In
early fall of 2006, an email came unsolicited from the spouse of a senior
officer of the Fort Hood, TX, Wagonmasters Batallion, 1st Cavalry
Division. The division was about to be deployed
to Iraq at a particularly difficult time in the fighting. This woman, (I’ll call her Leslie), highlighted
the level of tension amongst the spouses; for many this was their first
deployment. Why the major concern? Clearly, most recognize the potential for
danger when a soldier enters a battle zone.
In contrast, the level of stress for the spouse, especially an
uninitiated spouse, does not always get its due. The predeployment phase often heightens
separation angst, including leaving “angry” to make the break between the
couple less painful. (For example, “I’m
glad he’s going already.”)
Even
if the separation isn’t stormy, deployment often means uncertainty and waiting,
at times, sporadic communication with a partner, suddenly becoming a defacto “single
parent” (and the oft unspoken fear of this actually coming to pass), along with
the implicit, if not ever-present and patriotic, injunction, especially when
living on the military base, “Be strong for your soldier.” All these tasks and trials can certainly be
trying if not daunting, even at times overwhelming. The soldiers have been training for months –
mentally, physically, and spiritually, bonding as a squadron and company – before
moving “into harm’s way”; the spouse is often learning on the fly. (However, spouses are encouraged to find a
“stress or battlefield buddy,” a like-situated peer who not only can walk in
their shoes, but also feel the bunions!)
The Drive to Humor and Hope and the Map
to Make It Happen
Leslie
had discovered my website, and asked, actually “hoped” I would come to Ft. Hood
and lead a spouse program in conjunction with the battalion Family Readiness Group
(FRG). The FRG is a support group for
spouses run by spouses, often with the assistance of civilian military staff
and, occasionally, professional social work “family life” consultants.
I
called Leslie and discovered that, despite limited financial resources, Leslie and
her cohorts were determined to raise enough money to at least fly me in and
perhaps provide a small honorarium.
Their revenue-raising plan: yes,
the proverbial bake sale, but also designing and sewing blankets and pillows
with the soldiers’ pictures on them, and selling these items to friends and
family members, as well as others in the community. (A pillow with the battalion insignia remains
a treasured possession.) Finally, Leslie
did reveal that the Battalion Commander was skeptical, not sure all this hoopla
was necessary.
So,
in conjunction with the FRG, along with considerable volunteer exertion and
persuasion, I was brought to Ft. Hood to lead a rear detachment “Stress and
Humor, Morale and Community Building” Deployment Program. (That afternoon, at a base gymnasium, along
with family and friends, I witnessed the quite moving departure ceremony for
the last contingent of deploying soldiers.)
That night, one hundred and fifty spouses showed up, along with the Rear
Detachment Commander and about a dozen soldiers.
Fortunately,
we had a great time. Leslie later
wrote:
Nov.
1, 2006
Mark,
Thank
you again for your fabulous workshop!
Everyone I have spoken with today thoroughly enjoyed it.
Once
again, I thank you from the bottom of my heart.
The Stress Doc presentation was everything I had hoped it would be. I have some nice shots and will forward them
along....
Sincerely,
Leslie
Program
Coordinator
--------------
Even
the Commander had a change of heart:
Mark,
great presentation this week. We needed
that. Leslie was so right in bringing
you down. Looking forward to hearing
from you.
COL
Larry Phelps
Commander,
1CD Rear
[Ed.
Note: Larry Phelps is a truly larger than life individual, with a heart much
bigger than his head, yet still is one of the sharpest minds I know. I’m proud to say he and I have since become
“brothers.”]
----------------
The 4 “C-ing Catalyst for Humor,
Wholeness, and Hope
So
what made the evening such an affirming and mind-opening, such a resiliency-,
hope-, and community-building success?
While I presented some ideas on preventing burnout and building stress
resiliency as well as dealing with transition, loss, and change, I believe the
real catalyst was the interactive and fun group exercises. Having participants engage in relevant and
real world exercises that encourage: a)
the sharing of genuine emotions, especially the release of aggression, b)
laughing knowingly at one another’s personal-situational challenges while
chuckling together over respective flaws and foibles, and c) collectively stimulating
and encouraging the mind-body-spirit, heightens individual and team commitment,
learning, and bonding.
In
general, during times of uncertainty or change, people are looking for tools,
techniques, and tips for getting a home and work life handle on stress and
conflict. Many are highly receptive to “4 ‘C’-ing”
learning forums that help foster or reinforce a sense of personal Confidence and Competence, team Camaraderie and Collaboration. People want to be energized and synergized,
that is, to be part of a dynamic sharing-learning-inspiring-connecting process
and structure that nurtures and facilitates:
a) the expression-exchange of meaningful ideas and problem solving or
resiliency skills (Competence), b) a
sense of discovery and hope, that is a an imaginable future with promise and
opportunity (Confidence), c) being
playful, even a little “outrageous”; have you noticed, the middle word in out-rage-ous is “rage”; remember, helping
others safely and playfully work out even a little of their aggressive energy
and emotion while enhancing self-awareness is a gift (Camaraderie), and, finally, d) the whole becoming greater than the
sum of its parts (through Collaboration). Most want to be connected to an open, vital,
uplifting Community.
Three for the Show: Purposeful and Playful Workshop Exercises and
Strategies
Let
me describe three interactive workshop exercises that gradually cultivated this
synergistic happening. These exercises
can be operationalized in a variety of settings – from a handful of team
members to hundreds of conference participants.
I will also list the “how to” working principles that enable these exercise-interventions
to enhance stress resiliency while facilitating engagement and motivated performance,
along with team and community morale.
The three exercises are:
A.
Empathic Icebreaker Exercise. To get people in an open, playful, and
moderately risk-taking frame of mind, psychically warm them up. Try my “Three ‘B’ Stress Barometer
Exercise.” Break up a larger audience
into clusters of a half dozen or so.
Then, with a volunteer recorder in each group, have the individuals
briefly (3-5 minutes) discuss: “How does
your Brain, Body and Behavior let you
know when you are under more STRESS
than usual?”
Several groups report back their “3
B List.” Not only do we obtain a broad
and highly recognizable compilation, but there’s opportunity to discuss the
double-edged nature of many of the stress smoke signals: a) mind – your mind can be racing one moment
and then shortly after you feel like you are experiencing brain freeze or brain
fog, b) sleep – some days you don’t want to get out from under the covers; then
there are those who are on Ebay or watching the Home Shopping Network at 3am,
and c) eating – I’ll ask the audience how many folks will eat more when under
stress, to stop that anxious, gnawing feeling in their gut; a sea of hands go
up. Next I ask, “Are there any folks who
lose their appetite and eat less when under stress?” A few hands wave tentatively. My immediate reply: “And we hate those people, don’t we!” And invariably, laughter echoes throughout
the room. One other favorite smoke
signal is muscle tension, neck, shoulders, and my former problems with a
“Boomer Back.” Oh, and TMJ. My answer to the question, “We know what TMJ
really stands for, don’t we…Too Many
Jerks!”
Clearly, this exercise helps folks
realize they are not alone when it comes to stress and “smoke signals.” And of course, acknowledging their pain while
laughing at themselves and laughing with others, not only is a stress reliever,
but it’s also a social bonding agent.
Finally, this “light-hearted” take on signs of stress facilitates moving
into a more serious discussion on chronic stress and burnout. Remember, people
are less defensive and more open to a serious message when it’s gift-wrapped
with humor!
B. Power Struggle Exercise. Now for the second
exercise that pairs Person A and Person B.
Imagine you are caught in a power struggle with a problematic individual
or, at least, someone who can be a “pain in the butt.” This individual can inhabit either your
professional or personal life. For this
mind game, the specific issue is not critical.
Let’s say the general content involves issues of control, status, or who
has (or doesn’t have) the right or power to make a decision. For simplicity sake, let’s say Person A is an
employee or a junior family member and Person B is a supervisor or a more
senior family member, e.g., an older sibling.
(In other words, while you are looking at your exercise partner, you are
imagining facing off with the antagonist in your head.) In this exercise, the battle begins with the
Person A/employee declaring, “You can’t make!” and the Person B/supervisor
countering, “Oh yes I can!” My workshop
instructions specifically caution antagonists about getting out of their
chairs. But the players can be as
aggressive or as whiny as they wish.
After a couple of verbal volleys, the participants are encouraged to say
what they would really like to say to their antagonist.
Not surprisingly, at some point
during this exchange, for many folks there is an eruption of laughter. (Actually, at another military spouse
program, the outpouring was so loud and animated, that the soldiers in a room
across the hall were so startled and concerned, they were about to storm into
our meeting.) Perhaps it’s the somewhat
artificial and absurd nature of the interaction. Also, some people cover up intense emotions,
such as raw aggression, through nervous laughter. And for a group of folks that have been holding
in a lot of emotion for a good while, e.g., the military spouses, the exercise
allows them to break out of character and/or role, to engage in a good “primal
scream,” as it were. Still, for me, the
number of people who get hooked by the battle, who “want to win,” seems
significant. Why are so many so quick to
get caught up in power struggles? I’ve
come up with “The Six “C”s of Power
Struggles:
1. Control. Who will be in control? I believe this is connected to authority
issues and, ultimately, the parent-child dynamic. That is, a person still fighting overt or
covert emotional battles with family members or other significant adults, under
enough work or home-life stress, will invariably bring and project such issues
in the workspace.
2. Competition. This also has family
roots – sibling rivalry issues. Who is
better? Who is the favorite? Certainly, cliques and “in-groups” stalk many
office halls and work floors.
3.
Change.
During periods of transition, there’s much uncertainty. Who is in charge? Do the rules and operational procedure still
apply? Some people will try to fill the
void, appropriately or inappropriately.
Change often stirs uncertainty and anxiety and that may push some to
become overly rigid, manipulating or controlling.
4. Cultural Diversity. Surely the variety
of socio-cultural and demographic dynamics shape how we give meaning to
experience, including meaning to the motivations, beliefs, and behaviors of
self and of others. Personal maturity is
often required if difference and disagreement are not reflexively equated with
disapproval and disloyalty.
5. Communication Skills. Exercising the
skills for effectively negotiating the aforementioned “C”s – Control,
Competition, Change, and Cultural diversity – especially in the context of an
actual or potential emotionally charged power struggle requires a communicator
who can be both assertive and empathic; a communicator who can both affirm
limits and respect boundaries. With
communicational dexterity, this individual is often able to “find the pass in
the impasse.”
6. Courage. And finally, you have the courage, you are
willing to risk doing some self-assessment regarding these forces or “hot
buttons” that propel you into disruptive power struggles. And, you are open to critical and constructive
feedback from others. You have the integrity
and fortitude to engage others in genuine and productive conflict resolution.
Key
Communication Principles
Now let me provide four
communication tips and tools for preventing a conflict or misunderstanding from
turning into a full-fledged struggle or an ongoing battle:
1. Drop the Rope. How do you not take
the bait when someone is provocatively fishing for an argument or power
struggle? The challenge becomes not
instinctively pulling back when someone offers you a rope and then “yanks your
chain.” You don’t have to prove you can
give (or be) as big a jerk. In fact, you
can just “drop the rope.” This is not a
sign of weakness. Your message is, “I
don’t want to play this self-defeating or dysfunctional game. Can we come up with a more productive way to
address the grievance or solve the problem?”
2. Use the “Four ‘P’ Process of Empathic Engagement.” One or both parties
in a power struggle are usually angry or anxious about something. Your antagonist may be upset about your
actions (as a supervisor) or about a common problematic situation. For example, in an employee’s mind, are you
playing favorites in the department? In
order to quickly connect to a belligerent or injured party (after setting
limits on any harassing behavior, of course) attempt to engage the other person
around his “Pain” and “Passion” or her “Purpose” and sense of “Power” (or
feelings of powerlessness or helplessness).
These “P”s are definitely a pathway to empathy and possibly more
peaceful and productive coexistence.
3. Reduce the Status or Power Differential. As a manager (or
parent of a teenager) unless absolutely necessary, don’t lead with your
authority trump card. In fact, try to
level the playing field; strive for adult-to-adult communication. I believe there is a disarmingly simple yet
effective and efficient method of reducing status differences: “Ask a Good Question.” In an interpersonal context, especially one
fused with tension or conflict, there are “Four
Pillars of a Good Question”:
a) Humble Pillar: The questioner let’s down a “know-it-all” or
“overly sure of his data and its implications” mask; assumptions and inferences
are held in abeyance pending some genuine communicational back and forth. And sometimes, being humble infuses the
moment when you can say, “I don’t fully get where you are coming from, but I
want to listen and learn.”
Finally, with an assist
from social psychology research, humility helps counter a common perceptual
bias. “Attribution Theory” examines how
someone perceives another person’s motives and behaviors. It’s especially interested in perceptual
error based on an observer attributing a person’s motives or actions
(especially in a “negative context”) to personality factors instead of
situational forces. Here’s an
illustration. Let’s say a relatively new
colleague at work (whom you don’t know well) has come in late two times in the
past week. It wouldn’t be surprising if you (and others) began to start
wondering about his or her motives and competencies, e.g., is the person lazy,
disorganized, disenchanted with work, or just plain old passive-aggressive? However, if you were to come in late a couple
of times, or were asked to speculate about reasons for your hypothetical
lateness, research indicates you would likely quickly note, for example, the
traffic conditions, needing to get a child to daycare, illness in the family, etc.
Can you
see the bias? When explaining our own
problematic behavior we first focus on situational or outside conditions
affecting intentions and actions, thus providing a rationale or protective
cover for any outcomes or consequences.
In contrast, while observing others our initial predilection is to judge
based on inner personality or motivational traits, not on environmental
constraints. An assessment focused on
the individual alone, not seen in context, is more judgmental, making it harder
to be empathic or forgiving, or even just truly curious. (For example, “I wonder why she behaves that way?” said with obvious tone, is often more a disguised
judgment than a question of genuine concern.)
And this tendency to broadly, quickly, or indiscriminately place
personal evaluation over situational consideration is called “Attribution
Error.” Humility asks more questions and makes fewer assumptions.
b) Openness Pillar: The questioner’s humility facilitates a
posture of receptivity to the other’s position or perspective; one may learn
something new or valuable or have a supposition modified. Take time for “R & R and R & R”: Receive
and Reflect … and then Respond and Reevaluate, based on “give-and-take” dialog. Of
course, two Stress Doc mantras underlie this mutual engagement:
Difference and Disagreement =/=
Disapproval and Disloyalty
Acknowledgement Does Not Mean
Agreement; (remember, most people don’t expect immediate agreement; what they
do expect is to be genuinely listened to and that the other party makes a genuine
effort to grapple with if not grasp their perspective)
c) Understanding Pillar: Broadening a “head and heart” outlook not
only encourages greater awareness of and tolerance for the other, but it
enhances the imagination, inspiration, and innovation potential of multifaceted
and multicultural teams and organizations.
When Conflict and Challenge
spark Consciousness and Creativity
these elements combine and crystallize as Four “C”-ing soul mates. The process of give-and-take listening and
questioning helps each person tackle the question, “What can I do to respond
more effectively, compassionately, and unexpectedly to the other’s needs and
desires.” It also challenges the
questioner to gain insight regarding his or her own biases, habitual patterns,
and prejudices.
d) Respectful Pillar: Being respectful is less about putting
someone up on a pedestal and more about paying careful attention to (showing
curiosity and a desire to understand, that is, asking good and open-ended
questions about) their lived experience,
emotional framework, and world view.
Clearly, if consistently applied,
these foundational pillars provide a safer and more secure interpersonal
context; they tend to elicit more forthright communication. And if you are fortunate, your antagonist will
even provide critical feedback. Why do I
say fortunate? In the long run, I
believe nothing builds trust more than when a person expresses clean and clear disagreement,
frustration, or anger, perhaps challenges the other’s expertise or authority, yet
discovers that the recipient doesn’t fall apart, run away, or analytically cut
them off at the knees before establishing real understanding; the
receiver-target doesn’t abandon them, and/or doesn’t blast back or seek
revenge. You may not agree with the other
person’s argument, but as we’ve outlined, you have demonstrated humility,
openness, acknowledgement, and respect.
Finally, I’m convinced, five-ten
minutes of careful and compassionate listening, that is, “asking good
questions” – being humble, open, understanding, and respectful – pays
interpersonal dividends: you will reap
an “HOUR of Power” regarding trust-
and relationship-building.
4. Avoid Black or White Thinking. An argument that
must result in one person being ‘right” the other party “wrong” clearly
tightens the tension in the tug or words if not war. Dividing antagonists into “winners” and
“losers” doesn’t foster lasting conciliation and working partners. Oftentimes, a sign of real strength is the
capacity for some comfort with uncertainty or even being tentative in the heat
of battle: “I’m not sure about that” or
“Right now, I don’t agree. Still, you
make a good point. Let me think more
about this.” In fact, taking a time out,
while also establishing a concrete reengagement time, often allows you to
retreat and reflect and return with more resolve and reason.
Again, allowing for uncertainty or
delayed decision-making (instead of rushing to judgment) creates subjective
space for opinions and strategic options.
You are inviting the other to be a genuine problem-solving participant. Setting aside “all or none” “victor or
victim” thinking encourages power sharing over power struggle. Both parties can generate an array of leading
edge and colorful ideas.
Disarming
Words of Wisdom
With the “Six ‘C’s” (of power
struggles) and the above communication “principles” and “pillars” in mind, as a
manager or message receiver and sender what might you say to a provocative
employee/individual who declares (or in so many words avers), “You can’t make
me”? Consider this response:
1) “I don’t know if I can make you
or I can’t make you. That’s not where
I’m coming from.” [Resisting the provocative bait. You’re not quickly playing the authority
trump card, more momentarily placing your status or power on the shelf; you are
vital and vulnerable without giving up your power potential.]
2) “If there is a problem – if I’m
bugging you or our situation is problematic – I’d like to hear about it.” [Inviting criticism takes courage; it often
elicits real feedback and can help build trust.
Of course, when someone’s feedback turns into flame throwing, protective
action is vital. Remember, there’s a
difference between someone displaying some “attitude” in the heat of a
disagreement and being “abusive.” The
former is smoke, the latter fire.
Try to tolerate the smoke, quickly put out the flames or move away from any
rapid fire attack.]
3) “I need your contribution to meet
our goals. I believe I’m in a position
to support you. For us to succeed we
have to be pulling together not pulling apart.”
[Acknowledging the other and also recognizing self. Affirming the process – from dropping the
rope to forging a power and performance partnership.]
C.
Discussion and Drawing Exercise. Building on the Three “B”s, and the Power
Struggle Exercise, the next logical question is: “What are the sources of stress and conflict
in your everyday home and/or workplace operations?” Again, the large group is broken into smaller
units (4-6 people). However, after the
discussion phase, the team needs to create a group picture, logos, or stress
symbol that captures the diverse stress experiences of the participants as a
whole. Consider this example: Years ago, a burnt out CEO of an engineering
company was running his company into the ground. Actually, he was hardly running the company;
more likely he was off flying his airplane.
Finally, he hired a Vice-President who anxiously called me for some
stress and team building help. In our
workshop, one of the groups drew a picture of a menacing creature, calling this
big stalking dinosaur a “Troublesaurus.”
All the little people in the plant are scattering in fear. However, one person, bigger than the rest, is
totally oblivious, has his back to the dinosaur with his head in the clouds
while watching a plane fly by. Helps you
get the picture, doesn’t it?
My reassuring participants that this
is not, “True Confessions,” that is, they can share at whatever level feels
comfortable, actually seems to free up the sharing, venting, and visual
imaginings. Images run the gamut from
stalking dinosaurs, time bomb time clocks, never ending mazes, sinking ships in
shark infested waters, etc. Groups are
kept on track by having up to ten-minutes (with frequent reminders) for
discussion and the same for the drawing segment.
Playful
and Purposeful Interventions: A
Strategic Analysis
So what makes these exercises so
successful as stress reducers and builders of team synergy – whether with
spouses, soldiers, or civilians?
Consider these seven strategic components:
1.
Universality. In a 24/7, anytime/anywhere, TNT – Time-Numbers-Technology – driven and
distracted, and lean-and-MEAN world, everyone can readily participate and acknowledge
his or her own stress smoke signals or sources of pressure. Most participants can admit being trapped
into, “Why should I be the one to drop the rope” power struggles. With the workplace becoming increasingly
diverse, we need to expand multicultural understanding while not overlooking
our mutual humanity.
2.
Acknowledgement Overcomes Anxiety, Shame or Isolation. People discover they
are not alone when it comes to pressures; they can begin to let down an “I’ve
got to always be strong” Rambo or Rambette persona. Participants find real support when being
open with folks who have been or still are walking in the same tight-fitting
shoes. Common calluses make uncommon
comrades.
3.
Laugh at Our Flaws and Foibles. Just a little exaggeration can tickle some
knowing laughs from familiar yet often serious stress signals and our coping
behavior. This point was highlighted in
the description-discussion of the “Three ‘B’ Stress Barometer Exercise” and my
interplay with the audience around sleeping and eating issues along with
TMJ. With the “You Can’t Make Me Power
Struggle Exercise,” many are surprised and even laugh, both at the absurdity of
the moment and the intensity and competitiveness they bring to the seemingly
artificial encounter. And there’s
nothing like sharing a laugh around common flaws and foibles to reduce status
differences and create a communal ambiance.
4.
Mind-Body Healing and Hardiness. Getting people to laugh not only releases the
body’s natural pain-relieving and mood enhancing chemicals such as dopamine and
endorphins, but also places stressful events in a lighter perspective. Sigmund Freud, himself, saw philosophical
humor as the highest defense mechanism:
“Look here! This is all this
seemingly dangerous world amounts to.
Child’s play - the very thing to jest about.” While a psychoanalytic student of Freud, Dr.
Ernst Kris, saw laughter as a sign of resilience from wrestling with a personal
or interpersonal demon: What was once feared and is now mastered is
laughed at. (And as the Stress Doc
inverted: What was once feared and is now laughed at is no longer a master!)
5.
Non Verbal-Verbal Expression and Releasing Aggression. While many adults
are anxious when it comes to drawing, once reassured that stick figures are
fine (and that “I’m a graduate of the Institute for the Graphically Impaired”)
they forge ahead. And by doing so, folks
rediscover how emotions, especially frustration and anger can be playfully
drawn out with colored markers and large flipchart paper. Nothing quite like a group putting a tail and
horns on a devil of a boss to put things in a less frightening perspective and
to evoke a stress relieving laugh. And,
not surprisingly, the power struggle drama allows for quite a theatrical
display of both body postures and gestures along with a myriad of expressions
shaded by tone, volume, and pacing.
Again, this release of aggression (both verbally and through various
gestures) tempered by recognition of the situational absurdity and individual
exaggeration has a cathartic effect.
6.
Open Interaction, Gradual Integration, and Creative Problem-Solving. Perhaps the most
valuable problem-solving aspect of these exercises is that no group member has “the
one right answer.” In addition, while
the immediate reaction of some is an anxious, “I can’t draw,” seeing others
participate frequently has even the most hesitant picking up a colored
marker. (And I reinforce an important
team dynamic principle: don’t give up on
an initially reluctant group member; once more confident of what’s
realistically expected – visual ideas and imagery are more important than artistic
wizardry – this same individual often jumps into the fray, and may even become
a most energetic contributor.) Clearly,
some participants concentrate on the verbal discussion; others become more
animated during the drawing phase. Both
verbally and non-verbally one person’s suggestions will readily trigger ideas
and images that embellish the group product and strengthen the interactive process. Everyone’s responses are valuable; the final
picture is truly a team production. Some
have commented that the exercise challenged the use of a different part of
their brain. Almost all can relate to my
“jazz riff” analogy.
7.
Group Feedback and Recognition. In the first and third exercises, teams get a
chance to share their lists and drawings with the larger group. In the final phase of the drawing exercise (“the
fashion show part of the program”) the work teams show off their creative
designs. For audiences in the hundreds,
we'll have groups display their artwork on tables or on walls and turn the hall
into an art gallery. Participants mill
about and survey all the other groups’ efforts.
Designs are chosen or volunteered for “show and tell.” Participants experience pride from overcoming
their initial drawing confusion or anxiety.
And in both scenarios, a final benefit is the self-esteem boosting
recognition each team receives from the collective for work well done. In fact, the free flow of ideas and
expressions has generated a real synergy power source: not only is the whole greater than the sum of the parts, but in this
sharing-laughing-learning platform now parts
magically transform into partners.
In conclusion, the above seven
strategic tension busting, energy releasing, team building and playfully high
performing practices and principles provide both an individual and collective
high-octane formula for transforming home-life and workplace pressures into head-heart-hope
generating synergistic processes and products.
Not only is the whole greater than the sum of its parts…but the real
magic arises when parts transform into
partners. And you now have a
blueprint for bringing back this robust learning experience into everyday
operations and meetings, to help yourself and others…Practice Safe Stress!
Mark Gorkin, MSW, LICSW, "The
Stress Doc" ™, a Licensed Clinical Social Worker,
is a national keynote and webinar speaker and "Motivational Humorist &
Team Communication Catalyst" known for his interactive, inspiring and FUN
programs for both government agencies and major corporations. A training and Critical Incident/Grief Intervention
Consultant for the National EAP/Wellness Company, Business Health Services in
Baltimore, MD, the Doc is also leading “Stress, Team Building and Humor”
programs for various branches of the Armed Services. Mark, a former
Stress and Violence Prevention Consultant for the US Postal Service, is
the author of Practice Safe Stress and of The Four Faces of Anger.
See his award-winning, USA Today Online "HotSite" -- www.stressdoc.com
-- called a "workplace resource" by National Public Radio
(NPR). For more info on the Doc's programs or to receive his free
e-newsletter, email stressdoc@aol.com.
