More Related Content Similar to Chapter 28 (20) More from stanbridge (20) 1. Chapter 28Chapter 28
Self Management: Stress and TimeSelf Management: Stress and Time
Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
2. 22Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
ObjectivesObjectives
Define self-management.Define self-management.
Explore personal and professional stressors.Explore personal and professional stressors.
Analyze selected strategies to decrease stress.Analyze selected strategies to decrease stress.
Assess the manager’s role in helping staff to manageAssess the manager’s role in helping staff to manage
stress.stress.
Evaluate common barriers to effective timeEvaluate common barriers to effective time
management.management.
Critique the strengths and weaknesses of selectedCritique the strengths and weaknesses of selected
time-management strategies.time-management strategies.
Evaluate selected strategies to manage time moreEvaluate selected strategies to manage time more
effectively.effectively.
3. 33Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Self-ManagementSelf-Management
Stress managementStress management
Time managementTime management
Meeting managementMeeting management
4. 44Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
StressStress
Hans Selye said that stress is a continuumHans Selye said that stress is a continuum
ranging from eustress to distress. The keyranging from eustress to distress. The key isis
to not reach either extreme.to not reach either extreme.
5. 55Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Sources of Job StressSources of Job Stress
External sourcesExternal sources
ChangeChange
Social factorsSocial factors
PositionPosition
Gender rolesGender roles
Internal sourcesInternal sources
Dynamics of stressDynamics of stress
6. 66Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Signs of StressSigns of Stress
AccidentsAccidents
AbsenteeismAbsenteeism
TurnoverTurnover
Diminished productivityDiminished productivity
Increased costs of insurancesIncreased costs of insurances
7. 77Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
More Signs of StressMore Signs of Stress
More subtle signs include:More subtle signs include:
HeadacheHeadache
FatigueFatigue
ApathyApathy
8. 88Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Stoppler’s Top Five StressorsStoppler’s Top Five Stressors
Poor calendar habitsPoor calendar habits
ClutterClutter
PerfectionismPerfectionism
Self-treatmentSelf-treatment
Following others’ expectationsFollowing others’ expectations
9. 99Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Management of StressManagement of Stress
Stress preventionStress prevention
Symptom managementSymptom management
BurnoutBurnout
10. 1010Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
BurnoutBurnout
A “prolonged response to chronic emotionalA “prolonged response to chronic emotional
and interpersonal stressors on the job”and interpersonal stressors on the job”
(Maslach, Schaufeli, & Leiter, 2000, p. 398)(Maslach, Schaufeli, & Leiter, 2000, p. 398)
Sources of stressors: environment, individual,Sources of stressors: environment, individual,
or interactionsor interactions
Burnout is not an objective phenomenon.Burnout is not an objective phenomenon.
Perception of stressors, how they arePerception of stressors, how they are
mediated, and level of adaptation by themediated, and level of adaptation by the
individual are important.individual are important.
11. 1111Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Common Characteristics ofCommon Characteristics of
BurnoutBurnout
Physical exhaustionPhysical exhaustion
Mental exhaustionMental exhaustion
Emotional exhaustionEmotional exhaustion
CynicismCynicism
SomatizationSomatization
DepersonalizationDepersonalization
12. 1212Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
PreventionPrevention
Find the right workplace.Find the right workplace.
Identify daily stressors.Identify daily stressors.
Change the perception of the stressor.Change the perception of the stressor.
Insist on equipment that prevents physical stress.Insist on equipment that prevents physical stress.
13. 1313Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Resolution of StressResolution of Stress
Social supportSocial support
CounselingCounseling
Leadership and managementLeadership and management
14. 1414Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Management of TimeManagement of Time
Where does your time go?Where does your time go?
Are you doing too much?Are you doing too much?
Are you able to sayAre you able to say nono??
Do you procrastinate?Do you procrastinate?
Do you spend time complaining rather thanDo you spend time complaining rather than
acting?acting?
Are you a perfectionist?Are you a perfectionist?
Are you organized?Are you organized?
Do you have a minute? (interruptions)Do you have a minute? (interruptions)
15. 1515Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
InterruptionsInterruptions
One of our biggest losses of time is related toOne of our biggest losses of time is related to
interruptions.interruptions.
16. 1616Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Controlling InterruptionsControlling Interruptions
Be organized.Be organized.
Focus on the urgent and important tasks.Focus on the urgent and important tasks.
Use some method of time organization.Use some method of time organization.
Use delegation effectively.Use delegation effectively.
Ask for information in writing.Ask for information in writing.
17. 1717Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Managing Stress and TimeManaging Stress and Time
Remember that everyone has only 24 hours aRemember that everyone has only 24 hours a
day to live life. Successful people knowday to live life. Successful people know
how to use that time effectively forhow to use that time effectively for
themselves and their work.themselves and their work.
18. 1818Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Time-Management StrategiesTime-Management Strategies
Setting prioritiesSetting priorities
Being organizedBeing organized
Using time toolsUsing time tools
Devising a personal time managementDevising a personal time management
systemsystem
Dealing effectively with informationDealing effectively with information
19. 1919Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Meeting ManagementMeeting Management
Managing meetingsManaging meetings
AgendasAgendas
DelegatingDelegating
20. 2020Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
Appropriate DelegationAppropriate Delegation
Be willing to give/accept delegation.Be willing to give/accept delegation.
Give the delegatee sufficient responsibilityGive the delegatee sufficient responsibility
and authority.and authority.
Convey expectations clearly.Convey expectations clearly.
Require the delegatee to be accountable.Require the delegatee to be accountable.
21. 2121Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
ExerciseExercise
Have you ever sat in a meeting andHave you ever sat in a meeting and
wondered why you were there?wondered why you were there?
Write down the three things about theWrite down the three things about the
meeting that were most annoying, and thenmeeting that were most annoying, and then
analyze how the situation could have beenanalyze how the situation could have been
handled better.handled better.
Editor's Notes Many of these issues resulted in: [Read slide]
Not every headache is due to stress, and feeling tired is a logical result of working hard. Yet both of these can be subtle signs of stress. Also, when you or a co-worker repeatedly says, “I don’t care. You decide,” unless the decision is truly inconsequential, this may be a sign of stress.
These are the top five stress management mistakes. Do any of those relate to you? Let’s look for a bit at the first one.
Prevention is key, and it starts with choosing the right place to work. If you had a bad experience during a clinical situation, you don’t need to decide to work there to overcome this experience. Move on. Figure out what the daily stressors are, and then try to space them out, avoid them, or find new ways to respond to them.
Don’t forget the physical stress that is just as damaging as the psychological stress. Insist on equipment in the workplace that helps you do the work in a correct and timely manner and prevents injury.
If we think of calendar management in the broadest sense, it really refers to managing the time we have in life to achieve what we want. Whether we are discussing calendars or schedules or hours or minutes, the key is that time easily “escapes” us. Ask yourself these questions. [Read slide]
[Read slide] First, however, ask yourself if it is your job to be interrupted. If it is, and this causes you stress, you need to find different work or change how you think about interruptions.
Being organized doesn’t prevent interruptions, but they often can be accommodated. If you aren’t organized, the smallest interruption can become a disaster. Be sure to use delegation to maximize your effectiveness. Know what needs to be reported back, and be clear at the outset how you will keep apprised of changes in patient status. Multiple things happen at once in clinical settings, so setting priorities and focusing on those keeps you goal oriented.
Whether you use an electronic device or a piece of paper, use some kind of method for tracking your own time. Sometimes when we are immersed in a situation, we lose all track of time and then aren’t sure what we need to do next.
If someone wants to give you information, unless it is in response to a question you asked, ask them to write it down and give it to you. When we become really busy, we may forget information that wasn’t related to the situation at hand.
