Rlchard Pettlnger

UNDERSTANDING STRESS

Stress is placed on anything that is given special emphasis or signif- icance, especially where this leads to, or involves, psychological, emotional, and physical strain or tension. A part of it is therefore subjective, in that different reactions are produced in different individ- uals by the same set of circumstances. Stress is caused by a combined physical and psychological response to stimuli (stressors) that occur or are encountered during the course of living.

Cooper (1997) ¹ summarizes stress as:

‘‘everything that deprives the person of purpose and zest, that leaves him with negative feelings about himself, with anxieties, tensions, a sense of lostness, emptiness and futility.’’
Fontana (1989) ² draws the meaning of the word from the Latin strin- gere, meaning ‘‘to draw tight,’’ and from the French word destresse, meaning ‘‘to be placed under narrowness or oppression.’’

Statt (1994) ³ draws attention to the physical response:

‘‘the human body is biologically programmed to react to challenges from the environment by mobilizing its resources. We can either confront the challenge and fight it or get away from it as fast as possible. The choice in other words is ‘‘fight or flight’’, whichever we deem to be more appropriate in the situation. If our brain

10 STRESS MANAGEMENT
» unpleasant physical conditions; and

» performing unstructured, rather than structured, tasks.

The greater the extent to which any job, profession or occupation possesses each of these elements, the higher is the general level of stress. While it is possible to reduce or minimize the effects of stress where one or two of these conditions are prevalent, it is not easy where all five are present. To these may be added the following:

» resources, expertise, and other staff and equipment shortages;

» uncertainty of tenure;

» adversarial or dishonest managerial and supervisory styles and appro- aches; and

» lack of known, believed, and perceived adequate intrinsic and extrinsic rewards.

It is likely that some of these will also be present to an extent in most occupations. However, it is the extent and mix of each that causes occupational stress. Problems are compounded when those in known or believed stressful situations and occupations understand that they are being overloaded with work when others elsewhere in the particular organization are not.

This may or may not be true. It does indicate the prime importance of an open and visible managerial style as a prerequisite to the effective recognition and acceptance of stress caused by problems at work. If it is impossible to raise or observe such matters, it is extremely hard for there to be any effective subsequent action.