at work

Common Long Term Symptoms of Stress

Physical Conditions

• Hypertension
• Heart disease
 • Strokes
• Diabetes
• Ulcers
• Infectious diseases
• Spastic colon

Psychological Problems

• Serious depression
• Accidents
• Domestic violence
• Suicidal behavior
• Alcoholism
• Serious substance abuse
• Other debilitating psychological disorders

Occupational Stressors

Physical Stressors

• Chemical agents
• Physical agents (noise, heat, radiation, cold)
• Hazards which cause fear
• Uncomfortable work area

Social Stressors

• High job demands

• Low job control
• Low social support
• Lack of input into decisions
• Conflicting demands
• Repetitive tasks or machine paced work
• Shift work; especially rotating shifts
• Poor supervision
• Poor relations with co-workers
• Lack of promotions
• Job insecurity
• Excessive overtime
Personal Stressors

Three things to remember:

1. Stress affects different people in different ways.

2. We can take stress home with us.
3. We may have to make some personal changes to deal with stress.

Some questions to ask about personal stress:*

1. Am I losing my temper too easily with my spouse or kids?

2. Am I looking for excuses to avoid spending time with my family?
3. Am I questioning my own or my spouses drinking habits?
4. Are drugs becoming a part of my life?
5. Do I feel as if I am losing control of my life?
6. Do I find it easier to watch TV, or to be alone rather than to be around people?
7. Do I feel overwhelmed by my problems and can't find a way out?

*Adapted from UAW Region EAP program

Managerial Costs of Job Stress

Some facts to remember:

Health care costs consume a growing part of the costs of doing business. Job stress has
been estimated to cost American industry $150 billion per year in:

• absenteeism
• diminished productivity
• compensation claims
• health insurance
• direct medical expenses

To get some perspective, these costs are more than 15 times that of all strikes combined.
For example:

• 500 million work days lost each year due to illness and disability
• 93 million to back problems
• 23 million to cardiovascular complaints

Stressed workers smoke more, eat less well, have more problems with alcohol and drugs,
have more family problems, are less motivated on the job, have more trouble with co-
workers, and have more physical illnesses.
Even reducing only the most high strain jobs will translate into a healthier and more
productive work force.

Strategies for combatting Job Stress

Two key points:

1. Job stress has multiple causes, and so has to have multiple solutions
2. Interventions with the individual worker alone will not solve the problems of
occupational stress. Organizational change also has to occur.

Three levels of change:

1. Individual
2. Small groups
3. Organizational / Structural

A well designed stress reduction program addresses all three levels. But note again, of the
three, the organizational level is by far the most important.

Personal Intervention Strategies: these strategies are designed to help

the individual employee cope more effectively with stress.
Examples include:

• diet
• excercise
• cognitive techniques
• assertiveness training
• EAP programs
• relaxation training

Small group interventions. These strategies are intended to help

workers develop more social support both on the job and at
home. Examples include:

• supervisory training
• family counseling
• team building
• sensitivity training around racism and sexism

Structural or organizational change. These strategies are directed

towards improving the conditions of work. Examples include:

• modifying shifts
 • reducing physical hazards
• improving career ladders
• modifying the use of training and technology
• job rotation and enrichment
• increasing skill levels
• worker decision making

Job Related Stress - Occupational Stress

Why Do Some Occupations and Jobs Cause Stress?

For lots of us the job we do is often one of the largest causes of stress in our lives -
this is known as 'Job Related Stress' or 'occupational stress'.
There are many reasons why your job can cause you stress, including the obvious - you're just
in the wrong type of job for your personality. Being unable to cope with the day to day needs
of your job can easily lead to acute stress levels building up. Equally (and maybe surprisingly)
so can being bored with your occupation and finding it all too easy.
On this page we'll run through many of the things that cause occupational stress, some are
obvious while others may surprise you.
Identifying the causes of your stress is the first, and most
important step in self stress management. Without identifying where the stress in your
life is stemming from, you'll never be able to take the proper steps to control it. So, read
through this list of possible causes of occupational stress and note down the things that you
think apply to you, even if you think you can't do anything about them.
Stress Management is not something someone else does for you, it's up to you to identify
potential stressful factors in your working day and then do something practical to overcome
them.

Technology was supposed to shorten our working week and give us more leisure time, but the
reverse seems to be happening, we're all working longer hours and spending less time on
family & leisure activities. Rapid changes in your working environment and working practices
often lead to increased job related stress levels. Many people in many different types of jobs
and occupations are finding themselves struggling to keep up with the pace of change of
modern technology.
Now days, workers often feel like they are just part of the machine, rather than individuals.
More people than ever before work alone or in isolation from their colleagues.
Shift Work
This is a prime source of occupational stress. It upsets your normal body clock and can
interrupt your sleep patterns - this in turn will make you tired, irritable and eventually lead to
stress.

Deadlines
Jobs with constant deadlines are another potential source of occupational stress. Time
pressures and urgent deadlines nearly always lead to job stress. This effect is doubled if you
are prone to setting yourself unrealistic goals and deadlines.
Longer Working Hours
If you work too many hours in a week you become unproductive and tiredness & stress sets
in. Not getting enough proper sleep is a major cause of stress, a good nights sleep is
essential.
Managing your time at work efficiently is on of the most important parts of controlling job
related stress. Try not to work long hour and ask whether flexible working hours are available.

Commuting to Work
Driving used to be fun but in the last 10-15 years it's become on of the most stressful things
you can do, especially at rush hour and in cities. We tend to work further away from home
that we used to, and the travel to and from the workplace is often very stressful on today's
congested roads & railways. This commute also greatly extends to working day, lessening the
time available for non work activities. Commuting is often one of the most stressful parts of
the working day, causing you to arrive at work with the wrong frame of mind and stopping you
from concentrating properly.
If the daily commute to work is a main cause of your job related stress then try to do
something practical about the problem, this may not be easy to achieve but here are few
ideas to get you started.
Is it possible to vary you means of transport & route - boredom is stressful. A slightly longer
route avoiding jams might help. Make sure you've got your favorite music with you - music
therapy works.
Is there anyone you can car share with? Traveling with a friend will help pass the time and
help stop road rage type stress.
If all else fails - can you relocate? Move nearer to the workplace or find a job nearer to home.
Working Conditions
Working in unhealthy conditions will contribute to increased stress levels. Noisy or overly hot,
cramped or cluttered, excessively busy places or air conditioned windowless offices - all
contribute to occupational stress.
Having no real interest in your job
Working in a job just for the money, this leads to a lack of self value & lack of fulfillment. Most
people don't realize just how stressful this can be and they underestimate the long term
effects it can have on their health. This type of occupational stress is the most difficult to spot
and challenging to fix, as finding a rewarding job is not always easy.
Boredom
Doing a repetitive mundane job that has a lack of variety also lead slowly to high occupational
stress levels.
Work Colleges
Working with people that you don't like and don't 'get on with' can be a huge source of
occupational stress. Spending many hours each day with people you hate can be very bad for
your long term health, especially if you get angry or resentful regularly.
Try to find ways to improve your relationships with your colleagues at work.
Job Security
Gone are the days of a 'job for life'. The threat of losing a job makes life generally very
stressful. Workers also put up with more hassles just to keep a job. Changing occupations is
far more common now days - this can be one of the most stressful times in a persons life.
Being a Boss
Being unpopular with the workers and making difficult, often conflicting, decisions, plus having
to demote people. All very stressful. Being in change of people is often one of the most
stressful types of jobs.
Whatever the main reasons for the stress in your working life, the first step in effective
stress management is to identify the main causes. Once you've done this you can then
start to find practical, workable solutions to lower long term dangerous stress. See the Stress
Relief/Management page for more help. There's also lots of great Stress Management ideas
within the stress articles pages.

Heat Stress Safety Management

I. INTRODUCTION.

Operations involving high air temperatures, radiant heat sources, high humidity,
direct physical contact with hot objects, or strenuous physical activities have a
high potential for inducing heat stress in employees engaged in such operations.
Such places include: iron and steel foundries, nonferrous foundries, brick-firing
and ceramic plants, glass products facilities, rubber products factories, electrical
utilities (particularly boiler rooms), bakeries, confectioneries, commercial
kitchens, laundries, food canneries, chemical plants, mining sites, smelters, and
steam tunnels.

Outdoor operations conducted in hot weather, such as construction, refining,

asbestos removal, and hazardous waste site activities, especially those that require
workers to wear semipermeable or impermeable protective clothing, are also
likely to cause heat stress among exposed workers.

A. CAUSAL FACTORS.

1. Age, weight, degree of physical fitness, degree of acclimatization,

metabolism, use of alcohol or drugs, and a variety of medical
conditions such as hypertension all affect a person's sensitivity to
heat. However, even the type of clothing worn must be considered.
Prior heat injury predisposes an individual to additional injury.
 2. It is difficult to predict just who will be affected and when, because
individual susceptibility varies. In addition, environmental factors
include more than the ambient air temperature. Radiant heat, air
movement, conduction, and relative humidity all affect an
individual's response to heat.

B. DEFINITIONS.

1. The American Conference of Governmental Industrial Hygienists

(1992) states that workers should not be permitted to work when
their deep body temperature exceeds 38°C (100.4°F).

2. Heat is a measure of energy in terms of quantity.

3. A calorie is the amount of heat required to raise 1 gram of water

1°C (based on a standard temperature of 16.5 to 17.5°C).

4. Conduction is the transfer of heat between materials that contact

each other. Heat passes from the warmer material to the cooler
material. For example, a worker's skin can transfer heat to a
contacting surface if that surface is cooler, and vice versa.

5. Convection is the transfer of heat in a moving fluid. Air flowing

past the body can cool the body if the air temperature is cool. On
the other hand, air that exceeds 35°C (95°F) can increase the heat
load on the body.

6. Evaporative cooling takes place when sweat evaporates from the

skin. High humidity reduces the rate of evaporation and thus
reduces the effectiveness of the body's primary cooling
mechanism.
 7. Radiation is the transfer of heat energy through space. A worker
whose body temperature is greater than the temperature of the
surrounding surfaces radiates heat to these surfaces. Hot surfaces
and infrared light sources radiate heat that can increase the body's
heat load.

8. Globe temperature is the temperature inside a blackened, hollow,

thin copper globe.

9. Metabolic heat is a by-product of the body's activity.

10. Natural wet bulb (NWB) temperature is measured by exposing a

wet sensor, such as a wet cotton wick fitted over the bulb of a
thermometer, to the effects of evaporation and convection. The
term natural refers to the movement of air around the sensor.

11.Dry bulb (DB) temperature is measured by a thermal sensor,

such as an ordinary mercury-in-glass thermometer, that is shielded
from direct radiant energy sources.
II. HEAT DISORDERS AND HEALTH EFFECTS.

A. HEAT STROKE occurs when the body's system of temperature regulation

fails and body temperature rises to critical levels. This condition is caused
by a combination of highly variable factors, and its occurrence is difficult
to predict. Heat stroke is a medical emergency. The primary signs and
symptoms of heat stroke are confusion; irrational behavior; loss of
consciousness; convulsions; a lack of sweating (usually); hot, dry skin;
and an abnormally high body temperature, e.g., a rectal temperature of
41°C (105.8°F). If body temperature is too high, it causes death. The
elevated metabolic temperatures caused by a combination of work load
and environmental heat load, both of which contribute to heat stroke, are
also highly variable and difficult to predict.
 If a worker shows signs of possible heat stroke, professional medical
treatment should be obtained immediately. The worker should be placed in
a shady area and the outer clothing should be removed. The worker's skin
should be wetted and air movement around the worker should be increased
to improve evaporative cooling until professional methods of cooling are
initiated and the seriousness of the condition can be assessed. Fluids
should be replaced as soon as possible. The medical outcome of an
episode of heat stroke depends on the victim's physical fitness and the
timing and effectiveness of first aid treatment.

Regardless of the worker's protests, no employee suspected of being ill

from heat stroke should be sent home or left unattended unless a physician
has specifically approved such an order.

B. HEAT EXHAUSTION. The signs and symptoms of heat exhaustion are

headache, nausea, vertigo, weakness, thirst, and giddiness. Fortunately,
this condition responds readily to prompt treatment. Heat exhaustion
should not be dismissed lightly, however, for several reasons. One is that
the fainting associated with heat exhaustion can be dangerous because the
victim may be operating machinery or controlling an operation that should
not be left unattended; moreover, the victim may be injured when he or
she faints. Also, the signs and symptoms seen in heat exhaustion are
similar to those of heat stroke, a medical emergency.

Workers suffering from heat exhaustion should be removed from the hot
environment and given fluid replacement. They should also be encouraged
to get adequate rest.

C. HEAT CRAMPS are usually caused by performing hard physical labor in

a hot environment. These cramps have been attributed to an electrolyte
imbalance caused by sweating. It is important to understand that cramps
can be caused by both too much and too little salt. Cramps appear to be
caused by the lack of water replenishment. Because sweat is a hypotonic
solution (±0.3% NaCl), excess salt can build up in the body if the water
lost through sweating is not replaced. Thirst cannot be relied on as a guide
to the need for water; instead, water must be taken every 15 to 20 minutes
in hot environments.

Under extreme conditions, such as working for 6 to 8 hours in heavy

protective gear, a loss of sodium may occur. Recent studies have shown
that drinking commercially available carbohydrate-electrolyte replacement
 liquids is effective in minimizing physiological disturbances during
recovery.

D. HEAT COLLAPSE ("Fainting"). In heat collapse, the brain does not

receive enough oxygen because blood pools in the extremities. As a result,
the exposed individual may lose consciousness. This reaction is similar to
that of heat exhaustion and does not affect the body's heat balance.
However, the onset of heat collapse is rapid and unpredictable. To prevent
heat collapse, the worker should gradually become acclimatized to the hot
environment.

E. HEAT RASHES are the most common problem in hot work

environments. Prickly heat is manifested as red papules and usually
appears in areas where the clothing is restrictive. As sweating increases,
these papules give rise to a prickling sensation. Prickly heat occurs in skin
that is persistently wetted by unevaporated sweat, and heat rash papules
may become infected if they are not treated. In most cases, heat rashes will
disappear when the affected individual returns to a cool environment.

F. HEAT FATIGUE. A factor that predisposes an individual to heat fatigue

is lack of acclimatization. The use of a program of acclimatization and
training for work in hot environments is advisable. The signs and
symptoms of heat fatigue include impaired performance of skilled
sensorimotor, mental, or vigilance jobs. There is no treatment for heat
fatigue except to remove the heat stress before a more serious heat-related
condition develops.

III. ASSESSENT
A. WORK-LOAD ASSESSMENT.

1. Under conditions of high temperature and heavy workload,

determine the work-load category of each job (Table III:4-1 and
Figure III:4-1). Work-load category is determined by averaging
metabolic rates for the tasks and then ranking them:
  Light work: up to 200 kcal/hour
 Medium work: 200-350 kcal/hour
 Heavy work: 350-500 kcal/hour

2. Cool Rest Area: Where heat conditions in the rest area are different
from those in the work area, the metabolic rate (M) should be
calculated using a time-weighted average, as follows:

Equation III:4-1. Average Metabolic Rate

where: M = metabolic rate

t = time in minutes

In some cases, a videotape is helpful in evaluating work practices

and metabolic load.

FIGURE III:4-1. ACTIVITY EXAMPLES

o Light hand work: writing, hand knitting

o Heavy hand work: typewriting
o Heavy work with one arm: hammering in nails (shoemaker,
upholsterer)
o Light work with two arms: filing metal, planing wood, raking the
garden
o Moderate work with the body: cleaning a floor, beating a carpet

o Heavy work with the body: railroad track laying, digging, barking
trees
Sample Calculation: Assembly line work using a heavy hand tool

Walking along 2.0 kcal/min

Intermediate value between heavy work with two arms and 3.0 kcal/min
light work with the body
Add for basal metabolism 1.0 kcal/min
 Total: 6.0 kcal/min

Occupational Stress Management: Get

Turned On by Your Desk!
Looking for occupational stress management? Today, you'll learn a special tip to help
you at work. Workplace stress management is a great skill to have. This tip will help
you start managing work stress today!

You see, your job may leave you returning home in a "stress mess". But you're not
alone. I bet everyone could use some useful stress tips at work. But you're here, so
you'll get it. What will you learn today?

Simple. Keep your desk clean.

Sound silly? It's not. Keep your desk welcoming. Your desk should turn you on. After
all, a messy desk only leads to a messy day. An unorganized, stressful day.

I find this tip extremely useful in my life. Why? There's more to a clean desk than its
appearance. And you're about to learn just that. I sense I've said enough. Time to
get down to the solution. Ready? Let's go!

Occupational Stress Management: A Messy Desk? Bad Idea

I know how silly you think I am, to suggest such a simple to technique to provide
workplace stress management. But it helps me more than I expect. Why?

Picture this: You walk into work one morning, not in such a good mood. Then you go
to your desk and...the same clumsy mess! "Oh no, not you again!"

You see, having to work at a messy desk everyday discourages you from wanting to
sit there and work. It's almost like a punishment.

Oh, it gets worse...

When you feel discouraged to do work, and yet you still do it (because you have to),
the stress just takes on from there! Your stress will reach a new high. Why?

Your occupation is hard enough. Doing your job tasks in a place where you are
discouraged to work? It's torture. I learned it the hard way, through stress.

Now I try to keep my desk as welcoming as possible, because I know there are many
benefits to it. Benefits? Step right in...

Occupational Stress Management: A Clean Desk? No Stress

What are some of the benefits of a clean desk? Well, for one thing, you actually feel
encouraged to work there. Why? Because it's so welcoming.

The pens and pencils where you want. A clean table to write on. A solid computer to
use. But these are just the basic benefits. Want to get more hard-core?

A clean desk changes your mindset about work. Why? Because you'll have a good
experience doing it. Every time you work, a clean desk helps you have a smooth
experience.

And what does this smooth trip do to you? It makes you thing better about work, not
bitter about it.

A clean desk changes bitterness into "betterness".

Care for another benefit?

You will also be able to think better! Why? You'll have a clean space around you.
Think of an unorganized desk as an obstacle from free flowing thoughts.

You know, the scattered pens and papers as obstacles from free thoughts? Just give
it a try.

I am always able to think more efficiently when I'm sitting at a well organized desk.

Can you handle one more benefit?

I think you can. Occupation stress management comes from organization. And a
clean desk achieves just that. When you work at an organized desk, you have the
feeling of being organized.

Not only the feeling, but the benefit! Organization is a stress-killer. A cold-blooded
killer of stress. Okay, maybe that's too far, but you get the point! When we have the
feeling of organization, we have the feeling of control and power.

These feelings put your stressful days behind you for good!
A "Clean" Lesson Learned

Well, you've just learned occupational stress management through simply keeping a
clean and organized desk. Good job! Maybe you have a colleague whose desk is an
utter mess?

Do them a favor, and share your knowledge with them. They'll thank you for it!

Just remember; feel free to keep using the tips and techniques on this website to live
a stress free life forever!

There are many people in the world who can not stand where they work. Their
occupation causes them no end of stress and can leave them struggling to get to sleep at
night. There are also many days taken off sick through stress related illnesses. It is now
time for people to deal with these issues and to start to react in a more positive and
proactive way.

In the past I have worked for companies whose employees have made my life unbearable.
These so called colleagues were very bitchy, hanged around in various clans and would
stab people in the back at regular intervals. At times I would even dread going to work
and would feel sick whilst travelling to my office.

I would return home feeling very drained and would have little energy to do anything in
the evenings. I would then decide to go to bed early but would basically just lay their
worrying about the next day. This could last for hours on end and at times would last all
of the night.

I have read that plenty of sleep is a good way at reducing levels of stress, the question is,
how does one get to sleep in the first place?

When I did have the energy to socialise with family or friends, the fear of going to work
would end up ruining the night and would stop me from enjoying myself. I felt sorry for
the people I was with and hoped that I did not ruin their night as well.

For whatever reason I did not have the confidence to tell people about the problems I had
and kept it bottled up to myself. This I now realise was a mistake and I have since learnt
to talk about any issues that I have.

For all the stress I had to endure, I certainly was not paid enough. The people who I
worked with, including the team leaders, did not treat me with as much respect as I felt I
deserved. This period was a very unhappy stage of my life and my health started to
become affected.

I wanted to leave this company a lot earlier than the time that I eventually did, the
problem was that I did not feel that I could afford to. I decided to save up enough money
over a period of about six months so that I could then make my escape. At the same time
I started to look at finding alternative work and thought long and hard about which career
path I wanted to take.

On the day that I left this job, I will never forget my journey home. I could not stop
smiling, I was so relieved that this nightmare was over once and for all.

I am happy to let you know that I have not found myself in a similar situation since.
There may well be a time in the future of course when I do and if this ever happens to me
again I am determined to leave a lot quicker than I did before. Life is to short to spend
living in the way that I had.

Stephen Hill helps to promote a number of websites including:

stuttering disability

aviation products

speed reading tips

Article Source: http://EzineArticles.com/?expert=Steve_Hill

Stress at Work

How to Reduce and Manage Job and Workplace Stress

In this difficult economy, you may find it harder than ever to cope with challenges on the
job. Both the stress we take with us when we go to work and the stress that awaits us on
the job are on the rise – and employers, managers, and workers all feel the added
pressure. While some stress is a normal part of life, excessive stress interferes with your
productivity and reduces your physical and emotional health, so it’s important to find
ways to keep it under control. Fortunately, there is a lot that you can do to manage and
reduce stress at work.
Coping with work stress in today’s uncertain climate
For workers everywhere, the troubled economy may feel like an emotional roller coaster.
"Layoffs" and "budget cuts" have become bywords in the workplace, and the result is
increased fear, uncertainty, and higher levels of stress. Since job and workplace stress
grow in times of economic crisis, it’s important to learn new and better ways of coping
with the pressure. The ability to manage stress in the workplace can make the difference
between success or failure on the job. Your emotions are contagious, and stress has an
impact on the quality of your interactions with others. The better you are at managing
your own stress, the more you'll positively affect those around you and the less other
people's stress will negatively affect you.

You can learn how to manage job stress

There are a variety of steps you can take to reduce both your overall stress levels and the
stress you find on the job and in the workplace. These include:

• Taking responsibility for improving your physical and emotional well-being.

• Avoiding pitfalls by identifying knee jerk habits and negative attitudes that add to
the stress you experience at work.
• Learning better communication skills to ease and improve your relationships
with management and coworkers.

Warning signs of excessive stress at work

When people feel overwhelmed, they lose confidence and become irritable or withdrawn,
making them less productive and effective and their work less rewarding. If the warning
signs of work stress go unattended, they can lead to bigger problems. Beyond interfering
with job performance and satisfaction, chronic or intense stress can also lead to physical
and emotional health problems.

Signs and symptoms of excessive job and workplace stress

• Feeling anxious, irritable,
depressed
• Apathy, loss of interest in work.
• Problems sleeping
• Fatigue,
• Trouble concentrating
or • Muscle tension orheadaches
• Stomach problems
• Social withdrawal
• Loss of sex drive
• Using alcohol or drugs to cope

Common causes of excessive workplace stress

• Fear of layoffs
• Increased demands for overtime due to staff cutbacks
 • Pressure to perform to meet rising expectations but with no increase in job
satisfaction
• Pressure to work at optimum levels – all the time!

Reducing job stress by taking care of yourself

When stress on the job is interfering with your ability to work, care for yourself, or
manage your personal life, it’s time to take action. Start by paying attention to your
physical and emotional health. When your own needs are taken care of, you’re stronger
and more resilient to stress. The better you feel, the better equipped you’ll be to manage
work stress without becoming overwhelmed.

Taking care of yourself doesn’t require a total lifestyle overhaul. Even small things can
lift your mood, increase your energy, and make you feel like you’re back in the driver’s
seat. Take things one step at a time, and as you make more positive lifestyle choices,
you’ll soon notice a noticeable difference in your stress level, both at home at work.

Get moving

Aerobic exercise –perspiring -is an effective anti-anxiety treatment lifting mood,

increasing energy, sharpening focus and relaxing mind and body. For maximum stress
relief, try to get at least 30 minutes of hear pounding activity on most days but activity
can be broken up into two or three short segments.

For more information, see Making Exercise Fun.

Make food choices that keep you going and make you feel good

Eating small but frequent meals throughout the day maintains an even level of blood
sugar in your body. Low blood sugar makes you feel anxious and irritable. On the other
hand, eating too much can make you lethargic.

To learn more about food that have a calming effect, lift your mood and make you feel
good, see Tips for a Healthy Diet.

Drink alcohol in moderation and avoid nicotine

Alcohol temporarily reduces anxiety and worry, but too much can cause anxiety as it
wears off. Drinking to relieve job stress can also start you on a path to alcohol abuse and
dependence. Similarly, smoking when you're feeling stressed and overwhelmed may
seem calming, but nicotine is a powerful stimulant – leading to higher, not lower, levels
of anxiety.
Get enough sleep

Stress and worry can cause insomnia. But lack of sleep also leaves you vulnerable to
stress. When you're sleep deprived, your ability to handle stress is compromised. When
you're well-rested, it's much easier to keep your emotional balance, a key factor in coping
with job and workplace stress.

For more information, see Tips for a Good Night's Sleep.

Reducing job stress by prioritizing and organizing

When job and workplace stress surrounds you, you can’t ignore it, but there are simple
steps you can take to regain control over yourself and the situation. Your growing sense
of self-control will also be perceived by others as the strength it is, leading to better
relationships at work. Here are some suggestions for reducing job stress by prioritizing
and organizing your responsibilities.

Time management tips for reducing job stress

• Create a balanced schedule. Analyze your schedule, responsibilities, and daily

tasks. All work and no play is a recipe for burnout. Try to find a balance between
work and family life, social activities and solitary pursuits, daily responsibilities
and downtime.
• Don’t over-commit yourself. Avoid scheduling things back-to-back or trying to
fit too much into one day. All too often, we underestimate how long things will
take. If you've got too much on your plate, distinguish between the "shoulds" and
the "musts." Drop tasks that aren't truly necessary to the bottom of the list or
eliminate them entirely.
• Try to leave earlier in the morning. Even 10-15 minutes can make the
difference between frantically rushing to your desk and having time to ease into
your day. Don’t add to your stress levels by running late.
• Plan regular breaks. Make sure to take short breaks throughout the day to sit
back and clear your mind. Also try to get away from your desk for lunch.
Stepping away from work to briefly relax and recharge will help you be more, not
less, productive.

Task management tips for reducing job stress

• Prioritize tasks. Make a list of tasks you have to do, and tackle them in order of
importance. Do the high-priority items first. If you have something particularly
unpleasant to do, get it over with early. The rest of your day will be more pleasant
as a result.
• Break projects into small steps. If a large project seems overwhelming, make a
step-by-step plan. Focus on one manageable step at a time, rather than taking on
everything at once.
 • Delegate responsibility. You don’t have to do it all yourself, whether at home,
school, or on the job. If other people can take care of the task, why not let them?
Let go of the desire to control or oversee every little step. You’ll be letting go of
unnecessary stress in the process.

Reducing workplace stress by improving emotional

intelligence
Even if you’re in a job where the environment has grown increasingly stressful, you can
retain a large measure of self-control and self-confidence by understanding and practicing
emotional intelligence. Emotional intelligence is the ability to manage and use your
emotions in positive and constructive ways. It's about communicating with others in ways
that draw people to you, overcome differences, repair wounded feelings, and defuse
tension and stress.

Emotional intelligence in the workplace:

Emotional intelligence in the workplace has four major components:

• Self-awareness – The ability to recognize your emotions and their impact while
using gut feelings to guide your decisions.
• Self-management – The ability to control your emotions and behavior and adapt
to changing circumstances.
• Social awareness – The ability to sense, understand, and react to other's emotions
and feel comfortable socially.
• Relationship management – The ability to inspire, influence, and connect to
others and manage conflict.

Reducing stress in the workplace with emotional

intelligence

The more emotional intelligence you have, the more stress you can avoid in the
workplace. Fortunately, emotional intelligence is not something we’re born with; it’s
something we can learn and develop.

To learn how to increase your emotional intelligence, read Five Key Skills for Raising
Your Emotional Intelligence.

The skill set that enables you to acquire these capabilities can be learned but requires the
development of emotional and nonverbal ways of communicating that include:
 • Learning to recognize your particular stress response and become familiar with
sensual cues that can rapidly calm and energize you.
• Staying connected to your internal emotional experience so you can appropriately
manage your own emotions. Knowing what you are feeling will not only add to
your self confidence and improve your self control but enhance your
understanding of others and help you build more satisfying relationships.
• Learning to recognize and effectively use the nonverbal cues that make up 95-
98% of your communication process including eye contact, facial expression, tone
of voice, posture , gesture and touch. Its not what you say but how you say it that
impacts others –for better or worse.
• Developing the capacity to meet challenges with humor. There is no better stress
buster than a hardy laugh and nothing reduces stress quicker in the workplace
than mutually shared humor. But, if the laugh is at someone else’s expense, you
may end up with more rather than less stress.
• Learning to navigate conflict by becoming a good listener and someone who can
face conflict fearlessly with the expectation that differences resolved will
strengthen the relationship.

Reducing workplace stress by breaking bad habits

As you learn to manage your job stress and improve your work relationships, you’ll have
more control over your ability to think clearly and act appropriately. You will be able to
break habits that add to your stress at work – and you’ll even be able to change negative
ways of thinking about things that only add to your stress.

Eliminate self-defeating behaviors

Many of us make job stress worse with patterns of thought or behavior that keep us from
relieving pressure on ourselves. If you can turn around these self-defeating habits, you’ll
find employer-imposed stress easier to handle.

• Resist perfectionism. No project, situation, or decision is ever perfect, and you

put undue stress on yourself by trying to do everything perfectly. When you set
unrealistic goals for yourself or try to do too much, you’re setting yourself up to
fall short. Do your best, and you’ll do fine.
• Clean up your act. If you’re always running late, set your clocks and watches
fast and give yourself extra time. If your desk is a mess, file and throw away the
clutter; just knowing where everything is saves time and cuts stress. Make to-do
lists and cross off items as you accomplish them. Plan your day and stick to the
schedule — you’ll feel less overwhelmed.
• Flip your negative thinking. If you see the downside of every situation and
interaction, you’ll find yourself drained of energy and motivation. Try to think
positively about your work, avoid negative-thinking co-workers, and pat yourself
on the back about small accomplishments, even if no one else does.
Find Ways to Dispel Stress

• Get time away. If you feel stress building, take a break. Walk away from the
situation. Take a stroll around the block, sit on a park bench, or spend a few
minutes meditating. Exercise does wonders for the psyche. But even just finding a
quiet place and listening to your iPod can reduce stress.
• Talk it out. Sometimes the best stress-reducer is simply sharing your stress with
someone close to you. The act of talking it out – and getting support and empathy
from someone else – is often an excellent way of blowing off steam and reducing
stress.
• Cultivate allies at work. Just knowing you have one or more co-workers who are
willing to assist you in times of stress will reduce your stress level. Just remember
to reciprocate and help them when they are in need.
• Find humor in the situation. When you – or the people around you – start taking
things too seriously, find a way to break through with laughter. Share a joke or
funny story.

Adapted from Quintessential Careers

What managers or employers can do to reduce stress at

work
It's in a manager's best interest to keep stress levels in the workplace to a minimum.
Managers must act as positive role models, especially in times of high stress. All of the
tips mentioned in this article are twice as important for managers to follow. If someone
that we admire remains calm, it is much easier to remain calm ourselves – and vice versa!
There are also organizational changes that managers and employers can make to reduce
workplace stress.

Improve communication

• 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.

Consult your employees

• 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 verbally and institutionally.

• Provide opportunities for career development.
• Promote an “entrepreneurial” work climate that gives employees more control
over their work.

Cultivate a friendly social climate

• Provide opportunities for social interaction among employees.

• Establish a zero-tolerance policy for harassment.
• Make management actions consistent with organizational values.

Quintessential Careers:
Managing Job Stress: 10 Strategies for Coping and
Thriving at Work

by Randall S. Hansen, Ph.D.

Search Quintessential Careers:

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Melissa had been the ideal worker, always willing to take on new projects, work long hours and weekends -- until
last year. There were subtle changes at first. Her demeanor turned from always positive to a growing streak of
negativism. She began to have problems sleeping. She felt frustrated with a lack of progress within the firm, and
a growing sense of no longer being a part of the team. She started to use sick days for the first time -- some for a
nagging number of illnesses, some for “mental health” days. Luckily for Melissa, she had some friends who
recognized the problem she was suffering from was job stress.

What is Job Stress?

Job stress is something we all face as workers -- and we all handle it differently. There is no getting around it.
But, not all stress is bad, and learning how to deal with and manage stress is critical to our maximizing our job
performance, staying safe on the job, and maintaining our physical and mental health. For workers like Melissa,
infrequent doses of job stress pose little threat and may be effective in increasing motivation and productivity, but
too much -- and too prolonged -- can lead to a downward spiral -- both professionally and personally.

Some jobs, by definition, tend to be higher stress -- such as ones that are in dangerous settings (fire, police), that
deal with demanding customers (service providers), that have demanding time pressures (healthcare), and that
have repetitive detailed work (manufacturing) -- but stress is not limited to any one particular job or industry.

The National Institute for Occupational Safety and Health (NIOSH), part of the U.S. Department of Health and
Human Services, states that job stress, now more than ever, poses a threat to the health of workers – and the
health of organizations. NIOSH defines job stress as the harmful physical and emotional responses that occur
when the requirements of the job do not match the capabilities, resources, or needs of the worker. Stress also
occurs when the situation has high demands and the worker has little or no control over it. Job stress can lead to
poor health and injury.

Job Stress Statistics

Numerous studies examining job stress sound an alarming bell about the mental and physical health of American
workers:

• A Northwestern National Life study found that 40 percent of workers report their job is “very or extremely
stressful.” And that one-fourth of employees view their jobs as the number one stressor in their lives.
• A Families and Work Institute study found 26 percent of workers report they are “often or very often
burned out or stressed by their work.”
• A Yale University study found 29 percent of workers feel “quite a bit or extremely stressed at work.”
• A Princeton Survey Research Associates study reports that three-fourths of employees believe the
worker has more on-the-job stress than a generation ago.
• A Gallup Poll found that 80 percent of workers feel stress on the job, and nearly half reported that they
needed help in learning how to manage it.
• According to an article in Shape Magazine, women are 60 percent more likely to suffer from job stress
than men.

Symptoms & Warning Signs of Job Stress

While the causes can be something other than job stress, here are the most common symptoms and early
warning signs of job stress and burnout:

• Apathy
• Negativism/cynicism
• Low morale
• Boredom
• Anxiety
• Frustration
• Fatigue
• Depression
• Alienation
• Anger/irritability
• Physical problems (headaches, stomach problems)
• Absenteeism

Are you approaching Job Burnout? Take our free assessment: Job Burnout Quiz: How Close Are You To Burning
Out?

Causes of Job Stress

There are two schools of thought on the causes of job stress.

According to one theory, differences in individual characteristics, such as personality and coping style, are best at
predicting what will stress one person but not another. The focus then becomes on developing prevention
strategies that help workers find ways to cope with demanding job conditions.

The other theory proposes that certain working conditions are inherently stress-inducing, such as fear of job loss,
excessive workload demands, lack of control or clear direction, poor or dangerous physical working conditions,
inflexible work hours, and conflicting job expectations. The focus then becomes on eliminating or reducing those
work environments as the way to reducing job stress.
Strategies for Managing Job Stress
While many of the methods of preventing job stress need to be developed and supported by the organization,
there are things that workers can do to help you better manage job stress.

Here are 10 tips for dealing with the stress from your job:

1. Put it in perspective. Jobs are disposable. Your friends, families, and health are not. If your employer
expects too much of you, and it's starting to take its toll on you, start looking for a new job/new employer.
2. Modify your job situation. If you really like your employer, but the job has become too stressful (or too
boring), ask about tailoring your job to your skills. And if you got promoted into a more stressful position
that you just are not able to handle, ask about a lateral transfer -- or even a transfer back to your old job
(if that's what you want).
3. Get time away. If you feel the stress building, take a break. Walk away from the situation, perhaps
walking around the block, sitting on a park bench, taking in a little meditative time. Exercise does
wonders for the psyche. But even just finding a quiet place and listening to your iPod can reduce stress.
4. Fight through the clutter. Taking the time to organization your desk or workspace can help ease the
sense of losing control that comes from too much clutter. Keeping a to-do list -- and then crossing things
off it -- also helps.
5. Talk it out. Sometimes the best stress-reducer is simply sharing your stress with someone close to you.
The act of talking it out – and getting support and empathy from someone else -- is often an excellent
way of blowing of steam and reducing stress. Have a support system of trusted people.
6. Cultivate allies at work. Just knowing you have one or more co-workers who are willing to assist you in
times of stress will reduce your stress level. Just remember to reciprocate and help them when they are
in need.
7. Find humor in the situation. When you – or the people around you -- start taking things too seriously, find
a way to break through with laughter. Share a joke or funny story.
8. Have realistic expectations. While Americans are working longer hours, we can still only fit so much work
into one day. Having unrealistic expectations for what you can accomplish sets you up for failure -- and
increased stress.
9. Nobody is perfect. If you are one of those types that obsess over every detail and micromanage to make
sure "everything is perfect," you need to stop. Change your motto to performing your best, and leave
perfection to the gods.
10. Maintain a positive attitude (and avoid those without one). Negativism sucks the energy and motivation
out of any situation, so avoid it whenever possible. Instead, develop a positive attitude -- and learn to
reward yourself for little accomplishments (even if no one else does).

Final Thoughts
Okay, so it's a cliche, but your health is everything. You need to take care of yourself, and no job, customer, or
boss is worth putting yourself at risk. Find a way out through one or more of our 10 strategies. Take control of
your situation -- and fix it -- and you will have better mental and physical health, as well as better relationships
with the people around you.

October, 2002 - Reducing Stress in the Workplace

Workplace Stress
Managing Stress
The High Cost Of Stress
Types of Stress
How to Reduce Stress In The Workplace
Identifying And Handling Stress Cases
Stress-Reducing Tips
Resources (links, books, articles, humor)
Printer-friendly version
 Workplace Stress

All of us, whether in our business lives or personal lives, are under stress to produce,
abide by rules and to exist compatibly on the job and with others. It is expected of us to
interact with co-workers, supervisors, friends and relatives. We are to do this without
causing hardship to ourselves or others. Each day brings new, stressful situations we
must deal with in our business lives and our personal lives.

Stress is not confined to upper management and the people that make the major
decisions. Stress is found at all levels of life. The anxiety of stress shows in our lives as
a negative situation. What we need to do is teach ourselves how to stay positive about
job and personal life situations. We need to learn philosophies in critical situations to
prevent burn-out, depression, and anger.

Because of the manager’s position, it becomes pivotal for them to identify the warning
signs of stress. In order to do that, the manager must first be able to identify stress of their
own.

Management of Stress
Stress — from a point of view of safety, productivity, health and cost containment — is a
challenge to us all. Managers, line supervisors and employees need to be aware of the
danger signs of stress. Stress effects each of us in different ways.

For some, stress manifests itself as occasional nervousness, while chronic stress may be
associated with heart problems and high blood pressure.

Management of simple stress may require nothing more than additional training and
increased communication. Sometimes just the ability to talk to someone who is neutral to
a given situation or problem allows the troubled person a release. That release often is
enough to naturalize the feelings of stress.

Communication is the most important element in preventing stress from festering, getting
out of control and costing your business time and money in a workers’ compensation
stress claim.
 The High Cost of Stress

Stress overload not only causes health problems, it affect our budgets as well as our
mind.

Stress claims are becoming the single most costly claim in the workers’ compensation
system. Stress in the workplace can be reduced by understanding why stress exists and
working on the negative stress factors.

Stress impairs immune systems functioning, lowering the body’s resistance to disease and
reducing a person’s ability to be fully functional on the job.

A survey of medical tests estimate that as much as 50-80% of all disease is stress-related
in origin. Doctors Holmes and Rahe, pioneering researchers in the field of stress, proved
conclusively that the greater the number of life-change events people experienced in a
two-year period, the more frequently they became physically ill. With health care costs
skyrocketing, the financial impact of stress-induced illness and lowered work
productivity are major drains on the economy, as well as on our personal pocketbooks.

The price of stress in the workplace in the form of lowered productivity, excessive
absenteeism, increased insurance costs, and premature loss of key people is staggering.

American industry spends more than $26 billion every year in disability payments and
medical bills. Executives alone cost American industry more than $10 billion annually
through lost workdays, hospitalization and early death caused by stress.

General stress is increasing. There are many factors outside the workplace which
contribute to the normal pressures of doing any job. In workers’ compensation areas,
stress claims are on the rise, in some cases dramatically. Many companies are ill-
prepared to deal with stress claims, or to prevent stress from becoming debilitating.

Types of Stress

Consider such factors as:

The General Economic Climate

Many employees have family members and/or friends who have lost their jobs, lost their
homes or seen reduced revenues in their businesses. Those working may be afraid of
losing their job, spending valuable energy worrying instead of being productive. As
companies are forced to trim down, there is more work for everyone and less money to
go around. For single parents or families with only one working adult, the pressure and
worry increases.

World-Wide Disasters
Massive catastrophes add to the general stress felt by the population. Concern about
 friends, relatives and about "what if..." a disaster happens increases general stress, even
if no disaster strikes. Our media constantly exposes us to the gory details of every
negative event in the world, often to the point of total overload.

Workplace Diversity
As our employee population continues to reflect changing ethnic patterns, pressures to
deal with different cultural styles and communication patterns increases stress. Many
companies must institute multiple language training programs and re-train their managers
to be sensitive to many different cultures, while the existing work continues to grow.
Concerns about "offending" the many segments of the population creates great frustration
(and occasional anger) from those who feel their space is being invaded by "outsiders."
On the other side, "minority" populations feel discriminated against and may be defensive
in their attitudes in the workplace. A growing challenge for all of us.

Changing Male/Female Dynamics Women entering the workforce contribute to the

challenge of male/female communication, which has existed since Adam and Eve tried to
live in Paradise. Women competing with men try to take on "male" attributes, which is
often confusing to them and confusing to the men around them. Men try to understand
the new roles they’re expected to play, yet may not really understand what is being asked
of them.

Men and women have differing work motivations — often creating confusion and
conflict in communications. Men are cultured to be "in control" and active, yet
workplace changes are forcing them to deal with situations that seem to be out of their
control. Little of their training has prepared them for this event.

Women find more satisfaction in being true to themselves, something men haven’t
always been taught to understand. Men may need to ask for help — yet resist — feeling
this is a sign of failure. Women tend to ask for help more readily, yet men see them as
weak when they do. Is it any wonder we have communication problems?

Dealing With Great Change

Many people feel the world (as they knew it) has ended. The trauma of change and the
attendant changes it forces on each of us, contributes to the level of pressure felt on each
individual. We must do things differently, react differently and feel differently in order
to survive in the new world. Fear of the unknown and fear of change touch into our basic
sense of security and sense of self — our most vital human needs.

How To Reduce Stress In The Workplace

Positive job factors can play an important part in keeping stress in check. Having
supportive co-workers, managing time effectively, being active in social groups and not
taking work home with you are effective ways to minimize stress.

Management can provide invaluable assistance to employees (and themselves) by setting

effective stress management techniques. Some of the vital ways to do this are:
1. Set realistic goals and priorities: encourage employees to be part of the priority-
setting process. When they feel they are part of the decision, they are more likely
to take responsibility, rather than grumble about "my nasty boss" and "this terrible
place".
2. Encourage good time-management techniques: planning for important
activities, scheduling them in advance, following up with others, and keeping
good records help people get things accomplished on time and realize their value.
Take time to make note of successes and projects accomplished.
3. Take short breaks after a particularly stressful event, encourage employees to
take a 5 minute walk around the block or a few minutes of quiet meditation to re-
balance their energies. Several short breaks throughout the day can keep
employees working at peak performance.
4. Rehearse and prepare: being prepared reduces stress. Be prepared in advance
of stressful situations for all possible outcomes.
5. Don’t procrastinate: procrastination and delay breeds stress! Eliminate items
which won’t/can’t get done and do those that are important first.
6. Know your limits: be realistic about what you can accomplish.
7. Change your attitudes. Think of stressful situations as a challenge to your
creative thinking. Know that eventually everything will either get done or it
won’t - worrying won’t make it better.
8. Learn to say "no": when your schedule is full, say "no" to activities you don’t
enjoy, to unrealistic demands, to responsibilities that aren’t yours. Doing this
with tact and diplomacy takes some practice and may require special training.
9. Schedule your stress: stagger known stressful activities and prepare for known
stress in advance.
10. Encourage employees to treat their body right: eat a balanced diet, get enough
sleep, exercise regularly. Companies that encourage employees to take a "fruit
break" or 5-minute walk find the employees will work more effectively than if
they are "hyped" by cigarette/coffee breaks and little physical exercise in their
jobs.
11. Encourage positive self-talk: use positive self-reinforcement affirmations, like "I
can handle this one step at a time" and "Somehow the whole team will work this
out".
12. Give positive reinforcement: make sure that all managers and supervisors tell
people when they do a good job, complement them on their neat offices or
conscientious work habits.
13. Set up employee recognition programs: "Employee of the Month" or "Creative
Suggestion" systems encourage people to do a good job. Everyone needs a pat on
the back and a sense of being a valuable person. Constant criticism is counter-
productive and causes hard feelings. A daily positive comment goes a long way,
at no cost!
14. Take responsibility: encourage employees to take responsibility for their own
job and for their contribution to the success of the company as a whole. This
encourages a feeling of control over their life. Let them know how important
their efforts are to the overall plan.
 15. Provide a sympathetic ear: often stressful situations can be managed, if there is
someone who is willing to listen to the employee’s concerns and provide positive
encouragement that they will get through the problem. For many people, 15
minutes of a sympathetic listener can cancel out many days of otherwise
unproductive worry.
16. Most important, MAINTAIN A SENSE OF HUMOR. As a wise philosopher
said, "Don’t take life so seriously, it’s only a hobby". Try to remember what was
stressful in your life six months ago or a year ago. Chances are, you can’t. Know
that this day will be just another day in history and whatever seems traumatic now
will fade into oblivion as time passes.

Laughter is the medicine of the gods and great medicine for humans, too!

Identifying And Handling Stress Cases

Beneficial Stressors
To properly perform a job function, a certain amount of stress is required. Beneficial
stressors are motivation, energy, alertness, and a positive attitude.

Negative stressors
These are any situations in the work place that leave a feeling of depression, anxiety, or
pressure. They are commonly categorized as: overwork, ambiguity, workplace conflicts
and responsibility. One way to minimize the negative stressors is to know your
limitations and set goals realistically within those limitations.

Overwork
Paperwork, long hours, deadlines, poor communication and inability to perform are all
negative stressors.

> Defenses against overwork

Learn to do the very best you can, while staying
within your limitations. Know your limitations
and let your supervisor know your limitations as
well. Communicate your "overworked" feeling
with your supervisor or even your supervisor’s
supervisor. Communicate early and often with
your supervisor.

Don’t let a small problem that can be fixed early

grow into a much larger problem just because there was a failure to communicate the
problem.

Ambiguity - There are times when instructions and job functions become unclear and
confused. New procedures, new personnel, and new policies are many times the culprits
that cause ambiguity.
> Defenses against ambiguity
If you work in an environment that breeds confusion and uncertainty, it is your duty and
your right to seek clarity prior to beginning a job function or procedure. Confusion can
cause stressful situations as well as injury. Communicate feelings of ambiguity to your
supervisor and get clarity about what is expected..

Work Place Conflicts

Conflicts will happen. Everyone has a bad day once in a while. Supervisors can get a
little over-bearing or co-workers don’t understand your responsibilities. Have a little spat
with your better-half and you may go to work stressed and may not even realize it.

> Defenses against work place conflicts

Realize that everyone has a bad day every once in a while. In times of conflict, be a good
listener. Step back and try to see the situation from a different perspective. When work
conditions, equipment problems, scheduling problems or any problem that is
management-correctable occurs, COMMUNICATE the problem to management for
action. A little communication can go a long way in avoiding workplace conflicts.

Responsibility
Responsibility breeds stress for some employees. Some
employees do not handle responsibility well.
Responsibility is a part of our everyday work and
personal lives.

> Coping with responsibility

Work responsibility is something that needs to be
carefully taught to employees. Responsibility should be
a part of the employee’s goals and part of their on-the-
job performance.

Each employee needs to be trained to do their job

functions well, allowing them to have a strong self-
image and confidence in their ability to do the job
properly. Without a solid training foundation, the employee will have doubts about their
responsibility roles, creating a stressful work climate.

Source: Above article adapted from Workers' Comp Cost Reduction training program, Chapter 5: Stress in
the Workplace.

More Stress-Reducing Tips

1. Breathe diaphragmatically. It will help you calm down, think more clearly,
improve your memory, relieve the knotted feeling inside, improve your heart
function, circulation and digestion.
2. Handle change skillfully and gracefully.
3. Do one thing at a time.
4. Do it right, not over.
5. Cultivate being a friend. Not merely to have friendships.
6. Laugh.
7. Want what you have.
8. Do Desktop Yoga ®
9. Forgive.
10. Be around positive people. Avoid whiners.
11. If you really don't like your work or work environment, change it.
12. Eat nourishing food.
13. Drink water.
14. Avoid too much caffeine, soda pop, alcohol, and junk. Better yet, stop using
them. Don't smoke.
15. Get involved in your workplace wellness program.
16. Enjoy nature.
17. Move around. Use the stairs. Walk.
18. Smile and have fun.
19. Breathe fresh air.
20. Notice life now. All of it.
21. Believe in miracles.
22. Play with pets.
23. Balance work with an active home and play life.
24. Focus on the moment. Don't get caught up in the past or future.
25. Don't get caught up in gossip or negative thinking.
26. It's all a game. Be a team player and play well with others.
27. If you're in a hole, quit digging.
28. Go for results, not activity.
29. Schedule time for yourself.
30. Find your own voice.
31. Take a relaxation break.
32. Remember that whatever is happening is only temporary. That goes for the little
picture and the big picture.
33. Count your blessings.
34. The best things in life aren't things.
35. Focus. Leave work at work and home life at home.
36. Have faith.
37. Say "yes" when you can, and "no" when you can't.
38. Take naps. Rest.
39. Prevent problems.
40. Let go of attachments and desire.
41. Get over it.
42. Strive to be, rather than to become.
43. Simplify.
44. Get to know yourself. Be yourself.
45. Love more. Fear less.
46. Hum. Sing. Dance. Whistle.
47. Wear comfortable shoes.
48. Listen to your real self. Be.
49. Enjoy the journey and let the destination take care of itself.