Half day interactive open workshop in Toronto on stress.

1. Stressed out; what can be done? by Toronto Training and HR March 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Definitions 7-8 Drill A 9-10 Post-traumatic growth 11-12 Master resilience training (MRT) 13-20 Excessive job stress 21-23 Strategies of stress management 24-25 Measures 26-28 work-life balance and stress 29-30 Coping with stress 30-42 Questions to ask 31-32 Duty of employers 33-35 Actions to reduce job stress 36-41 Eliminating stress 42-43 Prostitutes and stress 44-46 Police stressors 47-48 Drill B 49-50 Case study A 51-52 Case study B 53-54 Conclusion and questions

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definition WORLD HEALTH ORGANIZATION The response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope

9. Page 7 Drill A

10. Page 8 Drill A

11. Page 9 Post-traumatic growth

12. Page 10 Post-traumatic growth Understanding the response to trauma Reducing anxiety Engaging in constructive self-disclosure Creating a narrative in which the trauma is seen as a fork in the road that enhances the appreciation of paradox Articulating life principles

13. Page 11 Master resilience training (MRT)

14. Page 12 Master resilience training (MRT) Building mental toughness Building signature strengths Building strong relationships

15. Page 13 Excessive job stress

16. Page 14 Excessive job stress 1 of 7 SYMPTOMS Fatigue Insomnia High blood pressure Headaches Ulcers Heartburn Inability to concentrate or relax Changes in appetite Waning sexual interest

17. Page 15 Excessive job stress 2 of 7 CAUSES Unpredictability of employment Work overload Lack of flexibility Personality conflict Too much responsibility Changes in technology Lack of training

18. Page 16 Excessive job stress 3 of 7 CONSEQUENCES Mental Physical Social Economic

19. Page 17 Excessive job stress 4 of 7 MAIN FACTORS OF STRESS Too fast working process or disappointment with not being promoted Too much or too little work Displacement, change of work environment, change of co-workers Change in the nature of work or managing style Unclear relationships with the superiors, insufficient space for own decision-making Irregular or too long working hours, monotony of work Dangerous work (feeling of risk), violence at the workplace

20. Page 18 Excessive job stress 5 of 7 FIVE BASIC REACTIONS 1. Sharing grievances with others, without taking direct steps to change the situation 2. Working longer and harder to reduce the overload 3. Switching to an engrossing recreational activity, so they can return refreshed and do more work in a shorter time 4. Withdrawing physically from the situation by quitting, seeking another job or reducing the time and energy spent at work 5. Analyzingthe situation, revising strategies and looking for ways to change things

21. Page 19 Excessive job stress 6 of 7 REDUCING STRESS ON THE JOB Take charge of your situation Be realistic about what you can change Take one task at a time Be honest with colleagues Let your employer help Slow down Recognize danger signs of job stress

22. Page 20 Excessive job stress 7 of 7 REDUCING STRESS ON THE JOB Take care of your physical health Learn to relax Do not neglect your private life Carefully evaluate your job and its relationship to your goals

23. Page 21 Strategies of stress management

24. Page 22 Strategies of stress management 1 of 2 Underevaluation Denial of guilt Diversion Alternate satisfaction Control over situation Control over reactions Positive self-instructions Need for social support

25. Page 23 Strategies of stress management 2 of 2 Avoidance Escape tendency Perseverance Acquiescence Self-blame

26. Page 24 Measures

27. Page 25 Measures Personal and workstation characteristics Hours worked Workaholism components Workload Work intensity Organizational values Work engagement

28. Page 26 Work-life balance and stress

29. Page 27 Work-life balance and stress 1 of 2 Manageable workload 48% Choose the work hours 46% Choose the work days 44% Compressed work week 43% Management understands 40% Short term leave 40%

30. Page 28 Work-life balance and stress 2 of 2 Part-time with benefits 39% Spread out work week 34% Long term leave 33% More work from home 32% Share job with someone 28% Less commuting time 28% Less job-related travel 24% Daycare close by 20%

31. Page 29 Coping with stress

32. Page 30 Coping with stress Just say no Remove any non-assertive beliefs Practice being more assertive with others by scaling Preparing to refuse or disagree Communicate your request assertively Keep it positive and non-challenging

33. Page 31 Duty of employers

34. Page 32 Duty of employers Dismissal from employment, Wallace v. United Grain Growers Ltd. (1997) The modification of terms to a collective agreement, Municipality of Metropolitan Toronto v. Canadian Union of Public Employees (1990) Harassment and discrimination, Janzen and Govereauv. Platy Enterprises Ltd. (1989) Intentional or negligent infliction of nervous shock, Steeves v. R. (1995)

35. Page 33 Actions to reduce job stress

36. Page 34 Actions to reduce job stress 1 of 2 Lower work load A better supervisor/management Better pay/benefits/vacation Nothing will work/quitting More flexibility in hours worked Fewer hours/more time off Better communication with management No changes needed Better relationships with co-workers/less conflict Less demanding customers/clients

37. Page 35 Actions to reduce job stress 2 of 2 More job security More resources/budget More time to complete work/longer deadlines More control/decision-making Co-workers work harder and more competently Improved/more training Clearer priorities set by employer Less work load Better working conditions Less red tape, rules, bureaucracy

38. Page 36 Eliminating stress

39. Page 37 Eliminating stress 1 of 5 STAGE ONE Recognize the cause of stress Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

40. Page 38 Eliminating stress 2 of 5 STAGE TWO Catch yourself when you are thinking negative thoughts and replace them with positive ones Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

41. Page 39 Eliminating stress 3 of 5 STAGE THREE Take better care of yourself Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

42. Page 40 Eliminating stress 4 of 5 STAGE FOUR Calming rituals Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

43. Page 41 Eliminating stress 5 of 5 STAGE FIVE Remember what is good in your life Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

44. Page 42 Prostitutes and stress

45. Page 43 Prostitutes and stress Stressors Moderators Strains

46. Page 44 Police stressors

47. Page 45 Police stressors 1 of 2 The feeling that different rules apply to different people Feeling like you always have to prove yourself to the organization Inconsistent leadership style Dealing with the court system Bureaucratic red tape Perceived pressure to volunteer free time Staff shortages Excessive administrative duties Dealing with co-workers Leaders over-emphasize the negatives

48. Page 46 Police stressors 2 of 2 Lack of resources Dealing with supervisors Unequal sharing of work responsibilities Constant changes to policy/legislation The need to be accountable for doing your job Too much computer work Inadequate equipment Internal investigations If sick or injured your co-workers seem to look down on you Lack of training on new equipment

49. Page 47 Drill B

50. Page 48 Drill B

51. Page 49 Case study A

52. Page 50 Case study A

53. Page 51 Case study B

54. Page 52 Case study B

55. Page 53 Conclusion & Questions

56. Page 54 Conclusion Summary Questions