HOW TO CONQUER STRESS
by
VIKRAM KARVE
In my opinion the term “Stress Management” is an oxymoron.
First you create stress within yourself, and then try to “manage” it.
Funny, isn’t it?
Why not prevent stress in the first place?
Focus on “stress prevention” rather than “stress management”.
Let’s try one way how to do this.
Long back, sometime in the 1960’s, when I was a small boy, my father took me to visit Belur Math, and there I acquired a tiny pocket book called “Thus Spake Vivekananda”.
Whenever the chips were down, or I felt dejected, I referred to the inspiring gems of wisdom, distilled from the complete works of Swami Vivekanada, for instant motivation and strength.
Here’s one of those gems of wisdom, a phrase from the sayings of Swami Vivekananda:
Anything that makes you weak physically, intellectually, and spiritually, reject as poison.
I feel that the word “weak” is all encompassing and embraces anything that creates in you a stressful situation like all negative emotions and feelings including anger, irritation, infuriation, frustration, despondency, depression, demoralization, unhappiness – anything that disturbs your inner tranquility and equanimity, drains you emotionally and intellectually, besides literal physical weakness.
Oh yes, Stress is weakness, Stress is Poison!
Now sit down in a quiet tranquil place, close your eyes, introspect, and try to think of all the things that make you feel negative – all your stress-creators and stressful situations.
These can be anything – toxic or incompatible persons, who irritate, annoy and hassle you, allergic or irritating foods and beverages (especially alcoholic drinks) which don’t suit you and are physically detrimental to your health, certain activities and events, which may appear pleasurable at the first instance, but actually drain you out and make you feel fatigued, depleted and depressed, modern technology and gadgets, like your cell-phone, which disturb your peace of mind, and strained relationships, which are a source of stress.
Make an exhaustive list of all the things, activities and entities, that make you “weak” and try to reject them as “poison”.
At first you may be a bit skeptical about this approach, but when you start implementing, you’ll be surprised how much it is in your own control to prevent stress.
While you reject the things that make you weak, you must also reinforce the things that make you feel "strong" and positive.
So simultaneously, reflect and contemplate, and make a list of things which give you strength and joy, make you happy and productive – all the things and people that create positive feelings in you – and try to devote as much time and energy to these positive things that give you strength and make you feel good.
This technique of stress prevention works for me, and I’m sure it’ll work for you too.
You will realise that this way of conquering stress and banishing it from your life is so effective probably because it is so breathtaking in its simplicity.
And once stress disappears from your life, you will feel good -- you can take my word for it.
VIKRAM KARVE
vikramkarve@sify.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
Showing posts with label control. Show all posts
Showing posts with label control. Show all posts
Thursday, September 10, 2009
STRESS MANAGEMENT
HOW TO CONQUER STRESS
by
VIKRAM KARVE
In my opinion the term “Stress Management” is an oxymoron.
First you create stress within yourself, and then try to “manage” it.
Funny, isn’t it?
Why not prevent stress in the first place?
Focus on “stress prevention” rather than “stress management”.
Let’s try one way how to do this.
Long back, sometime in the 1960’s, when I was a small boy, my father took me to visit Belur Math, and there I acquired a tiny pocket book called “Thus Spake Vivekananda”.
Whenever the chips were down, or I felt dejected, I referred to the inspiring gems of wisdom, distilled from the complete works of Swami Vivekanada, for instant motivation and strength.
Here’s one of those gems of wisdom, a phrase from the sayings of Swami Vivekananda:
Anything that makes you weak physically, intellectually, and spiritually, reject as poison.
I feel that the word “weak” is all encompassing and embraces anything that creates in you a stressful situation like all negative emotions and feelings including anger, irritation, infuriation, frustration, despondency, depression, demoralization, unhappiness – anything that disturbs your inner tranquility and equanimity, drains you emotionally and intellectually, besides literal physical weakness.
Oh yes, Stress is weakness, Stress is Poison!
Now sit down in a quiet tranquil place, close your eyes, introspect, and try to think of all the things that make you feel negative – all your stress-creators and stressful situations.
These can be anything – toxic or incompatible persons, who irritate, annoy and hassle you, allergic or irritating foods and beverages (especially alcoholic drinks) which don’t suit you and are physically detrimental to your health, certain activities and events, which may appear pleasurable at the first instance, but actually drain you out and make you feel fatigued, depleted and depressed, modern technology and gadgets, like your cell-phone, which disturb your peace of mind, and strained relationships, which are a source of stress.
Make an exhaustive list of all the things, activities and entities, that make you “weak” and try to reject them as “poison”.
At first you may be a bit skeptical about this approach, but when you start implementing, you’ll be surprised how much it is in your own control to prevent stress.
While you reject the things that make you weak, you must also reinforce the things that make you feel "strong" and positive.
So simultaneously, reflect and contemplate, and make a list of things which give you strength and joy, make you happy and productive – all the things and people that create positive feelings in you – and try to devote as much time and energy to these positive things that give you strength and make you feel good.
This technique of stress prevention works for me, and I’m sure it’ll work for you too.
You will realise that this way of conquering stress and banishing it from your life is so effective probably because it is so breathtaking in its simplicity.
And once stress disappears from your life, you will feel good -- you can take my word for it.
VIKRAM KARVE
vikramkarve@sify.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
by
VIKRAM KARVE
In my opinion the term “Stress Management” is an oxymoron.
First you create stress within yourself, and then try to “manage” it.
Funny, isn’t it?
Why not prevent stress in the first place?
Focus on “stress prevention” rather than “stress management”.
Let’s try one way how to do this.
Long back, sometime in the 1960’s, when I was a small boy, my father took me to visit Belur Math, and there I acquired a tiny pocket book called “Thus Spake Vivekananda”.
Whenever the chips were down, or I felt dejected, I referred to the inspiring gems of wisdom, distilled from the complete works of Swami Vivekanada, for instant motivation and strength.
Here’s one of those gems of wisdom, a phrase from the sayings of Swami Vivekananda:
Anything that makes you weak physically, intellectually, and spiritually, reject as poison.
I feel that the word “weak” is all encompassing and embraces anything that creates in you a stressful situation like all negative emotions and feelings including anger, irritation, infuriation, frustration, despondency, depression, demoralization, unhappiness – anything that disturbs your inner tranquility and equanimity, drains you emotionally and intellectually, besides literal physical weakness.
Oh yes, Stress is weakness, Stress is Poison!
Now sit down in a quiet tranquil place, close your eyes, introspect, and try to think of all the things that make you feel negative – all your stress-creators and stressful situations.
These can be anything – toxic or incompatible persons, who irritate, annoy and hassle you, allergic or irritating foods and beverages (especially alcoholic drinks) which don’t suit you and are physically detrimental to your health, certain activities and events, which may appear pleasurable at the first instance, but actually drain you out and make you feel fatigued, depleted and depressed, modern technology and gadgets, like your cell-phone, which disturb your peace of mind, and strained relationships, which are a source of stress.
Make an exhaustive list of all the things, activities and entities, that make you “weak” and try to reject them as “poison”.
At first you may be a bit skeptical about this approach, but when you start implementing, you’ll be surprised how much it is in your own control to prevent stress.
While you reject the things that make you weak, you must also reinforce the things that make you feel "strong" and positive.
So simultaneously, reflect and contemplate, and make a list of things which give you strength and joy, make you happy and productive – all the things and people that create positive feelings in you – and try to devote as much time and energy to these positive things that give you strength and make you feel good.
This technique of stress prevention works for me, and I’m sure it’ll work for you too.
You will realise that this way of conquering stress and banishing it from your life is so effective probably because it is so breathtaking in its simplicity.
And once stress disappears from your life, you will feel good -- you can take my word for it.
VIKRAM KARVE
vikramkarve@sify.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
Wednesday, September 10, 2008
Decision Management
The SHOR Paradigm
[Decision-making in Uncertainty]
By
VIKRAM KARVE
“The man who insists upon seeing with perfect clearness before he decides, never decides” …Frederic Amiel
Decision-making is so pervasive that everyone, professionally or personally, is involved with making a variety of decisions.
In today’s fast-moving world, the timing of a decision is of paramount importance in many decision-making situations. In real life even the “perfect” decision may not be optimal if it is made too late.
Information is a vital resource in decision-making. One of the most important characteristics of successful managers is the ability to make the correct decision when confronted with imperfect or insufficient information (i.e.) Decision-making under conditions of uncertainty.
In the context of decision-processing, two realms or domains of uncertainty are:
1. Information Input Uncertainty which creates the need for hypothesis generation and evaluation;
2. Consequence-of-Action Uncertainty which creates the need for option generation and evaluation.
THE SHOR PARADIGM
A decision taxonomy: The Stimulus – Hypothesis – Options – Response (SHOR) paradigm, formulated by Wohl, is useful in such decision situations. The SHOR paradigm represents a qualitative, descriptive, model as distinct from a quantitative, predictive model, and comprises three primary decision-making task elements:
S: Stimulus Input Data Processing
H: Hypothesis Generation, Hypothesis Evaluation, Information Processing [What is?]
O: Option Generation, Option Evaluation, Decision-Making [What if?]
R: Response Output Action
The SHOR paradigm is basically an extension of the classical Stimulus – Response (SR) Paradigm of behaviourist psychology. The SHOR paradigm provides explicitly for the necessity to deal with information input uncertainty and consequence-of-action uncertainty, and helps us understand some of the peculiar human factors that affect the quality of the decision-making and answering questions such as:
What makes some decision-makers perform better than others, especially in placing high-value assets at risk, in business?
What are the sources and dimensions of “poor” performance?
HUMAN ERRORS IN DECISION-MAKING
Based on the SHOR Model, human errors in decision-making appear to lie in four domains:
(S) Stimulus: “I didn’t know…”
(H) Hypothesis: “I didn’t understand…”
(O) Options: “I didn’t consider…”
(R) Response: “I didn’t act…”
Stimulus based errors of the type “I didn’t know…” result from lack or inadequacy of information, the true inability to obtain information.
“I didn’t understand…” is the fundamental result of information input uncertainty, while “I didn’t consider…” is the product of consequence-of-action uncertainty.
It is possible to have accessed all significant information, to have developed the correct hypothesis and to have selected the best option and yet fail to take appropriate action. The two possible reasons for the “I didn’t act…” type of response error are:
1. Paralysis: This is a complete failure to act, the pathological ‘observation of an inevitable course’ without intervention. It is caused by an over-riding emotional struggle in which some internal factor is being placed in conflict with the course of action selected by the decision-maker. The final scene in the evergreen classic film The Bridge on the River Kwai (1957) exemplifies such a situation.
2. Misjudgement: The decision-maker correctly decides what to do but errs in either or both of the two dimensions – how [the specifics of the action] or when [the timing of the action].
Prediction of the critical consequences of inaction may be of some help in dealing with paralysis whilst the ability to perform sensitivity analyses may assist in alleviating misjudgement.
Any Decision-Maker [and designers of decision aids] must address the four cardinal types of errors epitomized by the SHOR paradigm: “I didn’t know…”, “I didn’t understand…”, “I didn’t consider…” and “I didn’t act…”
DECISION-MAKING IN UNCERTAINTY
In the context of decision-making in uncertainty, the conflict theory paradigm developed by Janis and Mann may be apt. This paradigm postulates five patterns of coping behaviour which tends to occur in such situations:
1. Unconflicted Adherence in which the uncertain, or risk, information is ignored and the decision-maker complacently decides to continue whatever he has been doing.
2. Unconflicted Change to a new course of action, where the decision-maker uncritically adopts whichever new course of action is most salient, obvious or strongly recommended.
3. Defensive Avoidance in which the decision-maker evades conflict by procrastinating, shifting responsibility to someone else, or constructing wishful rationalisations and remaining selectively inattentive to corrective information.
4. Hypervigilance wherein the decision-maker searches frantically for a way out of the dilemma and impulsively seizes upon a hastily contrived solution that seems to promise immediate relief, overlooking the full range of consequences of his choice because of emotional excitement, repetitive thinking and cognitive constriction. In its most extreme form hypervigilance is referred to as “panic”.
5. Concerned Vigilance in which the decision-maker optimally processes pertinent information, generates and evaluates hypotheses and options before selecting a response as characterised by the SHOR paradigm.
In many real-life situations a decision-maker cannot always keep waiting until the entire information-input and consequence-of-action conditions are known a priori with certainty. In most cases there is no such thing as “perfect” certainty.
If a single most important characteristic is crucial to a decision-maker in any field, it is the ability to make optimal decisions in conditions of uncertainty. Qualitative descriptive models like the SHOR paradigm may prove useful in such situations.
To quote Frederic Amiel once again: “The man who insists upon seeing with perfect clearness before he decides, never decides”.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
vikramkarve@sify.com
vikramkarve@hotmail.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
http://www.ryze.com/go/karve
[Decision-making in Uncertainty]
By
VIKRAM KARVE
“The man who insists upon seeing with perfect clearness before he decides, never decides” …Frederic Amiel
Decision-making is so pervasive that everyone, professionally or personally, is involved with making a variety of decisions.
In today’s fast-moving world, the timing of a decision is of paramount importance in many decision-making situations. In real life even the “perfect” decision may not be optimal if it is made too late.
Information is a vital resource in decision-making. One of the most important characteristics of successful managers is the ability to make the correct decision when confronted with imperfect or insufficient information (i.e.) Decision-making under conditions of uncertainty.
In the context of decision-processing, two realms or domains of uncertainty are:
1. Information Input Uncertainty which creates the need for hypothesis generation and evaluation;
2. Consequence-of-Action Uncertainty which creates the need for option generation and evaluation.
THE SHOR PARADIGM
A decision taxonomy: The Stimulus – Hypothesis – Options – Response (SHOR) paradigm, formulated by Wohl, is useful in such decision situations. The SHOR paradigm represents a qualitative, descriptive, model as distinct from a quantitative, predictive model, and comprises three primary decision-making task elements:
S: Stimulus Input Data Processing
H: Hypothesis Generation, Hypothesis Evaluation, Information Processing [What is?]
O: Option Generation, Option Evaluation, Decision-Making [What if?]
R: Response Output Action
The SHOR paradigm is basically an extension of the classical Stimulus – Response (SR) Paradigm of behaviourist psychology. The SHOR paradigm provides explicitly for the necessity to deal with information input uncertainty and consequence-of-action uncertainty, and helps us understand some of the peculiar human factors that affect the quality of the decision-making and answering questions such as:
What makes some decision-makers perform better than others, especially in placing high-value assets at risk, in business?
What are the sources and dimensions of “poor” performance?
HUMAN ERRORS IN DECISION-MAKING
Based on the SHOR Model, human errors in decision-making appear to lie in four domains:
(S) Stimulus: “I didn’t know…”
(H) Hypothesis: “I didn’t understand…”
(O) Options: “I didn’t consider…”
(R) Response: “I didn’t act…”
Stimulus based errors of the type “I didn’t know…” result from lack or inadequacy of information, the true inability to obtain information.
“I didn’t understand…” is the fundamental result of information input uncertainty, while “I didn’t consider…” is the product of consequence-of-action uncertainty.
It is possible to have accessed all significant information, to have developed the correct hypothesis and to have selected the best option and yet fail to take appropriate action. The two possible reasons for the “I didn’t act…” type of response error are:
1. Paralysis: This is a complete failure to act, the pathological ‘observation of an inevitable course’ without intervention. It is caused by an over-riding emotional struggle in which some internal factor is being placed in conflict with the course of action selected by the decision-maker. The final scene in the evergreen classic film The Bridge on the River Kwai (1957) exemplifies such a situation.
2. Misjudgement: The decision-maker correctly decides what to do but errs in either or both of the two dimensions – how [the specifics of the action] or when [the timing of the action].
Prediction of the critical consequences of inaction may be of some help in dealing with paralysis whilst the ability to perform sensitivity analyses may assist in alleviating misjudgement.
Any Decision-Maker [and designers of decision aids] must address the four cardinal types of errors epitomized by the SHOR paradigm: “I didn’t know…”, “I didn’t understand…”, “I didn’t consider…” and “I didn’t act…”
DECISION-MAKING IN UNCERTAINTY
In the context of decision-making in uncertainty, the conflict theory paradigm developed by Janis and Mann may be apt. This paradigm postulates five patterns of coping behaviour which tends to occur in such situations:
1. Unconflicted Adherence in which the uncertain, or risk, information is ignored and the decision-maker complacently decides to continue whatever he has been doing.
2. Unconflicted Change to a new course of action, where the decision-maker uncritically adopts whichever new course of action is most salient, obvious or strongly recommended.
3. Defensive Avoidance in which the decision-maker evades conflict by procrastinating, shifting responsibility to someone else, or constructing wishful rationalisations and remaining selectively inattentive to corrective information.
4. Hypervigilance wherein the decision-maker searches frantically for a way out of the dilemma and impulsively seizes upon a hastily contrived solution that seems to promise immediate relief, overlooking the full range of consequences of his choice because of emotional excitement, repetitive thinking and cognitive constriction. In its most extreme form hypervigilance is referred to as “panic”.
5. Concerned Vigilance in which the decision-maker optimally processes pertinent information, generates and evaluates hypotheses and options before selecting a response as characterised by the SHOR paradigm.
In many real-life situations a decision-maker cannot always keep waiting until the entire information-input and consequence-of-action conditions are known a priori with certainty. In most cases there is no such thing as “perfect” certainty.
If a single most important characteristic is crucial to a decision-maker in any field, it is the ability to make optimal decisions in conditions of uncertainty. Qualitative descriptive models like the SHOR paradigm may prove useful in such situations.
To quote Frederic Amiel once again: “The man who insists upon seeing with perfect clearness before he decides, never decides”.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
vikramkarve@sify.com
vikramkarve@hotmail.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
http://www.ryze.com/go/karve
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