T3. w. 12 Career Sustainability, Managing relationships & stress

Question 1

Positive workplace relationships can help you lead and influence others at work

Answer 1

Leading & influencing others is related to building & maintaining positive relationships with people at work. Can make it easier to gain support for a change you’d like to achieve or to achieve performance goals

Question 2

Building relationships take time, so

Answer 2

be authentic, honest & trustworthy, accepting others for who they are.

Question 3

Identifying & pursuing common goals, values & interests are

Answer 3

another tool to connect, people more comfortable with ‘similar’ people. IF it doesn’t seem like there’s lots of common ground, be curious to find out their interests.

Question 4

CEO’s 6 steps to networking

Answer 4

1. meet people (have good body language)
2. get to know people (active listening, don’t talk too much)
3. give help (before you get help, introduce to someone else etc)
4. give your perfect pitch
5. end conversation when you think it’s ready
6. follow up & follow through

Question 5

stress

Answer 5

an emotional response or adaptive reaction to a perceived threat

Stressor – stimulus that triggers stress

Question 6

Work-related stress –

Answer 6

Work-related stress – when job demands do not match or exceed personal capabilities

Question 7

stress can be

Answer 7

acute (short term)

chronic (long-term from ongoing situations)

Question 8

stress and performance can be

Answer 8

functional & motivational, not enough stress can leave you bored, but moderate amount of stress can be really good

Question 9

too much stress

Answer 9

high = anxious —–> panic, anger or violence = when overloaded

performance lowers

Question 10

not enough stress

Answer 10

inactive –> a bit more stress = laidback ,

lowish performance

Question 11

job demands-control model

Answer 11

Karasek’s (1979)’s

Question 12

Stress is highest when the job demands are high and individuals have little control over the situation.

Karasek’s (1979)’s job demands-control model

Answer 12

→ dystress

Question 13

Impact of high job demands can be offset be having control over important aspects of the work environment → creates

Karasek’s (1979)’s job demands-control model

Answer 13

Eustress (Challenging or demanding tasks combined with high control is activating)

Question 14

Low job demand & low control

Karasek’s (1979)’s job demands-control model

Answer 14

• passive stress, induces boredom

Question 15

Low demands combined with high control results in

Karasek’s (1979)’s job demands-control model

Answer 15

in low strain

Question 16

Karasek’s (1979)’s job demands-control model highlights that

Answer 16

demands and control over demands on the person produce different types of stress
need autonomy at work to deal with stress

Question 17

primary intervention for managing stress

Answer 17

designing & managing work to minimise harm, removing ambiguity, restructuring communication systems

most proactive action, aims to reduce or eliminate sources of strain in the work environment

Question 18

Secondary interventions -

Answer 18

modify reactions and responses of individuals to stressors instead of changing the nature of the environment.
Stress management training which focuses on the development of conflict development and time management skills

Question 19

Tertiary intervention:

Answer 19

Mental illness
Counselling or guidance for people -vely affected by workplace stressment.
Treatment and rehab, ie, the employee assistance program

Question 20

at an organisational level how should firms manage stress?

Answer 20

increase awareness of mental health & reducing stigma

support worker’s recovery from mental illness
promote and facilitate early help seeking

Question 21

what can individuals do to reduce stress at 2ndary intervention

Answer 21

enhance personal resilience, generally and for those at risk

Question 22

what can teams/organisations doe btw primary and secondary intervention level to reduce stress?

Answer 22

promote protective factors at an organisational level

Question 23

Strategies for managing stress:

Answer 23

(Carlopio, Andrewartha, & Armstrong, 2001)

Question 24

(Carlopio, Andrewartha, & Armstrong, 2001) Strategies for managing stress:

Answer 24

1. change/eliminate the stressor
2. Build personal resources like resilience, you’re better equipped to withstand stress
3. Change your response to stress through developing strategies (exercise, health)

Question 25

2. Build personal resources like resilience, you’re better equipped to withstand stress

Answer 25

Maintain a purpose, vision or focus, a guideline for managing and evaluating goals Be flexible Be organised Being proactive in initiating and responding to stress or change, seek support Increase awareness of your personal strengths Develop self-management skills for responses - be patient, calm, collected and compartmentalise stress

Question 26

steps to self-compassion

Answer 26

1. Notice suffering in yourself 2. Be kind to yourself in the presence of suffering 3. Know that suffering is part of the shared human experience (Enables you to be more forgiving of perceived personal failures and personal shortcomings and those of others, lowers anxiety & shame)

Question 27

negative thinking traps

Answer 27

1) All-or nothing thinking (e.g., “It’s not perfect, so I failed”) - --Vulnerable to self-criticism 2) negative filtering (e.g., “They are just saying that”) - ---Ignoring the positive feedback, they don’t mean what they’re saying, 3) Magnifying and minimising (e.g., “People asked questions but nobody really cared” ----Emphasising the size of negative factors vs positive factors 4) Global labelling (e.g., “I’m just bad at that”) - ---Something will never go well, occurs if we always blame ourselves, easy to slip in defensive mindsets around public speaking

Question 28

mindfulness

Answer 28

“paying attention in a particular way: on purpose, in the present moment, and non-judgmentally” (Kabat-Zinn, 1994,

Question 29

3 axioms of mindfulness

Answer 29

1) Intention Sets the stage for what is possible, reminding you of the purpose of your actions Dynamic & evolving, Ie, a stressed person may start mindfulness to reduce stress, as they continue they may develop additional intention of relating more kindly to colleagues 2) Attention Observing your moment-to-moment internal and external experiences 3) Attitude Open acceptance & curiosity, free of judgment or evaluation

Question 30

Four benefits of mindfulness

Answer 30

1. Stronger focus 2. Staying calmer under stress 3. Better memory 4. Good corporate citizenship

Question 31

(Jamieson, Mendes, & Nock, 2013)

Answer 31

Improving Acute Stress Responses: The Power of Reappraisal

Question 32

Our responses to situations largely depend on

Answer 32

how a situation and our body’s responses are construed

Question 33

Biopsychosocial model of challenge and threat

Answer 33

offers an explanation of how appraisals and situations interact to shape stress responses

Question 34

Physiological changes when stressed might

Answer 34

not be a bad thing - if we can change our response to it through cognitive processes (mostly reappraisal)

Question 35

Recent research on arousal reappraisal has taken seriously the idea that the body and mind

Answer 35

interact reciprocally and that embodiment effects are situated in a broader context

Question 36

Reappraisal typically involves

Answer 36

the reinterpretation of the affective meaning of contextual cues

Question 37

Reappraisal is not aimed at eliminating or dampening stress arousal but instead focuses on

Answer 37

changing the type of stress response – e.g. emotional regulation

Question 38

how to maximise networking advantgae

Answer 38

1. shift mindsets 2. capability 3. systems