Psychological Aspects of OHS 1.docx

Psychological Aspects of OHS: Part 1 What is stress and is it always bad? How do we manage stress? Learning objectives for today Outline models of stress, especially the transactional model of stress Explain the difference between challenge and hindrance stressors, be prepared to justify the key ro...

Psychological Aspects of OHS: Part 1 What is stress and is it always bad? How do we manage stress? Learning objectives for today Outline models of stress, especially the transactional model of stress Explain the difference between challenge and hindrance stressors, be prepared to justify the key role of appraisals Specify how you could implement or promote key individual and organizational approaches to managing stress at work Models of Stress What is stress? Stress as a… response stimulus transaction What is stress? Stress as a response: general adaptation syndrome (Selye, 1956, 1983) Stress is a physiological response pattern Stress is a defensive mechanism Stress follows 3 stages: alarm, resistance, and exhaustion Stress is a physiological response pattern Stress is a defensive mechanism Stress follows 3 stages: alarm, resistance, and exhaustion If prolonged or severe, could result in disease or death Limitations Underemphasized the psychological aspect of stress What is stress? Stress as a stimulus – Life events model (Holmes & Rahe, 1967) Stress is a significant life event or change that demands response, adjustment, or adaptation Limitations Assumed change is inherently stressful Life events demand the same adjustment across the population There is a common threshold of adjustment which illness will result Viewed human subject as passive recipient of stress What is stress? Stress as a transaction – Transaction model (Lazarus, 1966; Lazarus & Folkman, 1984) Distinguishes stressors and stress Stressors are environmental stimuli that we sense, perceive, and appraise, and ultimately trigger some sort of response. Varies by timing of onset, frequency, duration, and intensity Stress is a dynamic tension that results from a transaction between a person (including multiple systems: cognitive, physiological, affective, psychological, neurological) and their environment (the stressor) Primary Appraisal: is the stressor relevant or threatening to me? Secondary Appraisal: do you have resources to address or cope with stressor? Reappraisal: ongoing and involves continually reappraising both the stressor and resources available The logic of stressor models A summary IS STRESS ALWAYS BAD? Is there such thing as good stress? Challenge and hindrance stressors Stress is inevitable but it’s not all bad news! Stress is invaluable Where would we be without it? Selye: appraisal of stressful event and physiological reaction shapes whether it is seen as positive (eustress) or negative (dystress) Later researchers picked up on this idea and introduced the idea of challenge (eustress) and hindrance (dystress) stressors Challenge and hindrance stressors The evidence? Meta-analyses by Lepine et al (2005) & Podsakoff et al (2007) Is stress always bad? Key takeaways Appraisals are critical Much of the time you have the resources to cope with stress Nervous about exam? Nope! Excited, bring it on Another assignment hurdle? Pft! A measly challenge Dire conflict with a group member? Na! Growth ain’t easy HOW DO WE MANAGE STRESS? Managing stress at work An individual perspective Individual approaches Physical activity Mindfulness Sleep Time management Physical activity individual approaches to stress management When it comes to exercise, we’re our own flaky friend Sorry, I can’t today. My sister’s friend’s uncle’s fish died. And yes, it was tragic. Substantially improves our ability to handle stress Among many other benefits! Most guidelines recommend 150+ minutes of moderate exercise per week No exercise vs. a little exercise = 20% lower premature death No exercise vs. recommend amount = 31% ditto No exercise vs. 450 minutes/week = 39% ditto (benefits plateau) Mindfulness Individual approaches to stress management There is solid and growing evidence that mindfulness can noticeably improve… …mental health (stress, anxiety, depression, distress, burnout) (e.g., Bohlmeijer et al., 2010; Grossman et al., 2004; Spijkerman et al., 2016) …physical health (physical pain, impairment, symptoms) (e.g., Grossman et al 2004; Rogers et al., 2017) …self-regulation (cognitive, emotional, behavioural) (e.g., Leyland et al., 2018) …work outcomes (improved performance & relationships) (e.g., Hülsheger et al., 2012; Hyland et al., 2015) Sleep Individual approaches to stress management What’s the first thing we cut back on when we’re short on time? We often slice up the ZZZs like Zorro But the research on sleep should motivate (or scare) you to prioritize your sleep! Inadequate sleep has been linked to increased stress, blood pressure, inflammation, hypertension, diabetes, obesity, mood disorder, psychiatric disorders, immune functioning, as well as lower job performance, school performance, and life expectancy …among other things! Time management Individual approaches to stress management We are often our own worst enemies when it comes to time management What are some helpful strategies? Make a list of tasks that are either desirable or vital for accomplishing your goals - write them down Prioritize tasks by importance and urgency Schedule activities according to the priorities set Know your daily productivity cycle and handle the most demanding parts of your job during the high part of your cycle, when you are most alert and productive Key takeaways Individual approaches to stress management Approaches with robust scientific evidence that are… Actionable – these are approaches you can start immediately Functional – they enhance your ability to prepare for and respond to stress Universal – while life circumstances may make some of these harder than others, anyone can adopt these approaches But individual approaches can only do so much… Managing stress at work An organizational perspective Without psychologically healthy and safe work, individual approaches can be fruitless A workplace that promotes workers’ psychological well-being and actively works to prevent harm to workers’ psychological health including in negligent, reckless, or intentional ways Vital for reducing stress and its consequences on employees Mental Health Commission of Canada published CSA-Z1003-13 as a voluntary workplace standard A responsibility of organizations & management Why are organizations & management responsible for promoting and maintaining a psychologically healthy and safe work? 13 key contributing factors (CZA Z1003-13) Organizational culture Psychological and social support Clear leadership and expectations Civility and respect Psychological demands Growth and development Recognition and reward Involvement and influence Workload management Engagement Work–life balance Psychological protection Protection of physical safety STEP 1: RECOGNITION & ASSESSMENT Recognize that work-related stressors, stress, and strain have substantial negative consequences for both employees and organizations Identify and assess psychosocial hazards or factors in the work environment that may harm the psychological health of workers (i.e., work-specific stressors) Learn about the risk factors from the standard (CZA Z1003-13) Survey employees Look for telltale signs of stress Be attuned to individual employees STEP 2: MANAGING PSYCHOSOCIAL HAZARDS When should organizations intervene? Primary Interventions Reduction or removal of actual stressors Secondary Interventions Minimizing negative consequences once a person is feeling stress Tertiary Interventions Help those individuals who have not been able to manage workplace stress effectively and are experiencing symptoms of strain Some useful organizational approaches Selection: experience & locus of control matter in stressful occupations Job fit: match skills required with skills held Goal setting: set realistic, specific, & challenging goals, provide feedback Work design: give employees a sense of control by injecting autonomy, meaning, responsibility, and feedback into the work they do Communication: clear communication reduces ambiguity and role conflict surrounding expectations Wellness programs: provide workshops that foster the ability of employees to take control of their stress