By Cary L. Cooper, CBE and Valerie Sutherland, BSc(Hons), MSc, PhD, CPsychol, AFBPsS
In a health care climate where patients are ever more demanding and resources increasingly difficult to access, it is a truism that stress is an inevitable part of the profession of the medical practitioner. Stressed doctors become ill and dissatisfi
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In a health care climate where patients are ever more demanding and resources increasingly difficult to access, it is a truism that stress is an inevitable part of the profession of the medical practitioner. Stressed doctors become ill and dissatisfied, and in consequence patients may also suffer. Eliminating a source of stress is acknowledged as the most effective approach to stress control, but this is not always a realistic option for doctors.
This invaluable guide shows doctors how to effectively manage their stress, before they become distressed.
The authors also acknowledge that doctors do not work in a social vacuum, and address the management, business and social positions doctors are expected to fulfil, in addition to their clinical role.
De-stressing Doctors: a Self-management Guide will help every doctor to become their own stress manager by integrating stress control techniques into the day-to-day profession of medical practitioner.
In a health care climate where patients are ever more demanding and resources increasingly difficult to access, it is a truism that stress is an inevitable part of the profession of the medical practitioner. Stressed doctors become ill and dissatisfied, and in consequence patients may also suffer. Eliminating a source of stress is acknowledged as the most effective approach to stress control, but this is not always a realistic option for doctors.
This invaluable guide shows doctors how to effectively manage their stress, before they become distressed.
The authors also acknowledge that doctors do not work in a social vacuum, and address the management, business and social positions doctors are expected to fulfil, in addition to their clinical role.
De-stressing Doctors: a Self-management Guide will help every doctor to become their own stress manager by integrating stress control techniques into the day-to-day profession of medical practitioner.
Key Features
Drawing upon their extensive experience of stress control strategies for the medical profession, the authors offer an extremely practical, three-fold approach to the subject: Awareness - increase your self-awareness to understand stress among medical practitioners; why and how it causes harm. Analysis - learn how to identify and measure the stress that can lead to poor quality of life, ill health or poor job performance. Action - strategies include:
Time management - including how to recognise and avoid 'burnout' and how to identify 'time-wasters'
Ways of creating a more effective and stress-free medical practice environment
Promoting understanding of the relationship between behaviour and stress and why certain patterns of behavior create or exacerbate stress.
Author Information
By Cary L. Cooper, CBE, BUPA Professor of Organizational Psychology and Health, Manchester School of Management, Manchester, UK and Valerie Sutherland, BSc(Hons), MSc, PhD, CPsychol, AFBPsS, Sutherland-Bradley Associates
By Cary L. Cooper, CBE, BUPA Professor of Organizational Psychology and Health, Manchester School of Management, Manchester, UK and Valerie Sutherland, BSc(Hons), MSc, PhD, CPsychol, AFBPsS, Sutherland-Bradley Associates
PART ONE - THE FACE OF STRESS Chapter 1. Stress is not a four-letter word Stress - whipping boy or reality? Not all stress is bad The damaging nature of the stress response Adaptive versus maladaptive ways of coping with stress Change as a source of stress A transactional model of stress Defining stress
Chapter 2. Stress Diagnosis Conducting a stress audit Components of a stress audit The stress diagnosis process Who conducts the stress audit Stress ill health and job dissatisfaction among GPs: a case study The nature of stress among doctors Stress and hospital doctors Stress and general practitioners Stress diagnosis: conclusion
PART TWO - MANAGING THE WORK ENVIRONMENT Chapter 3. Time Management Diagnosing time management problems Using a time log Action planning Work smarter not harder! Set SMART goals Make and use lists Manage time wasters Managing meetings Time management: conclusions
Chapter 4. Creating an Effective Work Environment Macro Environment Stress Managing physical work conditions Micro Environment Stress Managing your work space Work smarter not harder II Stress, new technology and computers
PART THREE - BEHAVIOUR AND STRESS Why we behave in ways that cause stress Chapter 5. Aggression and stress Characteristics of aggression Why we are aggressive Consequences of aggressive behaviour Dealing with aggression Anger and conflict management Understanding conflict Anger management Dealing with criticism Role negotiation Summary: managing anger
Chapter 6. Type A Behaviour and Stress Measuring Type A behaviour Characteristics of type A behaviour Why we behave as an A-Type The consequences of TAB at work Managing Type A behaviour Relaxation as a stress coping strategy Relaxation techniques Short relaxation exercise Momentary relaxation Breathing exercise Venting steam Social support as a stress coping mechanism Exercise and stress control Career sabbaticals Type A behaviour: conclusion
PART FOUR: A STRESS MANAGEMENT STRATEGY Coping With Stress - a personal action plan Conclusion
https://www.elsevierhealth.com.au/de-stressing-doctors-9780750687836.html308399De-stressing Doctorshttps://www.elsevierhealth.com.au/media/catalog/product/https://www.elsevierhealth.com.au/media/catalog/product/placeholder/default/generic_item_image_123x160_1_1.png56.6662.95AUDInStock/Medicine & Surgery/Primary Care/General Practice/Medicine & Surgery/Epidemiology & Public Health/Medicine & Surgery/Emergency Medicine/Books/Japan Titles/Books4335147433516543351355255039526316043887221418269243350885145120In a health care climate where patients are ever more demanding and resources increasingly difficult to access, it is a truism that stress is an inevitable part of the profession of the medical practitioner. Stressed doctors become ill and dissatisfied, and in consequence patients may also suffer. Eliminating a source of stress is acknowledged as the most effective approach to stress control, but this is not always a realistic option for doctors. <br><br>This invaluable guide shows doctors how to effectively manage their stress, <b>before </b>they become distressed. <br><br>The authors also acknowledge that doctors do not work in a social vacuum, and address the management, business and social positions doctors are expected to fulfil, in addition to their clinical role.<br><br><i>De-stressing Doctors: a Self-management Guide</i> will help every doctor to become their own stress manager by integrating stress control techniques into the day-to-day profession of medical practitioner. In a health care climate where patients are ever more demanding and resources increasingly difficult to access, it is a truism that stress is an inevitable part of the profession of the medical practitioner. Stressed doctors become ill and dissatisfied, and in consequence patients may also suffer. Eliminating a source of stress is acknowledged as the most effective approach to stress control, but this is not always a realistic option for doctors. <br><br>This invaluable guide shows doctors how to effectively manage their stress, <b>before </b>they become distressed. <br><br>The authors also acknowledge that doctors do not work in a social vacuum, and address the management, business and social positions doctors are expected to fulfil, in addition to their clinical role.<br><br><i>De-stressing Doctors: a Self-management Guide</i> will help every doctor to become their own stress manager by integrating stress control techniques into the day-to-day profession of medical practitioner.00add-to-cart97807506878362011 and earlierProfessionalBy Cary L. Cooper, CBE and Valerie Sutherland, BSc(Hons), MSc, PhD, CPsychol, AFBPsS20031BookOther4 ills.Butterworth-Heinemann17615 Jul 2003Please allow 10-14 working days for deliveryBy <STRONG>Cary L. Cooper</STRONG>, CBE, BUPA Professor of Organizational Psychology and Health, Manchester School of Management, Manchester, UK and <STRONG>Valerie Sutherland</STRONG>, BSc(Hons), MSc, PhD, CPsychol, AFBPsS, Sutherland-Bradley AssociatesBooksBookUnited KingdomNoNoNoNoPlease SelectPlease SelectPlease Select
