by David Hornestay

Created on: July 22, 2011   Last Updated: July 28, 2011

Stress, while potentially disruptive and debilitating, can, if managed, have a positive influence on performance without negative health effects.  The desires to excel, to advance, even to hold a job, place pressures on workers that motivate them to study and work harder and to remain more alert for opportunities to improve themselves.  Many of the world's greatest achievements, from medical cures, inventions, and discoveries, to the creation of great works of art and beneficial programs resulted from an individual's being driven by a dream or cause.  What we have been taught about Columbus, Louis Pasteur, Beethoven, and Thomas Edison reflects long struggles, deprivation, opposition, and repeated disappointments before they attained success.    

But clearly, there is a down side to working under constant pressure and much research has been devoted to identifying and avoiding excessive stress, as well as on training people to cope with unavoidable pressures.

In a wide variety of work situations, stress, meaning the pressure of adverse conditions on achieving objectives, is an inherent part of the job.  Emergency room staffs, combat troops, and first responders to fires and accidents are the most obvious examples of workers who routinely deal with life-and-death situations involving time limitations and communications difficulties.  But the range of those stressed by deadlines, job standards, and the expectations of customers and/or superiors extends from air traffic controllers to production managers, live entertainers, and anyone with a report due.

Clinical research has shown that many of the pressures of work affect physical and psychological health.  Repeated or severe stress results in the release of certain hormones; blood pressure rises, respiration increases, and digestion, appetite, and sleep can be impacted.  Prolonged exposure to this type of stress can have long-term health effects.

It is commonly said that some people "thrive on stress," and it is true that human beings differ in their responses to it.  Think of the pitcher who blows up after a home run versus one who calmly disposes of a bases-loaded, none-out situation.  Think of the teacher who smoothly handles a rowdy class, of the customer service rep who pacifies irate complainers, of the leading actor speaking lines flawlessly. People who cannot see themselves in these situations might be well advised to avoid these types of work. 

But research shows that most people can be trained to respond more safely and effectively to work stresses.  They need to be taught to anticipate problems, avoid panic, and to know where there are resources to deal with problems.  Above all, they need to know that they have associates and leaders who will support them if they do their jobs.

In an era of cutbacks and financial uncertainties, this is easier said than done.  But the best efforts to limit the insidious effects of job stress must be made.                  

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