Stress 3
Stress must be present to ensure our very being. One may wonder about the validity of this statement, but it is quite true. Stress plays a vital role in the way we make decisions (Massa et al, 2002, pg 1). "Problem solving and decision making in demanding real-world situations can be susceptible to acute stress effects which manifest in a variety of ways depending on the type of decision. The negative effects of an overload of acute stress include attentional tunneling, working memory loss, and restrictions in long term memory retrieval, with simple strategies being favoured over more complicated ones. The underlying assumption is that stress can lead to errors, poor performance and bad decisions. However, acute stress does not necessarily always have a detrimental effect on decision making, rather stress may affect the way information is processed. Some of those changes in strategy in response to stress are in fact adaptive. They reduce and select the information being attended to and processed, in response to high time pressure and reduced cognitive capacity" (Flin, 2004, pg 42). Flin has said so much about stress and decision making in this little space. To have a better understanding, we are going to elaborate in this essay an
A second example of such skills can be found in firefighters. It is important to emphasise that exposure to stressors does not necessarily produce negative effects, particularly in personnel who have had prior exposure to these circumstances. The idea is to prevent panic in a stressful situation to achieve the best possible thought process and outcome. Inadequate communication of information, lack of preparedness and training and lack of experience will significantly affect stress levels. Moreover, the strategic use of uncertainty and ambiguity as well as selected bargaining tactics can be expected to increase or decrease perceived threat. Thus, if the intent is to develop a set of reactions, the chance of them working is greater with more specificity (http://library. When able to make a decision under non-stress filled conditions, one is able to think and act more rationally. Weiseath (1987) cited in Flin (2004, pg 53) highlighted the following causes of stress for leaders of rescue personnel in crises situations:* Serious threat to important values and goals, life, health, environment;* Danger and fear for one's own life;* Strain of responsibility;* Fear of failure-catastrophic consequences of failing to solve the crisis;* Having reduced ability to be effective-less control over consequences;* Rapid changes requiring continuing assessments;* Time pressure which is not always accurate;* Insecurity-regarding assessment of the situation and solutions;* Little information-or information overload;* Group pressure-and subgroups emerging. One must learn to use these methods at all costs to make a rational decision. When the sensory organs perceive information, they send it to the thalamus of the brain, which deals with sensory perceptions. "good enough") is the goal, rather than a best or optimal solution (Shambach, 1996) due to time and risk constraints. The ultimate goal is to strengthen the processes of perceiving new information and planning of one's actions in the face of stressors.
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Acceptance Essays
