Essentials of Effective Problem Solving

Essentials of Effective Problem Solving

• A clear description of the problem
• A description of the limiting (or negative) factors involved in the
problem
• A description of the constructive (or positive) factors involved in the
problem
• A clear delineation of the “ownership” of the problem - Whose problem
is it: mine, yours, the other guy’s, my boss’, my spouse’s, my child’s, my
parents’, my teacher’s?
• A clear description of the scope of the problem: How extensive a problem
is it? How long has this problem existed? How many people are affected?
What else is affected by this problem?
• A clear description of the consequences if the problem were not solved
- What is the possible impact on my family, job, life in this community, etc., if
this problem isn’t solved? What is the worst possible thing that could happen
if this problem isn’t solved?
• A list of brainstormed solutions to the problem, with each alternative
analyzed as to its reality, its benefits, and the consequences for following
each one.
• A system of ranking each solution to finalize the decision-making
process - A rating system for analyzing each solution is developed, e.g., 100%
chance of success, 75% chance of success, 50% chance of success.
• A clear description of myself as a problem-solver - When it comes to this
problem, am I procrastinating? Am I avoiding the problem? Am I denying the
problem? Am I shutting down or blocking my creativity on this problem? Am I
ignoring it, hoping it will go away? Am I using magical and/or fantasy thinking
in addressing the problem?
• Determination to follow through on the solution decided upon jointly.
This involves full motivation to “take the risk” and pursue the solution to its
fullest

Problem-Solving Process-2

Problem-Solving Process-2

Setting Goals,Mind mapping (Look at alternatives)&Selecting the best solution

Setting Goals

Having explored and analyzed the problem,  individuals should be able

to write a goal statement that focuses on what is the successful end of the process.

Making and writing down a goal statement:

• helps them to clarify the direction to take in solving the problem; and

• gives them something definite to focus on

That is, what will occur as a result of the solution? This whole process is about closing

or fixing the gap between the problem and the goal. Writing down the problem ensures

that they are not side-tracking from, but addressing the problem.

 

Mind mapping (Look at alternatives)

Now that the problem has been analyzed, the individual can

begin to develop possible solutions. This is a creative as well as practical step where

every possible solution is identified. They should identify the various alternative solutions

available to them through such techniques as –

• Analysis of past solutions

• Reading

• Researching

• Thinking

• Asking Questions

• Discussing

• Viewing the problem with fresh eyes

• Brainstorming

• Sleeping on it

The idea is to collect as many alternative solutions as possible.

Mind mapping is another technique that can be used for identifying alternative

solutions. Developed by Tony Buzan in the 1970’s, mind mapping uses pictures and/

or word phrases to organize and develop thoughts in a non-linear fashion. It helps

people “see” a problem and its solution. Here’s how to do mind mapping:

Take a sheet of plain paper and turn it sideways (if using flipchart paper you

don’t need to turn it sideways - it is large enough); Using colored felt pens, draw

a small picture (or write a phrase) in the centre of the paper representing the

issue you want to solve; Draw lines out from the main problem (it helps to use

different colors for each line).

• Each line should represent a different aspect of your problem or issue;

• Write down what each line represents either on top of or on the line;

• Add other lines flowing off these main lines;

• Write a word or short phrase on the smaller lines indicating what each new line

represents (you may find that mind mapping works best for you if you write down

the phrases or draw the images first and then connect them with the lines); and

• If you want, add images next to your main line that illustrate what each line means

to you (some people think better with pictures, others with words).

: 

Selecting the best solution

Now that there are a wide variety of possible solutions,

it is time to select the best solution to fix the problem, given the circumstances, resources

and other considerations. Here the  individuals are trying to figure out exactly what would

work best given the nature of the problem. There are always a number of things that

can affect a solution, for instance, money, time, people, procedures, policies, rules,

and so on. All of these factors must be thought about.  Individual should prioritise the

solutions by their effectiveness. This is a slow process of elimination. There may be

some possible suggestions that are immediately eliminated. Eventually,  individuals

should narrow down the choices to one best possible solution which will promise the

best or optimal outcomes.

Problem-Solving Process-1

Problem-Solving Process-1

IDENTIFYING & EXPLORING

There is a variety of problem-solving processes. But each process consists of a series
of steps - identifying the problem, searching for possible solutions, selecting the most
optimal solution and implementing a possible solution. It is useful to view problem
solving as a cycle because, sometimes, a problem needs several attempts to solve it
or the problem changes.

 Identifying the Problem: The first step in the problem solving process is sizing up
the situation to identify the problem. That sounds simple enough, but sometimes
managers might be uncertain about what the problem is; they might just feel general
anxiety or be confused about what is getting in the way of their objectives. If that is the
case, they can ask themselves or their friends or a professional expert. Other useful
techniques for identifying the problem include-
• Comparison with others
• Monitor for weak signals
• Comparison of current performance with objectives or past performance
• Checklists
• Brainstorming
• Listing complaints
• Role playing

 Exploring the Problem: Having identified the problem, managers should analyze
it to see what the root cause is. Often people get caught up in symptoms or effects of
a problem or issue and never get down to the real cause. They get mad at someone’s
attitude, anger, or actions, which are not the cause of the problem. The key here is to
focus on analyzing the problem for the real cause without being affected by emotional
issues. Seeing answers for questions such as the following will help explore the problem:

Identify the Problem – Ask Who?
• Who says that this is a problem?
• Who caused or is causing the problem?
• Whom does it or will it affect?
• Who has done something about the problem?

Identify the Problem – Ask What?
• What happened or will happen?
• What are the symptoms?
• What are the consequences for others?
• What circumstances surround the occurrence of the problem?
• What is not functioning as desired?

Identify the Problem – Ask When?
• Did it or will it happen?
• Why did it happen?
• When did it first occur?

Identify the Problem – Ask Where?
• Where is the problem occurring?
• Did it or will it have an impact?
• Where did it have an impact?

Identify the Problem – Ask Why?
• Why is this, a problem?
• Did it or will it occur?
• Why did it occur?
• Why was nothing done to prevent the problem from occurring?
• Why did no one recognize and do something about the problem at the
earliest?
• Why is a response needed now?

Identify the Problem – Ask How?
• How should the process be working?
• How are others dealing with this or similar problems?
• How do you know this is a problem; what supporting information do you
have?

Once the cause is found, plans can be made to fix it. Analyzing implies gathering
information. If there is not enough information, they should figure out how to research
and collect it

Creative Problem-Solving

Creative Problem-Solving

During 1950 -1960, some significant research was done by Roger Sperry, which won
him the Nobel Prize for Medicine in 1981. Sperry’s work demonstrated that human
brain is divided into two major parts or hemispheres - the right brain and the left brain.
The left brain is associated with verbal, logical, and analytical thinking. It excels in
naming and categorizing things, symbolic abstraction, speech, reading, writing and
arithmetic. The left brain is very linear: it places things in sequential order - first things
first and then second things second, etc. Left brain engages in a very systematic,
sequential and exact approach to getting the job done. The left brain strives for accuracy
in the process of the job being done.

The right brain, on the other hand, functions in a non-verbal manner and excels in visual,
spatial, perceptual, and intuitive information. It is associated with the realm of creativity.
The right brain processes information differently than the left brain. The processing
happens very quickly and the style of processing is non-linear and non-sequential. The
right brain looks at the whole picture and quickly seeks to determine the spatial
relationships of all the parts as they relate to the whole. This component of the brain is
not concerned with things falling into patterns because of prescribed rules.
So, lateral or creative problem solving does not follow a standard set of procedures. It
is a ‘subconscious process based on past distilled experiences’. It is based more on
the gut feeling of the manager than on an objective process of weighing alternatives.
There are a set of conditions and it is accepted that under those conditions intuitive
approach is generally preferred to rational approach. Intuitive method is preferred when:

• a high level of uncertainty exists,
• there is little precedence to draw on,
• variables are not reliably predictable,
• facts are limited or facts are contradictory,
• analytical data are of little use,
• there are several plausible solutions; and
• time is limited and decision must be made

The creative problem-solving is flexible. So it can be used to examine real problems
and issues. According to ‘brainstorming’ creator Alex Osborn and Dr Sidney Parnes,
creative problem-solving process involves six steps, which together provide a structured
procedure for identifying challenges, generating ideas and implementing innovative
solutions. Following are the six steps:

1. Objective (Mess) Finding: The problem solver discusses the situation about
the problem and brainstorms a list of objectives or goals which he/she might
have for him/her creative effort. Through some process, arrive at consensus on
one or more objectives the group is willing to attempt.

2. Fact Finding: The problem-solver brainstorms all the facts which might even
remotely be related to the objective. S/he has made sure that each perspective
and participant is represented on the listing. S/he has to take some time for the
participants to point out which facts they feel are most relevant to the objective
and its eventual solution.

3.Problem-Solving: One of the most powerful aspects of creativity is rephrasing
the problem definition to one which is both closer to the real problem and reveals
more obvious solutions. One technique for this is to brainstorm different ways
to state the problem. Most people recommend that the problem statement be
written as: “In what ways might we...” One has to pay particular attention to
changing the verbs and the nouns in the problem statement. Asking “Why?” and
“How?” will also result in some interesting problem statements. Let the owner of
the problem select the statement or statements which seem to best capture the
“real” problem.

4. Solution Finding: In this step, the ideas with the greatest potential are evaluated
and the problem owner selects an idea or set of ideas to take action on. One of
the most effective methods for this step is to brainstorm the criteria which
determine the best idea, like cost, appearance, etc., then select the most useful
criteria. These criteria are then used in a decision matrix in which every idea is
evaluated on every criterion and the judgments combined to select the idea
worth putting into action.

5. Acceptance Finding: In this phase, the problem solvers consider the real world
issues of the change from the old way to the proposed new way as well as
issues that are likely to have a bearing upon the acceptance and implementation
of the envisaged change. The ideas developed in this step are then integrated
into the plan, increasing it’s likeliness of success.

Unlike many other problem-solving methods, the process emphasizes the need to defer
judgment on possible ideas and solutions until a final decision is made. In this way, the
flow of ideas in the third step is not interrupted, and possible solutions, however, bizarre,
are accepted.

Approaches to Problem-Solving- Rational Problem-Solving

Approaches to Problem-Solving- Rational Problem-Solving

There are several different ways of problem-solving – all with their own advantages
and disadvantages.


The brain can think in two ways - emotionally (governed by instinctive feelings) and
rationally (governed by acquired knowledge and beliefs).
Emotional thinking happens in the limbic system - an interconnected system of brain
nuclei associated with basic needs and emotions, for example, hunger, pain, pleasure,
satisfaction, sex, and instinctive motivation”). When something catches one’s attention,
the brain, in a lightning flash, looks through all the inherited and remembered patterns
to see if there is a match, and responds with the closest pattern that it can find. Emotional
thinking is very clear-cut, black and white, all or nothing. For example, when a black
shape on the path looks like a snake, one feels frightened and runs away.
Rational thinking, on the other hand, is a function of the part of the brain called the
neocortex - the wrinkled outer layer of the front parts of the brain (the cerebral
hemispheres), the functions of which include the perception of sensations, learning,
reasoning and memory. The power to think rationally gives an individual greater flexibility
of response. One has a lot more control over what one does. So that one realizes that
the black shape on the path, though it looks like a snake, could also be a stick, examines
it more closely before deciding what to do.

Rational problem solving rests on the following principles (R. K. Wagner - “Learning to
solve practical problems”):
• Problems are identified by comparing actual performance with an expected
standard performance
• Problems are deviations in actual performance from the expected standard
• A precise and complete description of the problem is needed to identify a
solution:
a) What is happening?
b) Where is it happening?
c) When is it happening?
d) To what extent is it happening?
• The cause of the problem will be found by comparing problem and non-problem
situations.
• Recent problems are a result of some change in the situation that has caused
an unwanted deviation from expectations.
The Rational Decision-Making Model requires the following steps which, if followed,
are assumed to lead to “value-maximizing choices.” The steps are as follows:
• define the problem,
• identify the decision criteria,
• weigh the criteria to determine rank of importance,
• generate possible alternative solutions,
• rate each alternative on each criteria, and
• compute the optimal decision.
The case again rational problem-solving is the flawed assumption that every problem
is defined clearly and precisely, which might not be always possible. Also, rating each
of the alternative problem-solutions relatively in terms of set or predetermined criteria
can be a tricky task.

PROBLEM SOLVING

PROBLEM SOLVING

“Most people spend more time and energy going around problems than in trying to

solve them.” Henry Ford

Good problem solving skills empower individual in their professional and personal

lives. Good problem solving skills seldom come naturally; they are consciously learnt

and nurtured. The repertoire of good problem solving skills includes:

• developing creative and innovative solutions;

• developing practical solutions;

• showing independence and initiative in identifying problems and solving

them;

• applying a range of strategies to problem-solving;

• applying problem-solving strategies across a range of areas;

What is a Problem?

1. A problem is an opportunity for improvement. “Every problem has a gift for you

in its hands,” says Richard Bach. Someone coined the word “probortunity” – an acronym

combining the words “problem” and “opportunity”. A probortunity is a reminder to look

at problems as possible opportunities. An optimist looks at challenging or problematic

events as potential opportunities for improvement. He is seen always seeking answers

for the questions such as:

• Is there more than one probortunity?

• Is it my personal probortunity? Is it the organization’s probortunity?

• Is it an actual probortunity or just an annoyance?

• Is this the real probortunity, 

2. A problem is the difference between the actual state and desired state. A

problem could also be the result of the knowledge that there is a gap between the

actual and desired or ideal state of objectives. Clarity of the problem is determined by

the clarity of the knowledge of what precisely one wants and what one has. Greater

clarity of the problem helps in finding a better and effective solution.

3. A problem results from the recognition of a present imperfect and the belief

in the possibility of a better future. The belief that one’s hopes can be achieved will

give one the will to aim towards a better future. Hopes challenge one’s potential, and

challenge is another definition of a problem.

When confronted with problem, according to Robert Harris (“Introduction to Problem

Solving”), people are likely to adopt either of the two approaches – spot it or mop it -

when confronted with a problem.

1. Stop It

A stop-it approach seeks to solve a problem, so that the problem no longer exists. Its

three forms are prevention, elimination, and reduction.

• Prevent It. Preventing a problem from occurring or recurring is the most ideal

solution. The prevention approach is often a difficult one to apply because it

requires predictive foresight (“this might be a problem someday if we don’t act

now”). For example, by preventing a cold, or an automobile accident, one can

avoid the need to deal any further with a problem or its effects.

• Eliminate It. Eliminating a problem once and for all is also an ideal way of

attacking a problem. If a tank were leaking, an elimination solution would be to

plug/seal or otherwise repair the leak, the cause of the problem. To solve by

eliminating should be considered in nearly every problem situation.

• Reduce It. The magnitude of any problem can be lessened by reducing its

size. Suppose the tank is leaking and a repair (an elimination-solution) is not

possible until a day or two later. The problem could be reduced by turning off

the incoming water. Without line pressure on the tank, the leak would slow down;

that would be better than a full force leak.

2. Mop It

A mop-it approach focuses on the effects of a problem. Instead of treating the leak

itself, the water on the floor is mopped up - the effects of the problem.

• Treat It. Here the damage caused by the problem is repaired or treated. The

water on the floor is mopped up and the damaged floor is fixed. But, it should

be noted that: (1) by itself a treat-it solution is not going to be nearly as effective

as some form of stop-it solution and (2) treat-it solutions are often needed in

addition to an elimination or reduction form of solution.

• Tolerate It. In this form of mop-it approach, the effects of the problem are put

up with. In the leaky water example, one might install a drain in the floor, or

waterproof the floor. The effects are taken for granted and measures are taken

to endure them.

• Redirect It. Here the problem is deflected. Sometimes the problem will simply

be redefined as not a problem. It is hard to think of a legitimate redirection for

the leaking water problem, but suppose that the leak is small and the floor is not

being damaged. One might say, “Well, I need the humidity; the leak is actually a

good thing.” It should be remembered that a problem is a problem only when

someone defines it as such.

Sometimes, as we look for approaches to creative thinking, we forget that many of the

most powerful techniques are also the simplest...

Leonardo da Vinci, one of the most creative thinkers in history, says of his inspiration:

“I roamed the countryside searching for answers to things I did not understand. Why

shells exist on the tops of mountains along with imprints of plants usually found in the

sea. Why thunder lasts longer than that which causes it. How circles of water form

around the spot which has been struck by a stone. And how a bird suspends itself in

the air. Questions like these engaged my thought throughout my life”.

It is easy to forget, as we rush through our lives, that curiosity is an essential foundation

for creativity.

Look around the world, keep asking ‘Why?’ and ‘Why not?’, and you will soon

see new opportunities.

effective system gives rise to friction and failure. Good management and effective

problem-solving depend upon a willingness to adapt to the situation and recognize the

ongoing and partial character of all attempts to manage or to solve.

Stress Busters@Workplace

Stress Busters@Workplace

Stress-busters specific to workplace include – Getting Organized, Delegating, Being
Assertive and Balancing Work and Personal Time.

1.Getting Organized: Poor organisation is one of the most common causes of stress.
Structured approaches offer security against ‘out of the blue’ problems. Prioritising
objectives, duties and activities makes them manageable and achievable. Managers should
not overload their mind. Organisation will help avoid personal and professional chaos.
The following tips by Janet Taylor (“Totally Organized”) are worth considering:
• Clean out each desk drawer, to free up even more valuable storage space.
• Keep essential items on your desktop (computer, phone, fax, card file).
• Have a master to-do list for each day at your desk.
• Pre-Sort the mail. To-File, To-Read, To-Contact (write or call).
• Create a separate drawer for personal paperwork, items, etc.
• Create a file for magazine articles or scan them into your computer.
• Filing system should be simple, easy and manageable.
• Colour-coding your files make it faster to find information.
• Return calls in batches. Leave specific messages and the time you called if the
person you’re trying to reach isn’t available.
• Empty workspace of everything but the project you are working on to cut down on
distractions.
• Keep an assortment of all-occasion cards and stamps in your desk.
• At the end of each project or event, organize paperwork and file.

2. Delegating: Delegation is the downward flow of formal authority - from superior to
subordinate. Why are some managers not in favour of delegating responsibility? Because:
• They feel that employees can never do anything as well as they can.
• They fear that something will go wrong if someone else takes over a job.
• They lack time for long-range planning because they are bogged down in dayto-
day operations.
• They sense they will be in the dark about emerging trends in the society.
The hazards of doing everything by oneself can include burnout and missed deadlines.
Managers should, however, realize that effective delegation of responsibility and authority
not only reduce stress on the manager’s part but also improve the quality and acceptance
of decisions, increase employee motivation, create sense of belonging and improve
interpersonal relations with employees. Besides, delegating also teaches a manager to
communicate persuasively, supervise and expand his /her sphere of influence.

Here are a few of the keys to effective delegation.

1. Delegate it if someone else can do it, wants to do it, needs to do it or likes to do it.
2. When you delegate responsibility also delegate the authority to use the
resources to get it done.
3. Delegate results, not necessarily the methods.
4. When you delegate something don’t take it back.
5. Ensure the person understands what and why you have delegated to them.
6. Set benchmarks or checkpoints and then leave them alone.
7. Reinforce positive results and give feedback on negative results.
8. Communicate clear instructions, expectations and guidelines.
9. Recognize and accept that it won’t be done the way you would do it.
10. Use delegation as an employee development tool.
11. Resist the tendency to over inspect.
12. Put it in writing if necessary.
13. Ask for regular written or verbal reports.
14. Remember what you delegated and to whom.
15. See failure not as a negative but necessary, if people are to be willing to stretch,
learn and grow.

3. Being Assertive: Being assertive involves standing up for ones personal rights and
expressing ones thoughts, feelings and beliefs directly, honestly and spontaneously in ways
that do not infringe the rights of others. Assertive behaviour on the part of person means
• Starting, changing, or ending conversations
• Sharing feelings, opinions, and experiences with others
• Making requests and asking for favors
• Refusing others’ requests if they are too demanding
• Questioning rules or traditions that don’t make sense or don’t seem fair
• Addressing problems or things that bother you
• Being firm so that your rights are respected
• Expressing positive emotions
• Expressing negative emotions
If a person want to be assertive but are concerned that others may find them too
aggressive, here are some recommendations for turning aggressive behavior into assertive
behavior.
• Give others a chance to speak
• Establish eye-contact with the other person
• Respect other’s opinions
• Use appopriate body language
• Talk in a firm, steady voice
• Use assertive and not aggressive language
• Be clear, concise and to the point

4. Balancing work and personal time: Balancing between work and personal time is
indeed a tight-rope walk. Any skew will only result in problems, like time pressures, family/
work conflicts, guilt, etc. Lynne Knobloch-Fedders and Ben Gorvine,(“Achieving a Balance
between Work and Personal Life”) suggest the following strategies that can help individuals
maintain a good balance between work and personal life:

Learn how to set limits - and stick to them! Setting limits (for how you will respond to
demands from both your work and your personal life) will prevent you from over-committing
yourself. But limits are only effective if you stick to them, so make sure you follow through
on the decisions you have made about what to cut back on. As you are setting limits for
yourself, it may be helpful to imagine situations in which you would be tempted to disregard
your limits - and decide how you will handle these situations. That way, you won’t be caught
unaware into situations in which you might over-commit yourself.

Take advantage of your workplace’s family-friendly policies and supports. If your
workplace offers discretion over the methods, timing, or location of your work, use this
flexibility to improve your situation.

Prioritize your multiple roles. When you become clearer about your priorities and values,
it becomes easier to make decisions and set limits between the demands of work and
personal life.

Reduce the psychological conflicts you experience between work and personal
life. Surprisingly, time is not necessarily the main conflict we experience between work
and personal life. Instead, the psychological conflicts (guilt, difficulty “turning off” work
behaviors at home, pressure and anxiety) create the most problems. Clarifying your values,
setting priorities, and actively reducing the psychological importance of one or more of
your roles may be required to reduce the conflicts, and the negative emotions that arise
from them.

Protect each role from interference by the others. When you are at home, turn off your
cell phone, laptop, beeper, or email, so that you can be fully “present” during this time.
Similarly, when you are at work, try to limit personal life intrusions - this will help you be
more efficient and effective during your workday.

Develop stress-management skills. The ability to take care of yourself by doing things
you enjoy - like reading, exercising, or indulging in a favorite hobby - is essential to
maintaining a proper work / personal life balance. Caring for yourself in these ways will
allow you to reduce your stress and reward yourself for a job well done!

Stress is a part of every aspect of life. Through regular practice of stress reduction techniques,
symptoms of stress decrease, managers must figure out an effective way to cope
with stress. They should remember that stress need not result in distress and a burn-out. If
managers take cognizance of the stressors in life and workplace and strive to deal with
them by stimulating the energizers – both internal and external – stress transforms into
eustress for improved health and performance.

Stress – Diversion Techniques

Stress – Diversion Techniques

Diversion activities include such activities as engaging in a hobby, taking a nap, watching
T.V., listening to music, going out to a movie, etc. It is important to realize that these
activities don’t address the stress directly but divert your attention for awhile.

1. Music: Medical research reveals that music can affect a person’s physiological state,
inducing excitement or relaxation. Listening to favourite music relives stress by:
• Providing a predictable, and “secure” environment
• Inducing feelings of well being
• Decreasing physical responses, such as heart rate and respiration
• Inducing and maintaining relaxation once it occurs
• Bringing order to chaotic situations
• Providing a break from frenetic activity.

2. Hobbies: Hobbies constitute another diversion technique for an individual or overcome
pent-up frustrations stress, boredom or monotony. One can engage oneself in varied
hobbies depending on one’s interests. Reading, writing and collecting objects such as
coins, stamps etc. help a person relax and get de-stressed. According to Harris Interactive
the list of the most popular hobbies and leisure activities in descending order are as
follows (Source: Harris Interactive Inc: The Harris Poll):

• TV watching
• Spending time with family/kids
• Fishing
• Gardening
• Swimming
• Computer activities
• Going to movies
• Walking
• Golf
• Exercise (aerobics, weights)
• Playing team sports
• Socializing with friends/neighbors
• Renting movies
• Traveling
• Listening to music
• Shopping
• Crafts (unspecified)
• Camping
• Church/church activities
• Boating
• Hunting
• Relaxing
• Sewing/crocheting
• Bicycling
• Watching sporting events
• Playing music
• Sleeping
• Beach/Sun tanning
• Bowling
• Cooking
• Entertaining
• Working on cars
• Animals/pets/dogs
• Eating out
• Painting
• Running
• Woodworking
• Hiking

3. Vacation: Taking a ‘stress vacation’ is not an indulgence but rather the route to sustained
productivity while maintaining your energy and health. However, taking a vacation
trip could be itself a source of stress if not properly conceived and organized. Folkman
(Strategies To Make Your Vacation a Stress-Buster, Not Stress-Enhancer) suggests the
following tips for reducing vacation stress:

• Stay in fewer places longer.
• Don’t pack the schedule. Leave time open for relaxing.
• Make the vacation affordable and stay within your budget. Nothing is more stressful
than spending more than you can afford.
• When vacationing with family, find ways to satisfy a little bit of everyone’s needs.
Help children realize that they have to make some tradeoffs too.
• Take time to genuinely appreciate where you are, what you do and those who are
with you and also tell them what you appreciate.
• Have fun along the way. Make your time in a car or on a plane special. Listen to a
book on tape. When everyone is interested in the story, they can’t wait to get back
in the car.
• Plan group as well as “alone” activities, like, an early morning walk on the beach
can be the best part of a vacation.
• Balance flexibility (“We’re having fun; let’s do this longer.”) with timeliness (“We
have to be up and packed by 6 a.m. to catch the plane).
• Decide to have fun. After all, you’re on a vacation!

4. Sleep: “If you can’t cope with it, sleep on it,” advises Sadeh. Sometimes sleep can help
one regulate ones nervousness and offers an escape from stress, particularly when there
is nothing one can do about it. But, why do some people lose sleep during periods of
stress, while others slip into sleep quietly? Research suggests that the difference may be
explained by the ways people cope. At Tel Aviv University, Dr. Avi Sadeh conducted a
study of students. He found that those “who tended to focus on their emotions and anxiety
during the high-stress period were more likely to shorten their sleep, while those who tended
to ignore emotions and focus on tasks extended their sleep and shut themselves off from
stress.”

Want a better night’s sleep? Try the following tips by National Sleep Foundation.:

• Consume less or no caffeine and avoid alcohol.
• Drink less fluids before going to sleep.
• Avoid heavy meals close to bedtime.
• Avoid nicotine.
• Exercise regularly, but do so in the daytime, preferably after noon.
• Try a relaxing routine, like soaking in hot water (a hot tub or bath) before bedtime.
• Establish a regular bedtime and waketime schedule.
• Keep a sleep diary before and after you try these tips. If the quality of your sleep
does not improve, share this diary with your doctor.

MEDITATION as STRESS BUSTER

MEDITATION as STRESS BUSTER

Meditation is something which gets easier, more enjoyable and more
intense with practice. Meditating (one of several activities that produce the relaxation
response) for 20-30 minutes a day, over time, can lead to a generalized feeling of
relaxation in many areas of one’s life. Some of the benefits of deep relaxation are:

1. reduction of generalized anxiety
2. preventing stress from building up
3. increased energy and productivity
4. improved concentration and memory
5. reduction of insomnia and fatigue
6. prevention and/or reduction of psychosomatic disorders such as hypertension,
migraines, headaches, asthma, ulcers
7. increased self-confidence and reduced self-blame
8. increased availability of feelings

Meditation is meant to bring about awareness, nothing else. It’s a time to connect to
your inner “source” and let go of the issues, responsibilities and situations that bind
your life. The benefits of mediation are uniquely individual, but both physiological and
psychological balancing is common. To get you started, here is an explanation of how
to practice classic and simple meditation:

1. Find some time out of your daily schedule.
2. Find a quiet place and sit down.
3. Be comfortable. Relax.
4. Keep the face serene. Chin up.
5. Close your eyes slowly to experience a void darkness. ( Remember to keep
your eyelids closed throughout the following steps)
6. Look into your eyelids as if seeing with your eyelids open.
7. Keep your mind empty of people, place, things, color or any form.
8. Try and concentrate on the center of your forehead.
9. If thoughts arise, bypass them and keep looking with your eyelids closed, going
deeper and deeper, leaving form, name, color, and activities far behind you.
10. Experience the motion of going, as if driving in a car, and you’ll be going
deeper and deeper - beyond the body and senses.
11. As you go deeper and deeper with your eyes closed in this dark place, you
may see the swirling of smoke-like colours flickering in the darkness and
silvery flashes of light.
12. Look straight in front with your eyelids closed and keep going further and
further.
13. To keep you alert in meditation, take slow deep breaths. Colors will swirl
and change pattern, rising with each breath.
14. Keep breathing steady. Let thoughts come and go. You’re on a journey going
beyond the body and form.
15. After you feel totally calm and relaxed, gradually open your eyes and spring
back to life with renewed energy.

STRESS-BUSTERS

STRESS-BUSTERS

In the past, daily work was largely physical. Now that physical exertion is no longer a

requirement for earning a living, people do not get rid of stress so easily. It accumulates

very quickly. People need to develop a regular exercise program to reduce the effects of

stress before it becomes distress. Regular physical activity improves health in the following

ways:

• Reduces the risk of dying prematurely

• Reduces the risk of dying from heart disease

• Reduces the risk of developing diabetes

• Reduces the risk of developing high blood pressure

• Helps reduce blood pressure in people who already have high blood pressure.

• Reduces the risk of developing colon cancer

• Reduces feelings of depression and anxiety

• Helps control weight.

• Helps build and maintain healthy bones, muscles, and joints.

• Helps older adults become stronger and better able to move about without falling.

• Promotes psychological well-being

Some of the physical stress-busters are explained below:

1. Stretching Exercise: Regular physical exertion of any intensity helps discharge muscle

tension and builds strength, resilience and energy. Here is a simple stretching exercise

managers can practice sitting right at the desk. Try to do 3-4 exercises at least once every

hour of continuous work, breaking for 5-10 minutes. Try to do exercise 1 more frequently.

Adopt a good posture with shoulders and arms relaxed. Perform each stretch smoothly

and SLOWLY, avoid jerky and bouncy movements. (Source: www.bbk.ac.uk – Stretching

Exercises at Your Desk)

1. Neck Stretch – Sit tall. Keep face forward; try to touch your left shoulder with your

left ear. Hold for 6 seconds. Return head upright. Repeat on the right. Do not tense

or hunch your shoulders. Repeat 6 times on both sides.

2. Diagonal Neck Stretch – Turn your head slightly towards the right and then look

down as if you are looking in your pocket. Stay like this for 15 seconds and then

relax. Now do the same on your left side. Do this exercise for three times on each

side.

3. Cable Stretch – While sitting with chin in, shoulders relaxed, hands relaxed in lap,

and feet flat on the floor, imagine a cable pulling the head upward. Hold for 3 seconds

and relax. Repeat 3 times.

4. Shoulder Shrug – Slowly bring shoulders up to the ears and hold for approximately

3 seconds. Rotate shoulders back and down. Repeat 10 times.

5. Executive Stretch – While sitting, lock hands behind head, bring elbows back as

far as possible. Inhale deeply while leaning back and stretching. Hold for 20 seconds.

Exhale and relax. Repeat 1 time.

6. Foot Rotation – while sitting, slowly rotate each from the ankle. Rotate each foot 3

times in one direction, then 3 times in the opposite direction. Relax. Repeat 1 time.

7. Hand Shake – While sitting, drop arms to the side; shake hands downward gently.

Repeat frequently.

8. Wrist Stretch – Hold arm straight in front of you. Pull the hand backwards with the

other hand, then pull downward. Hold for 20 seconds. Relax. Repeat 3 times each.

Other Exercises

1. Deep Breathing – While standing or in an otherwise relaxed position, place one

hand on the abdomen and the other on the chest, inhale slowly through the nose.

Hold for four seconds. Exhale slowly through the mouth. Repeat.

2. Eye Comfort Exercises – Blinking and yawning (produces tears to help moisten

and lubricate the eyes). Expose eyes to natural light.

3. Palming – While seated, brace elbows on the desk and close to the desk edge. Let

weight fall forward, cup hands over eyes, close eyes. Inhale slowly through nose

and hold for 4 seconds. Continue deep breathing for 15-30 seconds.

4. Eye Movements – Close eyes. Slowly and gently move eyes up to the ceiling, then

slowly down to the floor. Repeat 3 times. Close eyes. Slowly and gently move eyesto the left, then slowly to the right. Repeat 3 times.

5. Focus Change – Hold one finger a few inches away from the eye and focus on the

finger. Slowly move the finger away. Focus far into the distance and then back to

the finger. Slowly bring the finger to within few inches away from the nose. Focus on

something more than 2,5km away. Repeat 3 times.

6. Hand Massage – Massage the inside and outside of the hand using the thumb and

fingers. Repeat frequently (including before beginning work)

7. Finger Massage (Perform very gently) – Massage fingers of each hand individually,

slowly and gently. Move towards nail gently massaging space between fingers.

Perform daily.