Following stress management basics aids military professionals Published Nov. 29, 2006 By Capt. (Dr.) Matthew Miller 71st Medical Group Vance Air Force Base, Okla. -- As a psychologist and element leader of the Vance Air Force Base Life Skills Support Center, the most common issue presented to me is stress management. I often find myself repeating key stress management themes with life skills' customers. Because of the widespread need, both generally and locally, for basic stress management skills, it is my goal in this article to review the basics of stress management for military professionals and their families. It is my hope the lessons learned or considered through this piece extend the discussion and consideration of stress management beyond "just breathe" or "exercise" solutions often promoted in short articles addressing the topic. Instead, I hope the information provided offers insight into stress dynamics so individual readers can determine appropriate management solutions. Toward doing so, I will address the following three questions: "Why are military members particularly susceptible to stress?"; "What do we know about stress?"; and "What can be done to better manage stress?" Why are military members susceptible to stress? A key reason why military professionals are particularly vulnerable to stress is because many of our jobs may be defined as being "you're on" vocations. Psychologists Kate Hays and Charles Brown recently used this term to describe unique occupations that require the performance or production of a vocational skill on a moment's notice. Careers that typify "you're on" professions include athletics, performing arts, acting and emergency room physicians. Military careers with prominent "you're on" characteristics include aviation, air traffic control, security forces, special forces, trial law and medical arts. These careers typically rank high on the occupational "glamour" scale. One perusal of the television listings will highlight the majority of programs within the drama genre are founded upon "you're on" professions. On the downside, membership in a "you're on" profession can be expensive. Because the skills required for functioning within a "you're on" profession are typically complex and because the outcomes of performance are typically weighty and scrutinized, membership within a "you're on" profession can exact a toll on personal and interpersonal functioning. What do we know about stress? A fair amount of research has been performed exploring what specific variables create increased stress within "you're on" professions. The research has concluded, at present, that stress primarily consists of the following three variables: perceived demands; perceived resources; and perceived outcome importance. Perceptions of demands refers to what we within a "you're on" profession may interpret or believe is being required or asked of us. Perceptions of resources refer to what we believe we posses in terms of personal or external resources to adequately meet and beat the perceived demands of the situation or task. Perceptions of outcome importance refer to how importantly we determine the outcome of the occupational demand or task to be. In short, debilitating stress consists of the following unadvisable yet common combination: overrated perceptions of demands plus underrated perceptions of resources plus overrated outcome importance. What can be done to better manage stress? Research exploring successful versus less successful individuals within "you're on" professions has concluded key distinctions exist between the two groups in terms of how members manage perceptions of demands, resources and outcome importance. Differences in Perceptions of Demands: Individuals who psychologically thrive within "you're on" professions primarily view the demands inherent within the situation (e.g., flying a sortie) using words such as "challenge" and "opportunity." They tend to focus more on the process of the performance (e.g., step 1, step 2, step 3...) than outcomes (e.g., excellent versus unsat). Conversely, individuals who underperform within a "you're on" profession tend to be more inclined to perceive demands inherent within a situation using words such as "danger" and "crisis." They view the demand as a "test" rather than as an "opportunity." They tend to perseverate on outcome (e.g., rating of "excellent" on a flight) rather than on process. Differences in Perceptions of Resources: Individuals who psychologically thrive within a "you're on" profession demonstrate elevated levels of perceptions of personal control. They rely heavily upon adequate self-care, adequate preparation and pacing. When stepping to face the challenges of the demand, they focus and rely upon their preparation. Tiger Woods exemplified this when, after winning a major professional tournament at a young age he was asked, "How did you contain the stress of the situation to perform so well?" His response indicated a heavy reliance upon standard operating procedure. Specifically, he noted he did not allow himself to get lost in the moment but to simply approach every putt, drive and fairway shot in the same way he had at his home practice course. On the other hand, individuals who underperform within a "you're on" profession tend to focus on issues of concern to them but are out of their direct control. Specifically, they perseverate on a myriad of "what if's" and lose sight of what resources they bring to the table. Differences in Perceptions of Outcome Importance: Individuals who psychologically thrive within a "you're on" profession have a balanced perspective regarding outcome importance. They take the task or demand seriously and seek to perform well. However, they do not inherently link outcomes with perceptions of their worthwhileness or value. They can appropriately separate self from occupational performance. Conversely, individuals who underperform within a "you're on" profession are driven by words such as "must" and "have to." They inherently link occupational setbacks or poor performance with definitions of self. Metaphorically speaking, they play not to lose as opposed to playing to win. Military members are particularly susceptible to chronic and acute stress due to the "you're on" nature of our vocation. The effect of this type of stress may be detrimental to the individual and to the individual's loved ones. Stress inherent within our military roles may be better managed through increased insight. Increased insight is related to one's awareness regarding perceptions of demands, resources and outcome performance. Those who psychologically thrive within "you're on" professions realistically modify perceptions of demands, increase perceptions of resources and appropriately balance perceptions of outcome importance.