Stress Management

Stress Management Student Workbook

Course Overview
Overview

Todays workforce is experiencing job burnout and stress in epidemic proportions. Workers at all levels feel stressed out, insecure, and misunderstood. Many feel the demands of the workplace have become too much to handle. The financial impact of stress on corporate anada is staggering. This workshop explores the causes of such stress, and suggests appropriate initiatives for the company and its employees to undertake.
Learning Objectives

!nderstand that stress is a positive, unavoidable part of everybodys life "ecogni#e the symptoms that tell you when you have $chronic stress overload% &dentify those situations in your life that cause you the greatest stress &dentify those actions which add to your stress hange the situations and actions that can be changed 'eal better with situations and actions that cant be changed

My Objectives

Stress Management

Crazy Captions
)our job is to come up with a caption for each wacky picture* the more creative, the better+ )ou need to hurry, too, because your team has only five minutes.

Defining Stress and how it Affects Us

Stress Management

-irst of all, can we define what we mean by stress.

o!mes "ahe Stress "ating

LIFE EVENT (During Past 24 Months) (. ,. 1. 5. 4. 3. 0. 8. 9. (/. ((. (,. (1. (5. (4. (3. 'eath of spouse 'ivorce Marital 2eparation 6ail Term 'eath of close family member 7ersonal injury or illness Marriage -ired at work Marital "econciliation "etirement hange in health of family member 7regnancy 2ex difficulties :ain of a new family member ;usiness readjustment hange in financial state

STRESS POINTS (// 01 34 31 31 41 4/ 50 54 54 55 5/ 19 19 19 18

Stress Management

(0. (8. (9.

'eath of a close friend hange to a different line of work hange in number of arguments with spouse

10 13 14

LIFE EVENT (During Past 24 Months) ,/. ,(. ,,. ,1. ,5. ,4. ,3. ,0. ,8. ,9. 1/. 1(. 1,. 11. 15. 14. 13. 10. 18. 19. -oreclosure of mortgage or loan hange in responsibilities at work 2on or daughter leaving home Trouble with in<laws =utstanding personal achievement 7artner begins or stops work ;egin or end school hange in living conditions "evision of personal habits Trouble with boss hange in work hours or conditions hange in residence hange in schools hange in recreation hange in church activities hange in social activities Mortgage or loan more than >4/,/// hange in sleeping habits hange in number of family get togethers hange in eating habits

STRESS POINTS 1/ ,9 ,9 ,9 ,8 ,3 ,3 ,4 ,5 ,1 ,/ ,/ ,/ (9 (9 (9 (8 (0 (4 (4

Stress Management

5/. 5(. 5,.

?acation hristmas Minor violation of the law

(1 (, ((

)our Total

The more changes you have, the more likely you are to get sick. =f those people with over 1// @ife hange !nits, almost 9/A get sick in the near future* with (4/ to ,99 @ife hange !nits, about 4/A get sick in the near future* and with less than (4/ @ife hange !nits, only about 1/A get sick in the near future. What are some of the causes of stress in your life.

#hat is Stress About$

Stress is about changing !ifesty!es%

Stress is about power%

Stress is about se!f&esteem%

Stress is about change%

'our Change&(riend!y )uotient

Stress Management

*art +, 'ou

&n the situations described below, four reactions or coping methods are given. 7ut yourself in each scene and check all those responses you would actually use, leaving blank the ones you would rarely or never use. Write the number B(B by your favourite response. (. &f & were asked to choose the designs & find pleasing from those below, & would selectC a.DDDDD b.DDDD c.DDDD d.DDDD

,. &f my company reduced our insurance benefits package, & wouldC a.DDDD talk to the benefits officer about it. b.DDDD discuss it with others to see if they feel as & do about it. c.DDDD seek additional insurance to compensate for lost benefits. d.DDDD wonder if my company is in financial trouble* review my career options.

1. &f a friendEcolleague cancelled our luncheon at the last possible moment, & wouldC a.DDDD confront the person about his or her behaviour. b.DDDD ask around to see if this person has cancelled with others. c.DDDD think what to do with the free time and how it affects my schedule. d.DDDD assess whether there was a good reason for cancelling. 5. &f & were sent for training in a field totally new to me, & wouldC a.DDDD look forward to learning something entirely new. b.DDDD get information from others who have had the training.

Stress Management

c.DDDD bone up on information that would help me with it. d.DDDD evaluate how useful it would be to me. 4. &f & were transferred to another city, & wouldC a.DDDD picture myself living and working there. b.DDDD find out more about the place by talking to everyone. c.DDDD call a realtor to settle the housing issue. d.DDDD review the social, personal, and financial pros and cons. 3. &f & were to notice one of my parentsF health declining, & wouldC a.DDDD contact my parentFs doctor for an opinion. b.DDDD talk it through with parents, relatives and friends. c.DDDD read up on the illness and its symptoms d.DDDD try to determine just how serious it really is. 0. &f an important relationship suddenly ended, to my surprise, & wouldC a.DDDD become more active socially, plunge into new interests, develop a new skill. b.DDDD join support group on break<ups, talk to others whoFve been there. c.DDDD transfer my energy to areas of my life that are going well. d.DDDD figure out what caused the break<up and, perhaps, consult an expert.

8. &f my favourite newspaper columnist were dropped, & wouldC a.DDDD call the editor and ask for an explanation. b.DDDD read the replacement column and compare with my favourite.

Stress Management

c.DDDD begin a letter<writing campaign to get the columnist restated. d.DDDD recall past columns to find reasons for the cancellation. 9. &f a project & had devised were rejected, & wouldC a.DDDD protest and try to dissuade objectors. b.DDDD confer with others, then go back to the drawing board. c.DDDD give it up if objections seemed legitimate, and move on. d.DDDD study the project design for possible flaws. (/. &f a friend wore an inappropriate outfit, & wouldC a.DDDD smile and say Bmore power to you.B b.DDDD ask others for their reaction to it. c.DDDD caution him or her about wearing it to work. d.DDDD worry about my friend but do nothing. ((. &f & were delayed in traffic thirty minutes on my way to an important appointment, & wouldC a.DDDD try to find a shortcut or new route. b.DDDD rehearse explanations in my mind. c.DDDD try to find a phone to notify someone of my delay. d.DDDD assess how to turn the situation to my advantage.

(,. &f & were asked twenty minutes before a meeting to describe a project for which & am responsible, & wouldC a.DDDD welcome the chance to make an impact* dream up a dramatic way to present it. b.DDDD ask others on my team for their input* conceptuali#e a brief overview.

Stress Management

c.DDDD tune out everything going on around me* outline the essential information. d.DDDD decline until & have time to prepare more fully. (1. &f & were challenged when discussing a topic & know well, & wouldC a.DDDD relish the controversy, if the challenger is witty and friendly. b.DDDD ask the challenger to say more about his or her views, and then paraphrase to further clarify. c.DDDD compare our points of view and attempt to get consensus. d.DDDD review how & came to my conclusions* wonder if the challenger has more data. To score, add the number of (st choices you checked in a,b,c,and d, and enter them hereC a.DDDD b.DDDD c.DDDD d.DDDD. Gdd them up for a total of DDDDDD
*art -wo, ome

1 !ouseho"# Tas$s DDDD & perform chores that are non<traditional for my sex. DDDD My spouseEroommate shares household tasks with me. DDDD =ther persons in my household help with these duties. DDDD & hire regular household help. DDDD & sometimes use food delivery services Hpi##a, groceriesI. DDDD & usually have the latest in household appliances. 2 Va%ations DDDD & sometimes vacation alone. DDDD & sometimes visit relatives andEor friends.

Stress Management

DDDD & have a scheduled vacation each year. DDDD & vacation with my spouseEroommate regularly. DDDD & sometimes add vacation excursions to my business trips. DDDD & sometimes go on the spur of the moment. DDDD & have a place to retreat to Hmountains, shoreI DDDD & travel abroad. & Trans'ortation DDDD & drive to and from work alone. DDDD;ecause work and shopping are nearby, & can bicycle there. DDDD ;us transit is nearby and affordable DDDD & can carpool to work. DDDD& can share transportation with friends for errands. DDDD & have a company car Hor company carpoolI. DDDDMy schedule allows me to travel to work when traffic is light. DDDD& am not responsible for transporting children, relatives or friends. 5. -inances DDDDThere are other income earners in my household. DDDD& have income other than my working wages. DDDDMy income has some incentive features. DDDD& could earn money from non<job activities Hcrafts, singing, etc.I DDDDMy career is on the upswing. DDDDMy spouseFs career is on the upswing. DDDD& normally have a comfortable margin of discretionary income.

(/

Stress Management

DDDD& am eligible for a retirement plan. DDDD& get money from such sources as alimony, spousal pensions benefits etc. DDDD& have investments. DDDD redit andEor venture capital are accessible to me. ( Mea"s DDDD& eat a wide variety of foods from simple meals to ethnic dishes to gourmet. DDDDMenus are not the same as they were five years ago. DDDD=ther members of the household usually like to try new things. DDDD;ecause & freJuently dine alone, & am free to eat what & like. DDDDMore than one person prepares meals in my household. DDDD& have a variety of cooking methods Hoven, microwave, crock<pot, barbecueI DDDD& sometimes dine out and use fast food, take out and food delivery services. DDDD& sometimes use caterers. ) So%ia" O%%asions DDDDMy entertainment freJuently involves ideas from new friends. DDDDKolidays include many traditional family customs DDDD& have a wide variety of friends from many backgrounds. DDDD& like to plan outings that are different Htennis, barbecue or old fashioned movie reviewI DDDD&Fm comfortable in most social groups. DDDD& usually decide on my own which social events to attend. DDDMy spouseEroommate has friends who we entertain freJuently.

((

Stress Management

* +ommuni%ation ,ith m- s'ouse. signi/i%ant other or 0est /rien# DDDDWe clearly and directly state our needs to each other. DDDDWe use humour to communicate. DDDDWe use teasing and sarcasm to communicate. DDDDWe often understand each other intuitively. DDDDWe have specific times to catch up on each otherFs activities and thoughts. DDDD& have reliable friends for rap sessions. Kow many options did you check in this session. DDDDD Gdd 4 points if you live alone.
*art ., #or/

heck all options that relate to you at work. 1 1or$ Tas$s DDDD"oles change freJuently. DDDDWhoever brings up an idea gets to follow through. DDDD6ob descriptions are freJuently stretched to fit the situation. DDDDWe have employees who job<share. DDDDWe are able to use outside consultants when needed. DDDDWe do a lot of cross<training. DDDDLach staff member has a variety of skills. 2 1or$ !ours DDDDWeE& vary work schedules. DDDD2chedules can be changed fairly easily.

(,

Stress Management

DDDDWe are taskEtime<oriented in crunches* self<directed otherwise. DDDDWeE& adapt schedules to individual needs when possible. DDDD &Ewe have part<time employees. DDDDWe are on flex<time. & Meetings DDDDWe take turns in conducting the meetings. DDDDWe have agendas but they are not sacrosanct. DDDDWe are all consulted about the agenda. DDDDThere are very few mandatory meetings. DDDD&f someone is up against a deadline, he or she need not attend. DDDDGnyone who is concerned about an issue may call a meeting. 4 Management St-"e o/ M- 1or$'"a%e DDDDThere are always several people authori#ed to make decisions. DDDD=ur L= has an open<door policy. DDDD& make 9/A of the decisions about my work without consulting a superior. DDDDWhen &Fve made a mistake, management has backed me to the hilt. DDDDWeE& have a suggestion box or something similar. DDDDWeE& have functions such as sport events, celebrations and retreats. DDDD@ines of communication are unrestricted. ( Pro0"em So"2ing DDDDThe company is open to taking risks.

(1

Stress Management

DDDDMo idea is too silly to be considered. DDDDThere is time for pet projects. DDDDWeE& brainstorm regularly. DDDD"esources for new projects are available. DDDDMew products and techniJues have high priority. DDDDLxtra effort and innovations are rewarded. ) 1or$ Setting DDDD&Ewe have ample and up<to<date office eJuipment. DDDD onveniences such as restaurants and banks are accessible. DDDD=ffice decor is up to the individual. DDDDThere is work spaceEroom for special projects. DDDDThere is space for relaxation andEor exercise. * 3ene/its DDDDThere is an adeJuate training budget. DDDDWork<related expenses are reimbursed. DDDD?acation and sick leave policies are flexible. DDDD onvenient company parking is available. DDDDMy company is well<known and respected. Kow many options did you check in this section. DDDD Gdd 4 points if you are self<employed. )ou now have options for three aspects of your hange -riendly Nuotient. Transfer those totals to this chart. 'ouble your score for 7art ( H)ouI.

(5

Stress Management

7art =ne H)ouI DDDDD x , O DDDDDD out of (/5 7art Two HKomeI O DDDDDD out of 45 7art Three HWorkI O DDDDDD out of 55 TotalO DDDDDD out of ,/,

The total is your hange<-riendly Nuotient. To interpret your overall score, use the following guideline. (0/PC you are hange -riendly and have many options for dealing with change. (0/<,/,C )ou are extremely flexible. )ou can use these test results to build on existing strengths. (1/<(0/C )ou have a fair degree of adaptability. )ou can look to the test to identify secondary styles. (//<(1/C )ou will want to focus on the one area where you can most easily increase your flexibility. !nder (//C )ou may have a restrictive environment and might want to develop more personal flexibility to compensate.

(4

Stress Management

Stress and -ime

Think of time management tips that have worked for you in the past and incorporate them into your list.

-he Stress -a0

osts of stress on the job can includeC Lrrors Gbsenteeism onflict @ow morale Kigh staff turnover 7oor decisionsEno decisions Gccidents 1hat are the s-m'toms o/ stress o2er"oa#. ,hen our 0o#ies ha2e res'on#e# too mantimes to the 4Fight or F"ight4 %a""5

1e a"" 'a- a stress ta6. ,hether ,e $no, it or not 1hat is the 'ri%e -ou 'a- /or -our stress5

1hat #o -ou nee# to %hange5

(3

Stress Management

Mot sure yet whether you need to make any changes. Try the 2tress &nventory to see if you are in danger of burning out.

Stress 1nventory
"ate each statement as it applies to you on a scale of ( to 4 with a ( meaning never, , rarely, 1 sometimes, 5 often and 4 always. S%ore Statement & am unclear about what is expected of me. My co<workers seem unclear what my job is. & have differences of opinion with my superiors. The demands of others for my time are in conflict. & lack confidence in management. Management expects me to interrupt my work for new priorities. onflict exists between my unit and others it must work with. & get feedback only when my performance is unsatisfactory. 'ecisions or changes that affect me are made without my knowledge or involvement. & am expected to accept the decisions of others without being told their rationale. & have too much to do and too little time in which to do it. & do not have enough work to do. & feel overJualified for the work & actually do. & feel under<Jualified for the work & actually do. & have unsettled conflicts with my co<workers. & get no support from my co<workers. & spend my time fighting fires rather than working according to a plan.

(0

Stress Management

& do not have enough supervision Htoo much or too littleI. & do not have the opportunity to use my knowledge and skills. & do not receive meaningful work assignments. & feel that it is hopeless to change the system. My pay is too low. My department or agency lacks enough funds to accomplish its goals. & have too much paperwork for me to do an effective job. &t seems like & have to make all the decisions around the office. & feel exhausted even when & get enough sleep. & get angry or irritated easily. & worry at night and have trouble sleeping. & have recurring headaches, stomach aches, or lower back pain. & find it difficult to unwind at the end of the day. & find it difficult to empathi#e with clients about their problems. & tend to categori#e clients rather than listen to their individual needs. & generally seem to express negative attitudes. & have been increasing my use of tobacco, drugs, or alcohol. & find that & am always watching the clock.

&f you scoredC ;elow 14C )ou are in good shape and show almost no job stress. 13<0/C )ou show a low amount of job<related stress and are not likely to burn out. 0(<(/4C )ou are under a moderate amount of job<related stress and have a fair chance of burning out. (/3<(5/C )ou express a high amount of job<related stress and may have begun to burn out. =ver (5/C )ou show an excessive amount of job<related stress and probably are in an advanced phase of burnout.

(8

Stress Management

2nergizer
@ook through your wallet, purse or briefcase and see how many of the following items you can find for your team. )our team scores one point for each item collected.

7icture of a close relative redit card without a signature GG card 'ry cleaner receipt :rocery list Membership card for ostco Gspirin, Tylenol, Gnacin anadian tire money ;eaver nickel ;lack comb Llectronic beeperEpager 2wiss army knife Money clip -itness club card offee club card oupon for any foodErestaurant item G mint ontact lens case Matches from a restaurant in any town anadian stamp

(9

Stress Management

Managing Stress
These three factors impact our ability to manage stressC 7ersonality Mature of =rgani#ation Nuality of 2upport Which of these three can we change.
*ersona!ity

3ature of Organization

)ua!ity of Support

,/

Stress Management

Stress and 4ender

"esearch tells us that men and women react differently to stress and that differing situations create their stress. -or example, one study done at the !niversity of Glberta found that women wake in the morning with their lowest stress levels. These levels climb as they rush around the house getting everyone ready for work and school. Their stress levels rise until they get to work when they begin to drop back a bit. Their stress levels slowly rise again during the day and continue to rise as they come home and look after kids, dinner and household chores. Their stress levels usually dont drop again until they are ready for bed. Men on the other hand rise with lower stress levelsQusually lower than their mates stress levels if he is married. They dont rise significantly until the drive to work. Then levels begin a slow climb that continues throughout their day. Kowever, as they leave work their stress levels begin to drop and continue dropping after they arrive home. :enerally they retire with low stress levels. This is a generali#ed version of what happens to stress levels with each gender and of course there are many variations of this scenarioC women without children and high pressure jobs, men whose stress levels begin to rise the minute their feet hit the floor in the morning and who are in demand until the end of the day. Kowever, for many, this will ring true.

-a/ing Care of 'our 5ody and 'our Mind

There are four pillars that support stress management. 7oo# nutrition

E6er%ise

,(

Stress Management

Strong su''orti2e re"ationshi's

,,

Stress Management

Re"a6ation te%hni8ues

,1

Stress Management

-hree 5asic Stress Management Strategies

When we have situations that cause our stress levels to rise, we have three basic strategies we can use. We can alter or change the situation, figure out how to avoid the situation, or accept the situation and alter our response to it.
A!ter

Avoid

Accept

,5

Stress Management

Drainers and (i!!ers Persona" Drainers

?isuali#e the way you usually spend your day. Then list the least rewarding aspects of your day<<those placesEactivitiesEpeopleEconditions that diminish your energy. 9%ti2ities:%on#itions:'"a%es : 'eo'"e that Gnnoy you 9t !ome 9t 1or$ 9t P"a-

Gnger you

'istract you

'epress you

Worry you

Wear you out

;ore you

-rustrate you

,4

Stress Management

Persona" Fi""ers
?isuali#e the way you usually spend your day. Then list the better aspects of your day<< those placesEactivitiesEpeopleEconditions that renew your energy and well<being. 9%ti2ities:%on#itions:'"a%es : 'eo'"e that Lxcite you 9t !ome 9t 1or$ 9t P"a-

alm you

-ree you

;ring you joy

2upportEnurture you

2timulateEchallenge you

:ive you meaning

Make you laugh

Lnergi#e you

,3

Stress Management

-he 6Less Stress6 Lessons

;ody 2can ;reathing Through )our 'iaphragm 2tretching ?isuali#ation 2ensory Gwareness Lating Gwareness

,0

Stress Management

*!an for the (uture

This guide will lead you step<by<step through a creative planning process for coping with stress. &t draws on your internal wisdom, so spend more time on the Juestions that strike you as particularly meaningful. (I 2ummari#e your symptoms. What is wrong. Where are you experiencing pain. What are you worried about. What signals are indicating stresses in your life.

,I

'efine the problem from several perspectives. What is the source of your stress. Write three or four different descriptions of the problem. Which one most clearly captures the cause of your stress.

1I

@earn from your previous attempts to solve the problem. What coping strategies have you already tried. Why didnFt they work. What new strategies are suggested by these previous failures.

5I

heck your attitude. Kow do you feel about this problem and your capability to deal with it. hopeless doubtful maybe possible hopeful

What about your desire to tackle the problem and do something about it. motivated willing to try partially committed highly motivated

,8

Stress Management

4I

&dentify your resources. What special strengths and skills can you bring to bear on the problem. Who will support you in the process.

3I

2pecify your goals. What do you want to happen. To feel. To change. To accomplish. To increase or decrease. To learn. ;e very specific. & want & want & want & want & want & want DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD

0I

-ormulate a clear plan of action. ;ased on the changes you want to make and the goals youFve set, what specifically can you do.

8I

:o back and rate each of these potential action plans according to these criteriaC &s it specific. 'oes it avoid radical change. 'oes it have long<term value. Will it provide some secondary benefits. 'oes it involve you as a whole person.

,9

Stress Management

9I

Mow, what exactly will you do. &nclude details on freJuency, starting point, ending point, etc.

1/

Stress Management

(/I Gdd a creative touch. reativity makes any plan more enjoyable and usually more successful. Kow could you spice up your commitment. HLxaggerate it. 'o it backwards. Minimi#e it. ombine it with something. omplicate it. 'o it with a friend. 'o it a different time.I

((I "eward yourself. What special treats will you give to yourself when you accomplish some or all of your plan.

1(