Chapter 028
- 1. Chapter 28 Self-Management: Stress and Time All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc.
- 2. Objectives Define self-management. Explore personal and professional stressors. Analyze selected strategies to decrease stress. Assess the manager’s role in helping staff to manage stress. Evaluate common barriers to effective time management. Critique the strengths and weaknesses of selected time-management strategies. Evaluate selected strategies to manage time more effectively. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 2
- 3. Self-Management Stress management Time management Meeting management All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 3
- 4. Stress Hans Selye (1965) said that stress is a continuum ranging from eustress to distress. The key is to not reach either extreme. Stress has been defined as the gap between how we would like our life to be and how it actually is. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 4
- 5. Sources of Job Stress External sources Change Social factors Position and roles Gender Internal sources Dynamics of stress All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 5
- 6. Signs of Stress Accidents Poor physical/emotional health Unhealthy coping mechanisms Absenteeism Turnover Decreased quality care outcomes Diminished productivity Increased costs of insurance All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 6
- 7. More Signs of Stress More subtle signs include: Headache Fatigue Apathy Disruptive behaviors All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 7
- 8. Stoppler’s (2005) Top Five Stressors Poor calendar habits Clutter Perfectionism Self-treatment Following others’ expectations All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 8
- 9. Management of Stress Stress prevention Symptom management Burnout All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 9
- 10. Burnout A “prolonged response to chronic emotional and interpersonal stressors on the job” (Maslach, Schaufeli, & Leiter, 2000, p. 398) Sources of stressors: environment, individual, or interactions Burnout is not an objective phenomenon. Perception of stressors, how they are mediated, and level of adaptation by the individual are important. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 10
- 11. Common Characteristics of Burnout Physical exhaustion Mental exhaustion Emotional exhaustion Cynicism Somatization Depersonalization All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 11
- 12. Prevention Find the right workplace. Identify daily stressors. Change the perception of the stressor. Obtain assistance with problem solving. Ask, “How am I doing?” frequently. Insist on equipment that prevents physical stress. Engage in regular aerobic exercise. Enjoy a hobby you develop expertise in. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 12
- 13. Resolution of Stress Social support Professional organization/specialty association involvement Counseling/mentorship Conferences Leadership and management All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 13
- 14. Management of Time Where does your time go? Are you doing too much? Are you able to say no or not yet? Do you procrastinate? Do you spend time complaining rather than acting? Are you a perfectionist? Are you organized? Do you have a minute? (interruptions) All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 14
- 15. Controlling Interruptions Be organized. Focus on the urgent and important tasks – What is Important to Your Boss? Use some method of time organization. Set rules for self-preservation. Use delegation effectively. Ask for information in writing. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 15
- 16. Managing Stress and Time Remember that everyone has only 24 hours a day to live life. Successful people know how to use that time effectively for themselves, their careers, their loved ones, and their work. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 16
- 17. Time Management Strategies Setting priorities Being organized Using time tools Dealing with tempting time wasters Devising a personal time management system Dealing effectively with information and information overload All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 17
- 18. Meeting Management Managing meetings Agendas Delegating All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 18
- 19. Appropriate Delegation Be willing to give/accept delegation. Give the delegatee sufficient responsibility and authority. Convey expectations clearly. Require the delegatee to be accountable. Debrief: What worked? What did not? What will you both try to do differently next time? All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 19
- 20. Exercise Have you ever sat in a meeting and wondered why you were there? Write down the three things about the meeting that were most annoying, and then analyze how the situation could have been handled better. At the next meeting: Imagine you are the leader! What would you like to do differently? All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 20
Editor's Notes
- #7: Many of these issues resulted in: [Read slide]
- #8: Not every headache is due to stress, and feeling tired is a logical result of working hard. Yet both of these can be subtle signs of stress. Also, when you or a co-worker repeatedly says, “I don’t care. You decide,” unless the decision is truly inconsequential, this may be a sign of stress.
- #9: These are the top five stress management mistakes. Do any of those relate to you? Let’s look for a bit at the first one.
- #13: Prevention is key, and it starts with choosing the right place to work. If you had a bad experience during a clinical situation, you don’t need to decide to work there to overcome this experience. Move on. Figure out what the daily stressors are, and then try to space them out, avoid them, or find new ways to respond to them. Don’t forget the physical stress that is just as damaging as the psychological stress. Insist on equipment in the workplace that helps you do the work in a correct and timely manner and prevents injury.
- #15: If we think of calendar management in the broadest sense, it really refers to managing the time we have in life to achieve what we want. Whether we are discussing calendars or schedules or hours or minutes, the key is that time easily “escapes” us. Ask yourself these questions. [Read slide]
- #16: Being organized doesn’t prevent interruptions, but they often can be accommodated. If you aren’t organized, the smallest interruption can become a disaster. Be sure to use delegation to maximize your effectiveness. Know what needs to be reported back, and be clear at the outset how you will keep apprised of changes in patient status. Multiple things happen at once in clinical settings, so setting priorities and focusing on those keeps you goal oriented. Whether you use an electronic device or a piece of paper, use some kind of method for tracking your own time. Sometimes when we are immersed in a situation, we lose all track of time and then aren’t sure what we need to do next. If someone wants to give you information, unless it is in response to a question you asked, ask them to write it down and give it to you. When we become really busy, we may forget information that wasn’t related to the situation at hand.