![]() ![]() Practice abdominal breathing to manage negative emotions, such as irritability, anxiety, and impatience.Eat smaller, lighter meals during the day to maintain energy.Aim to focus for 90 to 120 minutes at a time, taking regular breaks.Step away from the desk, meet colleagues, or perform something interesting. Recognize times in the day when you feel tired or unable to concentrate.Seek out people you trust.ĭemanding jobs, long hours, and increasing workloads can leave us feeling emotional, disengaged, stressed, and exhausted (Schwartz & McCarthy, 2014).Ĭreating a series of habits, practices, and rituals can promote your physical, emotional, mental, and spiritual energy (modified from Schwartz & McCarthy, 2014). Walk outside or head to the break room/kitchen. Take time to perform a calming exercise.When stressed, we often move into panic mode. Set reminders for a ‘hard stop’ at the end of the workday.Walk around more, stand, or listen to music, depending on what works best for you.Plan your most demanding tasks for those times. Allocate time for lunch and take it away from your desk.Schedule some ‘think time’ in your busy schedule.Schedule regular catch-ups with people you value.Exercise throughout the week and get time away from your desk, preferably in nature.Enjoy a balanced diet and stay hydrated.Ensure you get adequate sleep (don’t eat late at night and reduce caffeine and alcohol intake).There are many steps we can take to avoid or reduce stress, including promoting positive emotions, taking physical care of our brain, and becoming more organized (modified from Hallowell, 2014). Our brains are constantly flooded with increasing demands and information, causing us stress and reducing our ability to focus and solve problems. Others foster a new mindset and change how we relate to work and occupational stress. ![]() While many of the following strategies appear simple, they require focus and commitment. Practical and effective primary interventions can reduce or remove the need for secondary and tertiary interventions focused on recovery from stress (Tetrick & Winslow, 2015). How to Prevent Stress at Work: 3 Strategies Such interventions are often used in combination to prevent, reduce, and cope with stress. Primary and secondary, combining individual and organizational interventions. ![]() Primary and secondary interventions, including changing working conditions and employee participation. Secondary or tertiary interventions, including relaxation, meditation, and cognitive-behavioral skills training. Organizational development and job redesign. Mostly primary interventions, but some considered secondary. They consist of a combination of approaches, including relaxation and cognitive-behavioral skills. Acquiring passive and active coping skills. Physical and mental relaxation techniques to help cope with the consequences of stress. Changing cognitions and reinforcing active coping skills. Stress interventions include (modified from Tetrick & Winslow, 2015): Reactive, for employees who need help (including counseling, employee assistance programs, and Cognitive-Behavioral Therapy) Proactive and reactive, to help remove risk factors (including coping skills, employee fitness programs, job redesign) Proactive and involved in preventing stress and promoting employee wellbeing (including wellness programs, conflict management, etc.) WSM interventions are typically divided into three types: WSM aims to understand specific stressors and take positive steps to reduce their effects (Tetrick & Winslow, 2015). Over the years, many theoretical frameworks and organizational wellness programs that fall under the umbrella term of WSM have been proposed to understand occupational stress and employee wellbeing. Workplace stress management (WSM) has been significantly influenced by the theory of preventive stress management, introduced in 1979, which proposes that it is not the stimuli that decide the degree of stress experienced by the individual, but the individual’s response to those stressors (Hargrove, Quick, Nelson, & Quick, 2011). Staff density, leadership style, and personality conflicts Job insecurity, workload, occupation, etc. 2).Īnd yet, our stress response at work can typically be attributed to one of the following four workplace demands (Quick & Henderson, 2016): ![]() The relationship between the workplace and our psychological, cognitive, and physiological responses to stress is complex, impacted by “a broad set of occupational and work demands as well as environmental stressors” (Quick & Henderson, 2016, p. Assessing Stress: 4 Questionnaires & Scales.How to Craft Prevention Programs & Workshops.3 Activities & Worksheets to Cope With Stress.Stress Relief at Work: 3 Worksheets to Reduce Stress.2 Helpful Coping Mechanisms for Employees.How to Prevent Stress at Work: 3 Strategies. ![]()
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