A writer asked for my thoughts about why it is necessary to fight work stress and how to do it. Here’s my response:
Why We Must Combat Work Stress
There are many work-related problems that crop up as a result of work stress. These are similar to stress experienced outside of the workplace (i.e., involving physical, psychological, or behavioral reactions). Employees complain about and/or experience sleep disorders, inability to concentrate or focus, feeling exhausted or burned out, feeling irritable, engaging in arguments or conflicts with coworkers or supervisors, or withdrawing and isolating from others. As mentioned in the “Mental Health at Work” series, if work/job stress is prolonged, frequent, or intense, individuals are at higher risk for psychological problems, such as depression, bipolar, anxiety, panic attacks, or even PTSD. Collectively, these problems, if left unchecked, contribute to larger organizational issues, such as increased absenteeism, medical/disability cost, high turnover, reduced productivity, etc. Indeed, work stress is a serious and growing problem that harms employees and organizations (Quillian-Wolever & Wolever, 2003).
How to Combat Work Stress
It is easier to make a case for why we need to combat work stress than it is to go about combating work stress. Simply stated, it’s hard to manage stress effectively.
For example, the American Psychological Association (APA) has a resource titled, “Coping With Stress at Work” that suggests 7 steps to managing stress in general (e.g., track your stressors, develop health responses, etc.).
However, what that particular resource and many other resources about combating/managing stress fail to point out is that managing work stress is multifaceted and involves individually-targeted as well as organizationally-targeted interventions. Many resources only touch on the individual’s initiative to manage his/her own stress. That is, it’s about how individuals can take steps to manage their own stress in the workplace.
There are different views about what contributes to work stress. Some say it has to do with worker characteristics (or qualities relating to the worker), while others say it has to do with the working conditions (Barling, Kelloway, Frone, 2005).
What we need to do is think about interventions for work stress in terms of levels (primary, secondary, and tertiary [Leka & Houdmont, 2010]). The primary intervention targets the source of the work stress (i.e, the design, management, and organization of work). When we talk about how workers can better respond to and manage stress, that’s the secondary intervention. Secondary prevention intervention (often called stress management) is about changing the ways that individuals respond to risks or job stressors (Barling, Kelloway, Frone, 2005). Finally, there’s the tertiary intervention that provides remedial support for problems that have already manifested (Randall & Nielsen, 2010).
For an excellent reference on the three levels of interventions (primary, secondary, and tertiary) see the article, “Solving the Problem: Preventing Stress in the Workplace (Booklet 3).” And for a comprehensive understanding, check out all three booklets in the Mental Health at Work… From Defining to Solving the Problem series (cited in the links below).
But I don’t want to complicate things too much by talking about the different levels of interventions, so I’ll leave you with some tips for how to fight/manage stress at the individual level (targeting the secondary intervention level).
9 TIPS FOR COPING WITH STRESS [secondary intervention level]
(taken directly from Mental Health at Work… From Defining to Solving the Problem series – Booklet 1).
- Learn to identify the signs your body is giving you (increased heart rate, clammy hands, difficulties in concentrating, etc.) as this will help you do what is necessary to reduce stress.
- Learn to identify what increases your stress; by acting on the causes of stress, you can better control it.
- Learn to delegate – don’t shoulder all responsibilities on your own.
- Establish a list of priorities as this will help you to better manage your time.
- Suggest changes at work, talk about irritating situations with your colleagues and supervisor, and try to find solutions that are mutually acceptable.
- Develop a good support network and recognize that help is sometimes necessary to get through hard times.
- Participate in leisure activities. Apart from helping you relax, such activities will help “recharge your batteries.”
- Exercise. In addition to the obvious health benefits, exercise will help you sleep better.
- Reduce your consumption of stimulating foods and beverages such as coffee, tea, chocolate, soft drinks, sugar or alcohol.
Written By: Steve Nguyen, Ph.D.
Leadership & Talent Development Consultant
American Psychological Association (APA). Coping With Stress at Work. http://www.apa.org/helpcenter/work-stress.aspx
Barling, J., Kelloway, E. K., Frone, M. R. (2005). Handbook of work stress. Thousand Oaks, CA: Sage.
Chair in Occupational Health and Safety Management at Université Laval, Québec, Canada. Mental Health at Work… From Defining to Solving the Problem series (Booklet 1, 2, 3). http://www.cgsst.com/eng/publications-sante-psychologique-travail/trousse-la-sante-psychologique-au-travail.asp
Chair in Occupational Health and Safety Management at Université Laval, Québec, Canada. Mental Health at Work… From Defining to Solving the Problem series. “Solving the Problem: Preventing Stress in the Workplace (Booklet 3)”. Retrieved from http://hrcouncil.ca/hr-toolkit/documents/doc115-395.pdf
Leka, S., & Houdmont, J. (2010). Occupational health psychology. Chichester, West Sussex: Wiley-Blackwell.
Quillian-Wolever, R., & Wolever, M. (2003). Stress management at work. In L. E. Tetrick & J. C. Quick (Eds.), Handbook of occupational health psychology (pp. 355-375). Washington, DC: American Psychological Association.
Randall, R., & Nielsen, K. (2010). Interventions to Promote Well-Being at Work. In D. Leka & J. Houdmont (Eds.), Occupational health psychology (pp. 88-123). Chichester, West Sussex: Wiley-Blackwell.