Managing Personal Stress

  • Nancy M. Lorenzi
  • Robert T. Riley
Part of the Computers in Health Care book series (HI)

Abstract

For the person leading major change efforts in an organization, the issue of stress rises in two ways. One is the stress on everyone involved in the change. Part of the message of this book is that effective change leadership should keep the organizational stressors at reasonable levels whenever possible. However, a more selfish concern for all of us as we lead those changes is the impact of the related stress upon ourselves. We are in a very high stress producing profession with tremendous demands placed upon us. Often we feel that we are not given the power, authority, and other resources necessary to carry out these demands. The end result is that we can feel that we are under tremendous pressure, which creates stress and can produce untimely burnout.

Keywords

Relaxation Response Organizational Aspect Change Leader Phrase Pair Personal Stress 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

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    Friedman, M, Rosenman, R. Type A Behavior and Your Heart. New York: Alfred A. Knopf, 1974.Google Scholar
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    Covey, SR. The Seven Habits of Highly Effective People: Powerful Lessons in Personal Change. New York: Simon & Schuster, 1989.Google Scholar
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    Fisher, R, Ury, W. Getting to Yes: Negotiating Agreement Without Giving In. Boston: Houghton Mifflin, 1981.Google Scholar
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    Benson, H, Klipper, MZ. The Relaxation Response. New York: William Morrow, 1976.Google Scholar
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    Smith, L. Burned-out bosses. Fortune July 25, 1994; 44–52.Google Scholar

Copyright information

© Springer Science+Business Media New York 1995

Authors and Affiliations

  • Nancy M. Lorenzi
    • 1
  • Robert T. Riley
    • 2
  1. 1.Medical CenterUniversity of CincinnatiCincinnatiUSA
  2. 2.CincinnatiUSA

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