Understanding stress and looking at how changing your way of thinking can help you cope with it.

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Managing WorkplaceManaging Workplace Stress
“Stress is insidious: it creeps up on us on padded feet, and suddenly
thrusts a knife in our vulnerable spot. Knowing what stress is, is one
way of avoiding it; being able to recognise it in ourselves is probably
more difficult than recognising it in someone else.”
- Institute of Counselling
Knowing what stress is and its effects
Being able to recognise it in ourselves
Being able to recognise it in others
Knowing what we can do to help ourselves and others

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Work in threes or fours and
• Agree a simple definition of stress
• What sort of things tend to stress you?
• Describe how you would look, feel and sound like when under stress
• How do you detect these things in other people?
• Is it possible for you to cause stress in others?
• Can others cause you stress?
• What do you feel is the short term/longer term affect of stress?
• What is the impact on South Ayrshire Council?
What do you think stress is?What do you think stress is?

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StimulationStimulation
Peak Performance
Stress (Rust-Out)
Chronic low
energy level
Defensive
behaviour
Emotional
distancing from
people
Stress (Burn-Out)
Chronic low
energy level
Defensive
behaviour
Emotional
distancing from
people
EfficiencyEfficiency
What is Stress?What is Stress?
“When the pressure of life, in what ever form it comes, exceeds
your ability to cope, then you are in the whole arena of stress”
Professor Cary Cooper

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Perception and Expectation v Reality?Perception and Expectation v Reality?
“In fact events do not in themselves produce stress reactions
which can be cognitive, behavioural or emotional. So stress is a
perception of threat, or an expectation of future discomfort”
-Dr Ros Taylor
“Stress is a state not an illness”- Health & Safety Executive
Stressors occur in two major ways:Stressors occur in two major ways:
• The EnvironmentThe Environment – décor, lightning, noise levels, relations
with colleagues, demands of balancing family and career
• The Way We ThinkThe Way We Think – cut and thrust of meetings, looking after a
toddler, speaking in public, confidence in our abilities or
performance

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Sources of StressSources of Stress
EnvironmentalEnvironmental - time pressures, noises, work demands, finance
PhysiologicalPhysiological – ageing, illness, life-style, diet, poor sleep, trauma
EmotionalEmotional – ambitions, relationships, desires, skills, drives
MentalMental – perception, thoughts, wisdom, imagination, reason, talent
BehaviouralBehavioural – affectionate, hostile, possessive, decisive, independent
TranspersonalTranspersonal – personality, values, attitudes, ideals, beliefs

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Common Symptoms of StressCommon Symptoms of Stress
Emotional
Tense
Irritable
Outbursts
Unsettled
Feeling low
Tearful
Resentful of
demands
Anxiety
Depression
Physical
Muscle tension
Can’t relax
Headaches
Fatigue
Minor illnesses
Indigestion
Weight
loss/gain
Skin conditions
e.g. eczema
Long Term –
Raised blood
pressure
Gastric ulcer
Behavioural
Deadline
urgency
Increased pace
Over-
committed
Self neglect
Inefficiency
Withdrawal
Sleep
disturbance
nightmares
Cognitive
Concentration
fragmented
Easily distracted
Inflexible
Threat laden
thought
Perception of
hopelessness
Feeling of
injustice
Relationships
Less able to cope
with people
needs
Problems at
home
Impatient
Intolerant
Inclined to row
Wanting to be
left alone
Over controlling
towards others
Need to “lean”
on others

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Common Symptoms of StressCommon Symptoms of Stress
Work
Performance
Performance
declining
Silly mistakes
Poor planning
Motivation
Commitment
Indecision
Memory lapse
Longer hours
Fewer holidays
taken
Regression
Crying
Arguments
Undue:
-sensitivity
-irritability
-moodiness
Over-
reaction to
problems
Personality
clashes
Sulking
Withdrawal
Late for
work
Leaving
early
Extended
lunches
Absenteeism
Resigned
attitude
Reduced
social contact
Elusiveness
or
evasiveness
Aggressive
Behaviour
Malicious
gossip
Criticism of
others
Vandalism
Shouting
Bullying or
harassment
Poor
employee
relations
Temper
outbursts
Other
Behaviours
Out of
character
behaviour
Difficulty in
relaxing
Increased
alcohol
consumption
Increased
smoking
Lack of
interest in
appearance
or hygiene
Reckless
driving
Physical
Signs
Nervous
stumbling
speech
Sweating
Tiredness or
lethargy
Stomach
upsets
Tension
headaches
Hand tremor
Rapid
weight
gain/loss
Constantly
feeling cold

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FightFight or Flight Response?
The Baby Dinosaur

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Fight or Flight Response?
The Mommy Dinosaur

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The Impact of StressThe Impact of Stress
Our body prepares us for Fight or Flight:
• Our vision becomes clearer
• Hearing becomes more acute
• Muscles tense
• Blood flow to the brain increases
• Heart and respiratory rates increase
• Thought processes speed up
• Blood is redirected from the extremities to trunk and head
• Hands and feet become sweaty
The body needs relief from this or chronic stress may occur

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The Impact of Stress
The stressor causes the body to prepare to cope :
• The liver releases extra sugar to fuel the muscles
• Hormones are released that stimulate the conversion of fats/ and proteins to sugar
• The bodies metabolism increases in preparation for increased activity
• Certain unessential activities such as digestion are slowed up
• Endorphins, the body’s painkillers are secreted
• The surface blood vessels constrict to reduce bleeding in case of injury
• The spleen releases more red blood cells to help carry oxygen, and the bone marrow
produces more white cells to help fight infection
• Saliva and mucus dry up, so increasing the size of the air passages to the lungs and
giving rise to the early signs of stress, a dry mouth
When we are unable to either “fight or flight” the remnants of the
hormonal surge shows as palpitations, shakiness, nausea

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Why do we need to tackle Stress?Why do we need to tackle Stress?
"Health activities should not be driven by a concern over
legislation, but by the understanding that improved well-
being can generate significant benefits to morale and
performance”.
Elizabeth Gyngell, Programme Director , Workplace
Health Connect.
In Scotland at least 337 teachers of all grades - from probationers to head-teachers - are off work
due to stress, depression and anxiety, with teaching unions and support groups claiming local
authorities are not doing enough to protect staff from stress. Sunday Herald
In Scotland at least 337 teachers of all grades - from probationers to head-teachers - are off work
due to stress, depression and anxiety, with teaching unions and support groups claiming local
authorities are not doing enough to protect staff from stress. Sunday Herald
Stress costs UK industry an estimated £9.6billion per year.
In 2004–05 a total of 12.8 million working days were lost to stress, depression and anxiety.
In the ground breaking case of Walker versus Northumberland County Council (1994), John
Usher, a solicitor working for Thompsons, representing UNISON member social worker John
Walker, estimated that the cost to the employer of "management failure" was over £400,000.
This included: damages of £ 175,000; £150,000 for the 2-week trial; Sick pay; and Ill-health
pension
Staff costs take up around 60% (approx £150 million)of the SAC budget. It is estimated that we
lose ? days each year through stress related illness at a cost of £m. This does not take into
account the effect on efficiency where people suffering from stress continue to report for work.
Each case of stress leads to an average 29 days working days lost
There is also the fact that we spend half our waking hours
Monday to Friday at work- shouldn’t this be as positive an
experience as possible?

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Your Legal ObligationsYour Legal Obligations
Health and Safety at Work Act1974
“Your employer has a 'duty of care' to ensure, as far as possible, your health, safety and
welfare while you're at work. They should start with a risk assessment to spot possible
health and safety hazards.”
“You have responsibilities for your own well-being and that of your colleagues.”
Under the Management of Health and Safety at Work Regulations
1999:
Regulation 3 of the Management of Health and Safety at Work Regulations
1999 requires employers to assess risks to health and safety from the
hazards of work. This includes the risk of employees developing
stress-related illness because of their work.

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Your Legal ObligationsYour Legal Obligations
Disability Discrimination Act 1995
Changes to the Disability Discrimination Act 1995 (DDA) in December 2005 mean
that mental illness no longer has to be a clinically well-recognised condition to be
covered. So ‘anxiety’, ‘stress’ and ’depression’ may be sufficient to qualify a
person as disabled and therefore covered by the DDA, as long as there is a
substantial and long-term effect (for at least a year) on their ability to carry out normal
day-to-day duties.
European Legislation
At an EU level, current legislation under the European Framework Directive 89/391
on the introduction of measures to encourage improvements in the health and
safety of workers at work covers work-related stress and its causes, in addition to
other risks to health and safety. Future developments will include focus on the EC
Social Partners voluntary agreement issued in 2004 between employer and employee
organisations which concerns work-related stress. The UK Social Partners launched
supporting guidance on 13 July 2005.

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• Driven by ambition
• Self-demanding
• Sense of time urgency
• Aggressive
• Competitive
• Impatient
• Free-floating (but well rationalized) hostility
• Less rushed
• More genuinely easygoing
• Able to separate work from play
• Not rushed or impatient
• Even-handed
• Non-hostile
Type B's are only
around 1/7 as likely
as Type A's are to
have a heart attack or
to develop heart
disease.
Type AType A and Type B Behaviours

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Can Type AType A become a Type B?
Work Play
“Whether by exercise, relaxation, dietary choices and eating behaviours, or other
means, it is possible for a person to participate in preventive maintenance even while
having a hefty dose of Type A characteristics.”
Meyer Friedman and Ray Rosenman, cardiologists credited with identification of
Type A behaviour and the associated risks

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Work in threes/fours and
• What do you do at the moment to cope with stress which could be described as
an ineffective solution e.g. some people smoke more with the result being short
term gain/long term sacrifice
• What do you do at the moment to cope with stress which could be described as
an effective solution e.g. some people play sport/some people take time to
themselves by walking/relaxing to music with the result of short term and long
term gain.
• Can you describe the differences your coping strategies make to your approach
to work/dealing with people (home and work)/anything else positive
• How could you have a positive influence on others i.e. How could you change
something you do to have a positive impact on other people?
• What is the overall impact on your 24 hour day – home/work/sleep, from
adopting your positive strategies
Combating Stress – What can we do?Combating Stress – What can we do?
Exercise 2 – This would be part 2 of the course “Knowing what we can do to
help ourselves and others”

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Ineffective Personal Coping StrategiesIneffective Personal Coping Strategies
• Increased Drinking
• Increased Smoking
• Working Longer Hours
• Skipping Lunch
• Withdrawal
• Rushing About
• Sleeping More
• Denial

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Effective Personal Coping StrategiesEffective Personal Coping Strategies
PHYSIOLOGICAL
Controlled Breathing
Relaxation
Diet and Exercise
Sleep Management
Environmental Change
COGNITIVE/EMOTIONAL
Challenging Anxious Thinking
Controlling Emotions
Positive Thinking
Self Awareness
BEHAVIOURAL
Time Management
Acting Relaxed
Assertiveness
Working as a team
Changing your
behaviour
“Change the way you think – Change the way you act”

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Managing Workplace StressManaging Workplace Stress
“Stress is insidious: it creeps up on us on padded feet, and suddenly
thrusts a knife in our vulnerable spot. Knowing what stress is, is one
way of avoiding it; being able to recognise it in ourselves is probably
more difficult than recognising it in someone else.”
- Institute of Counselling
Knowing what stress is and its effects
Being able to recognise it in ourselves
Being able to recognise it in others
Knowing what we can do to help ourselves and others

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We can look at things differentlyWe can look at things differently

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Could it be as easy as ABC?Could it be as easy as ABC?
• The ABC process is a method to identify and dispute our
irrational beliefs, thoughts and feelings.
• By doing so we can come up with new, rational beliefs,
thoughts and feelings.
• This helps us resist urges and regain control.
The phenomenal power of the human mind
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg
The phaonmneal pweor of the hmuan mnid! Aoccdrnig to a rscheearch at
Cmabrigde Uinervtisy, it deosn't mttaer inwaht oredr the ltteers in a wrod are, the
olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset
can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the
huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig
huh? Yaeh, and I awlyas thought slpeling was ipmorantt.

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Basic PrinciplesBasic Principles
• There are 3 aspects of human functioning:
– Thoughts
– Feelings
– Behaviours
• People or events don’t make us feel good or bad.
• It is our perceptions of them that result in our feeling good
or bad.
• These perceptions influence our feelings and behaviour.

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The Basic ABCThe Basic ABC
• A = Activating Event
– What do you think happened?
– What would a camera see?
• B = Beliefs about Activating Event
– What did you tell yourself?
• C = Consequences
– How did you act?
– How did you feel?
I failed that exam by miles
I must be absolutely useless
I am packing in the course
I feel stupid and a total failure

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Four Categories of Irrational BeliefsFour Categories of Irrational Beliefs
• Dogmatic demands
– Musts, absolutes, should
• Awfulizing
– It’s awful, terrible, horrible
• Low Frustration Tolerance (LFT)
– I can’t stand it, I need it
• Self/Other Rating
– I’m or he/she is bad, worthless
I must be absolutely useless
I failed that exam by miles
I am packing in the course
I feel stupid and a total failure

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Disputing Irrational BeliefsDisputing Irrational Beliefs
• After identifying A, B and C, we move on to D.
• D = Disputing Irrational Beliefs (iB’s)
– Where is holding this belief getting me? Is it helpful or self-
defeating?
– Where is the evidence to support my belief? Is it consistent with
reality?
– Is my belief logical? Does it follow from my preferences?
– Is it really awful (as bad as it could be)?
– Can I really not stand it?
I must be absolutely useless I failed that exam by miles
I am packing in the course
I feel stupid and a total failure

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Irrational vs. Rational BeliefsIrrational vs. Rational Beliefs
• Irrational beliefs are the result of irrational thoughts.
• Irrational beliefs lead to unhealthy feelings and behaviors.
• Rational beliefs are reasonable, objective, flexible and
constructive.
• Rational beliefs lead to survival, happiness and healthy
feelings and behaviours.
I actually failed that exam by 5%
I must be absolutely useless
I failed that exam by miles
I’m disappointed. I didn’t study as
much as I should have and yet I
only failed by 5%
I should pass the re-sit
with a bit more effort
I feel stupid and a total
failure
I am angry with myself for
not putting the time in
I am packing in the courseI

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Irrational vs. Rational DiagramIrrational vs. Rational Diagram
Rational
Belief
rB
Irrational
Belief
iB
Healthy
Consequence
C
Unhealthy
Consequence
C
Activating
Event
A
Rational Beliefs lead to healthy feelings & behaviours
Irrational Beliefs lead to unhealthy feelings & behaviours

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New Effective BeliefsNew Effective Beliefs
• After Disputing (D), we move on to E.
• E = New Effect (New Rational Beliefs)
– New healthy negative emotions
• Disappointment
• Concern
• Annoyance
• Sadness
• Regret
• Frustration
– New constructive behaviours
– I should pass the re-sit with a bit of effort

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Summary: ABC Flow ChartSummary: ABC Flow Chart
Effective
Change
(E)
Activating
Event
(A)
Rational
Belief
(rB)
Healthy
Consequence
(C)
Disputation
(D)
Irrational
Belief
(iB)
Unhealthy
Consequence
(C)

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The Extended ABCThe Extended ABC
The Basic ABC can be extended (with it’s D and E) to
include F and G.
• F = New Feelings
– After disputing irrational beliefs and making them rational, how
do you feel?
– Annoyed not angry, concerned not anxious, sad not depressed?
• G = Goals
– How does the E (New Effect) help you reach your goals?
– In the short-term? In the long-term?

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Looking at the HSE Management StandardsLooking at the HSE Management Standards
for Work Related Stressfor Work Related Stress
DEMANDS – Includes issues like workload, work patterns and work
environment
CONTROL – How much say a person has in the way they do their work
SUPPORT – Includes the encouragement, sponsorship and resources
provided by the organisation, line management and colleagues
RELATIONSHIPS – Includes promoting positive working to avoid
conflict and dealing with unacceptable behaviour
ROLE – Whether people understand their role within the organisation
and whether the organisation ensures that the person does not have
conflicting tasks
CHANGE – How organisational change (large or small) is managed and
communicated in the organisation

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HSE - Management CompetenciesHSE - Management Competencies
Managing workload and resources
Dealing with Work Problems
Process Planning & Organisation
Empowerment
Participative Approach
Development
Accessible/Visible
Health & Safety
Feedback
Individual Consideration
Managing Conflict
Expressing & Managing Own Emotions
Acting with integrity
Friendly Style
Communication
Taking Responsibility
Knowledge of the Job
Empathy
Seeking Advice

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Lets begin to clear the fog
TREAT THE CAUSE
NOT THE
SYMPTOMS
As a Manager you can ….
By …
Positive Performance Management
Staff wants from managers to reduce workplace stress
Monitoring and managing workloads (77%)
Listening to and consulting their team (68%)
Keeping staff informed about what was happening
(63%) Showing consideration for
individuals and their personal lives (61%)
Consider
Coaching your team
Encouraging work – life balance through effective time management
Discouraging a “long hours culture”
Making assertiveness not aggression or
• Train the Trainer
• Microsoft Office Applications
• Managing Absence
• Minute Taking
• Negotiation Skills
• PDR Reviewer
• Report Writing
• Scottish Vocational Qualifications
• Study Skills
• Telephone Techniques
• Time Management
• Assertiveness
• Coaching Skills
• Customer Service
• Developing Teams
• ECDL
• Effective Discipline
• Facilitation Skills
• Interview/ing Skills
•
Support Available through Employee Development
• Management Development Programmes for staff at all levels
• Customised programmes or programmes for you or your staff
• Available Short Courses include ;(Central Development Budget)

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REACTIVE
PROACTIVE
Where do you spend most of your time?Where do you spend most of your time?

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“We who lived in concentration camps can remember the
men who walked throughout the huts comforting others,
giving away their last piece of bread. They may have been
few in number, but they offer sufficient proof that
everything can be taken away from a man but one thing :
the last of the human freedoms – to choose ones’ attitude in
any given set of circumstances, to choose ones own way”
Viktor Frankl – Man’s Search for Meaning
Attitude is Everything Who chooses yours?Attitude is Everything Who chooses yours?

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Do youDo you really want to achievewant to achieve
Work-Life Balance?Work-Life Balance?
“Work-life balance is about people having a measure of control over
when, where and how they work. It is achieved when an individual's
right to a fulfilled life inside and outside paid work is accepted and
respected as the norm, to the mutual benefit of the individual,
business and society.”

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“We first make our habits then our habits make us”
Stephen Covey
Knowledge (what
to, why to)
Desire
(want to)
Skill
(how to)
Habits
Changing HabitsChanging Habits