Stress means different things to different people. What stresses some people challenges others

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2 Stress means different things to different people What stresses some people challenges others Four classic ways to define stress : stimulus, response, transaction, and holistic phenomenon

3 Stress is something in the external environment Stress is defined by the stimuli that one is exposed to (stress is bills, work, taxes etc.) Some stimuli are defined as life events (Holmes & Rahe)

4 Stress is something in the internal environment Stress is defined as the non-specific response of the body to any demand (Hans Selye) The non-specific response include symptoms such as increased muscle tension, breathing rate, hormonal release, metabolic rate etc.

5 Stress is a transaction between a stimulus and a response (Lazarus & Folkman, 1987) The transaction revolves around the appraisal of a potential stressor based on two questions: Is it a threat? Can I cope? Stimulus (potential stressor) and Personality (the individual) factors mediate the transaction

6 Stress is a response that that occurs when the dimensions of health (physical, social, spiritual, emotional, intellectual, occupational and environmental) are out of balance. Lack of balance causes the body to make adjustments in order to regain and maintain homeostasis

7 In actuality, stress is all of these things (stimulus, response, transaction, holistic phenomenon) combined. Each of the classic ways of defining stress accounts for a piece of the puzzle.

8 Stress is a holistic transaction between an individual and a potential stressor resulting in a stress response (Blonna, 2006). Blonna s definition combines elements of the four classic definitions to form a more eclectic picture of stress.

9 Many different stressors: Role/job, social, organisational. Many indicators of strain Negative attitudinal outcomes. Negative health outcomes. Short-term effects include headaches, worry, irritability. Longer-term effects may include psychological disorders, and cardiovascular disease. Negative performance outcomes. Absence, productivity

10 Can t always reduce stressors, but can look at what might buffer or alter the negative effects of stressors. Job/organisational factors Role clarity, control/decision latitude, rewards, resources, training, change. Social factors Social support, management support, feedback. Person factors Personality, perceived fit, self efficacy, propensity to trust.

11 Tertiary Rehabilitative services Vocational rehab. EAPs, rehab after sick leave, therapy. Secondary Aimed at improving people s ability to cope. Improved communication, conflict management. Cognitive resilience, lifestyle management, relaxation. Primary Aimed at eliminating the stressors, or reducing the influence. Improving work content, team building exercises to improve relationships in the team. Time management, interpersonal skills.

12 Cost of stress? $14B Aus $400B USA Stress compensation claims are rising here and overseas 60% in NZ suffer stress related headaches or panic attacks A third have trouble sleeping due to stress 43% have had other notice they were stressed Mixed support for models of stress We still don t understand the complex and rich tapestry of stress at work and how to manage it properly.

13 Study 1 - Emotional Intelligence Nursing can be highly emotional as well as require emotional labour Study examining stress-strain relationship in 306 nurses Stress leads to negative outcomes Explored buffering effect of job control emotional intelligence on stress and strain Expected high job control and high emotional intelligence to reduce negative effects of stress

14 Emotional Intelligence Study Did not find EI directly influenced employee outcomes Job control did have some direct influence on job satisfaction High EI buffered effects of overload Low EI buffered effects of management disagreement High control buffered underload and management disagreement Low control buffered effects of overload and ambiguity

15 Study 2 Change, Fit, and Stress

16 Study 2 Change, Fit, and Stress Organisational change can promote or limit flexibility decreasing or increasing stress Flexibility-limiting change decreases subjective fit, increases perceptions of stressors, increases strain Flexibility-promoting increases subjective fit, decrease perceptions of stressors, and decreases strain Important considerations for managers of change initiatives

17 Work stress, especially long working hours, linked to cardiovascular disease. Work pressures and longer working hours are a reality... how do we equip employees to be more resilient? Reliance on so much subjective measurement. Do we even know when we are stressed? Are we in a continual state of stress? What about objective measurement/tools?

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19 Variation in time interval between heartbeats HRV reflects self-regulatory capacity (Segerstrom & Solberg Nes, 2007) High HRV - Self-regulatory strength Low HRV - Stress / Expended Effort / Fatigue ECG records electrical pattern of heart Represents autonomic nervous system Fight/flight & rest/relax

20 NON-INVASIVE, PORTABLE, AND INFORMATIVE!

21 Visual aids help in the feedback process... Pinpoint specific episodes/stressors Track changes over time Objective self data helps with buy-in and commitment

22 Stressful event

23 ECG Spectrogram

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27 Psychological States *Self Efficacy *Certainty *Awareness HRV Bio- Feedback Coaching Self Regulation *Cognitive *Behavioural Individual Differences *Self - monitoring Stressors Appraisal Employee Health and Well-being

28 We still need all our other tools to support it...

29 Work simulation (N = 122) 64.4% Female / Mean Age = (sd = 7.11) 2 x 20 mins trials of inbox 3 x Conditions (Interventions) Waitlist Control PRA - Psycho-Education PRA - HRV Feedback

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32 N = 120 European employees 24hr HRV Recording 2 weeks prior, online survey of traits, job stressors and resources Variety of interventions

33 Some Longitudinal Findings

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35 Coaching

36 HRV is more than just an objective index of burnout HRV feedback could be a useful tool to be used alongside other stress management interventions (or other tools i.e., tracking apps) Not a standalone elixir or antidote Provides objective/relevant data Aids commitment to change Much more research needs to be done...

37 Stress is complex influenced by many variables. A lot of subjective assessment. Increase your awareness. Measure objectively lots of ways. Don t forget about you and your responsibility to your own experience of stress

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