Approaches of Counselling to Stress Management at Work - Term Paper Example

Abstract With globalization and changing trends, especially in the context of work, stress management needs to be effective to improve efficiency. The present paper deals with different approaches of counselling to stress management at work for improving productivity. Introduction People work from some model of the world, with some understanding on the things as to how they are and how they interact in all our activities. This working model guides our choices of what to do next, so the more accurate it is, the more effective our actions are likely to be. Most professional fields have a body of theory, the condensed wisdom of ancestors, which guides the work, and the further exploration of the contemporary practitioners. This heritage of knowledge is what allows each profession to develop. Counselling is relatively a new field, there are many ideas about how people thrive and about how things go wrong for people, and many models, competing paradigms, for how to work with people, for their healing and growth. Each of these theories of human development generates a set of techniques; a way of working that is consistent with that particular perspective. (Judith Harrow, 1999) Work place counselling, probably originated from occupational welfare services that were introduced towards the end of the 19 century in Britain. Since then work place counselling has grown dramatically particularly in the area of Employee Assistance Programmes. (Andrew Kinder, 2005). The centre of gravity of the counselling universe is moving inexorably to the work place. (Reddy.M, 1993). This trend has been generally welcomed in the society, which has widened the availability of counselling to people who cannot afford to pay for such type of service. This has provided a tangible way of caring the work force to the organizations. Globalization has changed the working contexts of the world and more than 70 percent of the working people find their job stressful. Career counselling stresses the need for development, in particular with the development of occupational identity. The growing emphasis on development is consistent with the philosophy of personal development taken up by many contemporary organizations in recognition of the need to harness people as valuable assets. Personal development is synonymous with the corporate development. Stress and its intervention must be understood as requiring attention to both individual and organizational facets. It is too easy to individualize stress and to locate responsibility, yet the problem may be fundamentally organizational. Stress intervention at the individual level of analysis is largely multi-model, based on the assumption that the stress response has a cognitive and perpetual basis. Stress counselling must be tailored to the individual, draw on a number of different techniques, and addressed to the issues of how an event is perceived, appraised and coped with. Current models of best practice in stress counselling emphasize the importance of a theoretical basis and an integrative approach. Non-systematic consumer-led eclecticism is deemed problematic. Current models integrate humanistic/person-centred considerations with a cognitive-behavioural problem-solving approach. Counselling conducted in the helping framework is described with reference to two models: the skilled helper model and the workplace counselling model. Both models assume that the client is responsible for the problem definition, solution and management. (Millward----). Typically a work place counsellor needs to assess a specific problem, and then they have a limited number of sessions, using cognitive-behavioural techniques to bring about changes. They may attempt to demonstrate progress either through clearly-stated outcomes or measurable results quasi-experimental psychometric techniques. Exploration would then generally involve referral to someone else. (John Lees, 2004) Emotional problem solving When a client is unable to deal with a particular problem due to high levels of stress and anxiety, in the early stages of counselling the seven-stage model of problem-solving may be less applicable especially if the client is largely disturbed due to his or her belief system. The reactions to life events or stressors are largely determined by our perceptions, meanings, and evaluations of these events rather than by the events themselves. (Neenan and Palmer, 1996). The cognitive-behavioural (CBT) and rational emotive behavioural (REBT) approaches teach clients to establish cognitive control over the emotional, physiological and behavioural reactions to stressors.(Woods, 1987). A five stage model of emotional disturbance and change was developed by Ellis (1994) to understand the process. A= activating events- work place stressors B= beliefs-rigid and unqualified demands in the form of musts, shoulds, have tos and got tos C= consequences-emotional, behavioural and physiological disturbances resulting in reduced productivity, performance and problem-solving. D=disputing (cognitive, emotive, behavioural, imaginal) of disturbance- producing, problem-interfering beliefs. E=Effective, efficient and flexible work place outlook that reverses the decline of the consequences like reduced productivity, performance and problem-solving. (Palmer.S. 1997) Using the model: When a problem or stressor triggers a high level of emotional disturbance or avoidance this model can be applied. According to Neenan and Palmer (1996), it is a client's belief about work place stressors at (A) lead to emotional, behavioural, and physiological disturbances at (C). By disputing (D) the disturbance-producing and problem-interfering beliefs through a variety of methods, the client learns to internalise a new outlook that reduces stress and produces greater productivity and job satisfaction. ((Palmer.S. 1997) Integration of the two problem solving models: In brief problem focused stress counselling the ABCDE model is integrated within the seven stage model and is applied whenever the client has revealed disturbance-producing and problem-interfering beliefs that effectively block the person from staying problem-focused. The full ABCDE model may not need to be applied but the belief can be challenged and then the focus of the session can return to the seven stage model. Depending upon the presenting problems, the abilities of the client, the therauptic alliance and the skills of the counsellor, it is not always possible to complete all the stages of either model in one counselling session. In one session crisis counselling, the session is normally extended to ensure sufficient time is available to deal with the main issues that need addressing. (Palmer and Dryden, 1995). The problem focused approach is normally very helpful in stress counselling, stress and crisis management. Once the method has been taught, the client can use it to prevent future situations or life events becoming overwhelming. There is a wide range of problems where the problem-solving may be relevant and effective. The approach is contra indicated with the clients with schizophrenia or depressed patients who will not be able to focus on the tasks. This approach has been used with the less disturbed clients with schizophrenia, (Falloon et al. 1984), other depressed clients, and suicidal clients who are not the high risk cases. (Hawton and Catalan, 1987). Summary and conclusions Learning the language of organizations is really important and can significantly enhance the standing of the counselling service. Examples could be developing services that help the organization reduce stress-related sickness absence or educating managers in terms of their legal duty of care, to prevent their staff ending in court. The organization often speaks the language of cost-effectiveness, value for money and efficiency. It is therefore no surprise that managers of work place counselling schemes seek to justify themselves by these concepts to answer the question, how does the organization benefit from investment in the counselling service. CORE (Critical Outcomes Routine Evaluation) is a system of clinical audit, which can help here. CORE data is a potential value to various stake holders in the system. (Mothersole G, 2004). The work place counsellor also needs to be aware of their own feelings about the organization. Counsellors need to work through this issue and to hold on to many benefits that employment can bring benefits to the clients. For deeper and more enduring therapy, clients need to focus more on their self defeating thinking by using CBT or REBT. However, in brief and time limited settings such as occupational stress counselling there may be insufficient time just to focus in-depth on the client's belief system and the practical problem-solving seven stage model under pinned by the CBT or REBT approaches may be more appropriate. Unlike some approaches, problem-solving and problem-focused have been verified efficacious in many studies and reviews. (Palmer.S. 1997) References: 1. Andrew Kinder, (2005), Work place counselling: a poor relation? Counselling at work, Spring2005, Available on http://www.counsellingatwork.org.uk/journal_pdf/acw_spring05_f.pdf 2. Ellis, A. (1994). Reason and Emotion in Psychotherapy. 2nd. edition. New York, Carol Publishing. 3. Falloon, I. R. H., Boyd, J. L. and McGill, C. (1984). Problem-solving training. In Family Care of Schizophrenia. New York: Guilford Press. 4. Hawton, K. and Kirk, J.(1989). Problem-solving. In K. Hawton, P. Salkovskis, J. Kirk and D. Clarke (Eds), Cognitive Behaviour Therapy for Psychiatric Problems: A Practical Guide. Oxford: Oxford University Press. 5. Hawton, K. and Catalan, J. (1987). Attempted Suicide: a Practical Guide to its Nature and Management, 2nd edn. Oxford: Oxford University Press. 6. John Lees (2004), Eclecticism and integration within the work place counselling, Counselling at work, autumn 2004, Available on \http://www.counsellingatwork.org.uk/journal_pdf/acw_autumn04_c.pdf 7 Judith Harrow, (1996), working models, Theories of counselling, an article by Judith Harrow Available on http://members.aol.com/JehanaS/c_basics/index.html 8 Mothersole G.(2004), CORE: what is it good for? Counseling and Psychotherapy Journal, August, 2004 9 Milward in chapter 6, work place counselling and personal development, Available on http://www.sagepub.co.uk/millward/files/case_study/ch6_overview.doc 10 Neenan, M. and Palmer, 5. (1996). Stress counselling: A cognitive-behavioural perspective. Stress News, 8(4),pp 5-8. 11 Palmer, S. and Dryden, W. (1995). Counselling for Stress Problems. London: Sage. 12 Palmer, S.(1997), Problem focused stress counselling and stress management training. Available on http://www.managingstress.com/ Woods, P. J. (1987). Do you really want to maintain that a flat tire can upset your stomach? Using the findings of the psychophysiology of stress to bolster the arguments that are not directly disturbed by events. Journal of Rational-Emotive Therapy, 5(3), pp. 149-161 Read More