| Title | Is It Worth Dying For? |
| Publication Type | Book |
| Pub Year | 1989 |
| Authors | Eliot, R. S., Breo D. L., & Debakey M. E. |
| Publisher | Random House Publishing Group |
| Keywords | culture, depression, identity, job loss, self-doubt, stress, unemployment, wellness |
| Notes |
stress"In America, people are identified by what they do, to the point that it often seems they are their work--in the eyes of others and even in their own eyes. It's no accident that we introduce ourselves by telling what we do for a living. That's why losing a job, being out of the job market for a long time, having serious conflict at work, or feeling torn between work and home can threaten much more than a source of income. These job stresses can undermine one's sense of personal worth and identity." (p. 209) unemployment, job loss"The most obvious stress threat is unemployment. Losing a job can feel like being hit by a truck... Take time to mourn the loss of your job, just as you would grieve over the loss of a loved one. Feel and express your anger and sadness, and realize they may be with you for a while." (p. 209) self-doubt, depression"Alarm and vigilance are triggered by different perceptions of events. Alarm can occur when you perceive a challenge to control; vigilance can occur when you feel a loss of control. Alarm provokes an active response, which may be felt as anger, aggression, or a heightened desire to act. Vigilance more often leads to a passive response and even, in extreme form in animals, to "playing dead." Vigilance may reflect self-doubt or a sense of failure or a feeling of invisible entrapment. Continued too long, it can translate into a common effect of stress-depression. (p. 33)" wellness, culture"Wellness programs are spreading with the increasing recognition that stress affects work performance and that the workplace is the easiest place to intervene in the stress cycle for large numbers of people.... The other way that organizations can prevent and reduce stress is through humane management. Today there is much talk about 'corporate cultures.' Observers note that, increasingly, the most successful companies rely not so much on hierarchy and structure as they do on a corporate culture rooted in humanist values, including a commitment to employee well-being and flexibility about individual needs which promote both creativity and productivity." (p 221) |
| URL | http://books.google.com/books?id=R3ocGH-l_BwC |
