Workplace Smoking: How Worse Is It

The cost of cigarette smoking to business is high. Over 77 million work days are lost each year due to the effects of smoking. Business now spends over 50 billion dollars a year on medical care, accidents, lost productivity, and absenteeism.

Absenteeism rates average one-third higher for smokers because smoking severely reduces the effectiveness of the smoker’s natural immune system. Few employers realize that smoking employees can cost them up to $8,000 more per year than nonsmokers.

Two-thirds of the smoke from a burning cigarette goes into the environment. This smoke has twice the nicotine, five times the carbon monoxide, and fifty times the ammonia as the smoke that is directly inhaled. When smokers smoke, the people around them smoke, too. Annually, between 500 to 5,000 nonsmokers will die from lung cancer as a result of other people’s smoke.

If you’re concerned about the problem and would like to begin a campaign in your company to eliminate smoking, perhaps these suggestions will help:

• Establish support for a no-smoking policy. Involve members of top management.

• Provide educational literature to employees.

• Form a task force composed of diverse areas and management. Include at least one individual with research skills.

• Conduct a survey to inform employees that the topic is being examined. You’ll gather valuable data about your employee population.

• Establish a no-smoking policy. Begin educating and informing employees through a well-formed publicity campaign. Put up no-smoking signs, and offer information sessions.

• Offer a “stop smoking” program. You may decide to give bonuses or incentives. Perhaps give small monetary bonuses to nonsmokers, and offer smokers the same rewards if they give up smoking for six months.

• Phase in restrictions gradually. Employees react more positively to changes when given time to adjust.

• Deal with militant smokers. Smoking is a privilege not a right that is subject to other company rules. (Employees aren’t allowed to listen to radios full blast, for instance.)

• Be flexible. You may decide to make adjustments in the program.

Read More: http://socyberty.com/work/smoking-in-the-workplace/

Do Slow-Motion People Have Advantages?

Most often in the slow-motion mode, Type “B” personalities are definitely unhooked.

They read slowly, eat slowly, speak slowly – and generally drive fast-forward people crazy! Slow-motion people are easy-going and rarely harried. They take time. They’re contemplative, steady-working, and not easily irritated.

I’m not saying that one type of personality is better than the other. The stuck, fast-forward people, without management, can drive themselves into an early grave. On the other hand, the stuck slow-motion people, without a little motivation, can bore themselves to death. Knowing which personality describes you is not as important as knowing your own tendencies and learning how to manage them.

People who meet me for the first time rarely think I’m a fast-forward person, but a closer evaluation of my behavior clearly shows that I am. After training, however, I’ve learned to manage myself relatively well.

This training has been well worth my time because my research shows that fast-forward people make up only 20 percent of the population, yet they account for 80 percent of the people who have heart disease.

Coronary heart disease is common in fast-forward people in their thirties or forties, while slow-motion people rarely experience heart trouble before age seventy. The life span of the average fast-forward person individual is fourteen years shorter than her or his slow-motion counterpart — fifty-nine years compare to seventy-three.

Furthermore, a lot can be experienced and accomplished during those additional fourteen years. More than one survey has shown that a majority of the very top executives who are highly efficient and productive have more slow-motion characteristics than fast-forward. These people work out of a sense of purpose rather than compulsion. They enjoy their play time and set aside time for their loved ones. Most important, they know their worth apart from their work. They know they are worthy individuals because of who they are.

Fight or Flight Reaction: Tension Buildup

Stress’ common denominator is change. As long as we live, we will experience thousands of changes every day.

During any situation involving change, the body can create an enormous amount of pent up energy. As a consequence, a lot of wear and tear (stress) is expressed within. This causes an unnecessary drain on energy reserves.

Other, more obvious, circumstances cause us to react immediately and intensely, producing the fight or flight reaction. This response puts an extremely heavy demand on the body. Perceiving a serious threat, the body is put on red alert in order to make itself respond effectively. The stress producing this fight or flight syndrome is obvious, as the body reacts to a demand placed upon it..

In order to demonstrate how tension can build slowly and how this accumulation can affect the intensity of the fight or flight reaction, I’d like you to visualize a situation with me.

You are just returning from a pleasant and relaxing vacation. Having settled into your seat on the plane, you lean back to enjoy the memories of the recent days.

Suddenly, the captain’s voice over the intercom interrupts your dreamy thoughts: “We will be passing through the outer edges of a storm. There are reports of mild turbulence. To be on the safe side, please fasten your seat belts.”

The “Fasten Seat Belt” sign blinks on above your head, and a few minutes pass with the airplane bouncing you slightly.

Then you hear the intercom click again.

“The turbulence appears to be a little stronger than we originally anticipated,” says the captain, “so I’ll ask that you remain in your seats, keeping seat belts fastened, until further advised.”

During the next few silent moments, the ride becomes quite choppy. Again, the intercom interrupts.

“This is your captain speaking. Place your trays and seats in a forward position. We are approaching the most turbulent area — Oh! Oh my God!”

The plane lurches forward, you’re thrown against the restraints of the seat belt, and people around you scream out. Suddenly, the entire cabin is quiet.

In a few minutes that seem like hours, the captain returns to the intercom. “Ladies and gentlemen, we are now past the worst of the turbulence. And let me apologize for that sudden outburst — I spilled a cup of hot coffee on my lap.”

Read More: http://socyberty.com/psychology/the-fight-or-flight-reaction/