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Chapter 11. Stress Management: Releasing... > The Hypothesis in Practice

The Hypothesis in Practice

It is hoped that the preceding discussion has given you a good understanding of the frustration-aggression hypothesis. To summarize, how can you put the frustration-aggression idea to work for you?

  1. Admit that your frustrations often produce aggressive behavior of some kind and learn to recognize them. Once you recognize the frustrations that cause your aggressive behavior, you should work on ways to channel aggressive actions into acceptable outlets. Be careful to release your aggressions in the right way and in the right place. Keep from releasing them on the job in a way that will hurt relationships and your future.

  2. Recognize aggressive behavior in others (including executives). Keep in mind that aggressive action by others is usually not directed toward you per-sonally. You may just happen to be at the wrong place at the wrong time and the best available target for verbal abuse. You should try to accept such behavior as a natural outcome of uncontrollable frustrations and not overreact to it. An accepting attitude should make for all around better human understanding. As a result, your relationships with people who express their aggression probably will not suffer as much as if you were neither aware nor sensitive to the factors which prompted their frustration-aggresion behaviors.

  3. Be sensitive to your own verbal aggression, and be very cautious in group discussions and staff meetings. When you need to release feelings verbally, do so to a friend outside the company and not to a fellow employee, thus protecting your work relationships.

  4. Don’t let aggressive behavior keep you from reaching your ultimate goal. When a detour is necessary, you should take it. When an unexpected blockto your plans appears, accept it for what it is. If frustration occurs, release it in an acceptable way and come up with an alternative goal. Do not allow aggressive behavior to victimize you on a permanent basis.


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