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European Business Review

ISSN : 0955-534X

Article publication date: 15 October 2008

The purpose of this paper is to introduce the special issue that critically examines topics informing long‐standing disputes concering the status of theory and practice in management studies. Contributions explore the character of the imputed relationship between theory and practice.

Design/methodology/approach

The editorial introduction sets the discussion of topics in the context of institutional change influencing the production, circulation and consumption of knowledge products in the economy of relevance and reputation. It also presents an overview of the papers included in the special issue.

The main themes addressed in the papers represent a call for change; a call to radicalize the approaches to understanding ways of knowing; a call to re‐evaluate relations with practitioners; and a call to reimagine ways of representing knowledge to various constituencies, including fellow academic practitioners, management practitioners, students, and policy‐makers and other opinion‐formers.

Research limitations/implications

The key message is one of the importance of encouraging broad discussions concerning the direction and impact of flows of knowledge and the various products in which that knowledge is embedded. It calls for a more market‐oriented approach to understanding the knowledge economy and the mediating role of various institutional players, including the academy, in the circulation, creation and destruction of knowledge products.

Practical implications

That a more‐market oriented approach to arrangements for the distribution of research resources in management studies calls for the development of more market‐oriented institutions capable of shaping relationships of collaboration, involvement and accountability.

Originality/value

Contributions expand the understanding of the problems and opportunities of imputing links to theory and practice.

• Management technique
• Change management

Brownlie, D. , Hewer, P. , Wagner, B. and Svensson, G. (2008), "Management theory and practice: bridging the gap through multidisciplinary lenses", European Business Review , Vol. 20 No. 6, pp. 461-470. https://doi.org/10.1108/09555340810913494

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This working paper reports on a major Harvard Business School project designed to enhance MBA and practicing executives in case learning. The work is built on the foundation of HBS field cases employing the monomyth "hero's journey" classic story structure along with the creation of associated fictional case characters designed to engage readers in the dimensions of human behavior, decision making, and judgments in carrying out the work of the modern corporation. A most fortuitous event in starting the project was the engagement of our research assistant who has a theater academic background and experience as a scriptwriter and director at a repertory theater. Shannon O'Connell noted that our collection of field cases on learning to become a successful functional manager had the potential to be organized into an executive's "hero's journey." This set off a process: (1) completing our field cases to encompass the issue domain of an IT functional manager; (2) recrafting the cases from multiple industries to include one industry; (3) integrating the key characters of monomyth hero's journey; and (4) writing the case dialogue for the protagonist, Jim Barton, hero's journey. The result was our novel-based Harvard Business Press book: Adventures of an IT Leader (2009). In our Adventures book, we experimented with mechanisms to facilitate active learning such as Jim Barton's "living whiteboard," whereby Barton kept a running list of ideas associated with a set of evolving principles of IT management. Another mechanism we used to facilitate reader/student introspection was end-of-chapter/cases Reflections. Also, we experimented with audio versions of book chapters in the classroom. We went on to continue Jim Barton's hero's journey in a second Harvard Business Press book using the same novel format but a different industry and executive context: Harder Than I Thought: Adventures of a Twenty-First Century Leader (2013). The book focuses on CEO leadership in the global economy and the fast-changing IT-enabled pace of business. We extended the mechanism of Barton's living whiteboard to interludes in the book of simulations and avatars to explore CEO decision making.

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Change Management: From Theory to Practice

Jeffrey phillips.

1 University Libraries, Florida State University, 116 Honors Way, Tallahassee, FL 32306 USA

James D. Klein

2 Department of Educational Psychology & Learning Systems, College of Education, Florida State University, Stone Building-3205F, Tallahassee, FL 32306-4453 USA

This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.

Organizations must change to survive. There are many approaches to influence change; these differences require change managers to consider various strategies that increase acceptance and reduce barriers. A change manager is responsible for planning, developing, leading, evaluating, assessing, supporting, and sustaining a change implementation. Change management consists of models and strategies to help employees accept new organizational developments.

Change management practitioners and academic researchers view organizational change differently (Hughes, 2007 ; Pollack & Pollack, 2015 ). Saka ( 2003 ) states, “there is a gap between what the rational-linear change management approach prescribes and what change agents do” (p. 483). This disconnect may make it difficult to determine the suitability and appropriateness of using different techniques to promote change (Pollack & Pollack, 2015 ). Hughes ( 2007 ) thinks that practitioners and academics may have trouble communicating because they use different terms. Whereas academics use the terms, models, theories, and concepts, practitioners use tools and techniques. A tool is a stand-alone application, and a technique is an integrated approach (Dale & McQuater, 1998 ). Hughes ( 2007 ) expresses that classifying change management tools and techniques can help academics identify what practitioners do in the field and evaluate the effectiveness of practitioners’ implementations.

There is little empirical evidence that supports a preferred change management model (Hallencreutz & Turner, 2011 ). However, there are many similar strategies found across change management models (Raineri, 2011 ). Bamford and Forrester’s ( 2003 ) case study showed that “[change] managers in a company generally ignored the popular change literature” (p. 560). The authors followed Pettigrew’s ( 1987 ) suggestions that change managers should not use abstract theories; instead, they should relate change theories to the context of the change. Neves’ ( 2009 ) exploratory factor analysis of employees experiencing the implementation of a new performance appraisal system at a public university suggested that (a) change appropriateness (if the employee felt the change was beneficial to the organization) was positively related with affective commitment (how much the employee liked their job), and (b) affective commitment mediated the relationship between change appropriateness and individual change (how much the employee shifted to the new system). It is unlikely that there is a universal change management approach that works in all settings (Saka, 2003 ). Because change is chaotic, one specific model or framework may not be useful in multiple contexts (Buchanan & Boddy, 1992 ; Pettigrew & Whipp, 1991 ). This requires change managers to consider various approaches for different implementations (Pettigrew, 1987 ). Change managers may face uncertainties that cannot be addressed by a planned sequence of steps (Carnall, 2007 ; Pettigrew & Whipp, 1991 ). Different stakeholders within an organization may complete steps at different times (Pollack & Pollack, 2015 ). Although there may not be one perspective change management approach, many models and frameworks consist of similar change management strategies.

Anderson and Ackerman Anderson ( 2001 ) discuss the differences between change frameworks and change process models. They state that a change framework identifies topics that are relevant to the change and explains the procedures that organizations should acknowledge during the change. However, the framework does not provide details about how to accomplish the steps of the change or the sequence in which the change manager should perform the steps. Additionally, Anderson and Ackerman Anderson ( 2001 ) explain that change process models describe what actions are necessary to accomplish the change and the order in which to facilitate the actions. Whereas frameworks may identify variables or theories required to promote change, models focus on the specific processes that lead to change. Based on the literature, we define a change strategy as a process or action from a model or framework. Multiple models and frameworks contain similar strategies. Change managers use models and frameworks contextually; some change management strategies may be used across numerous models and frameworks.

The purpose of this article is to present a common set of change management strategies found across numerous models and frameworks and identify how frequently change management practitioners implement these common strategies in practice. We also compare current practice with models and frameworks from the literature. Some change management models and frameworks have been around for decades and others are more recent. This comparison may assist practitioners and theorists to consider different strategies that fall outside a specific model.

Common Strategies in the Change Management Literature

We examined highly-cited publications ( n  > 1000 citations) from the last 20 years, business websites, and university websites to select organizational change management models and frameworks. First, we searched two indexes—Google Scholar and Web of Science’s Social Science Citation Index. We used the following keywords in both indexes: “change management” OR “organizational change” OR “organizational development” AND (models or frameworks). Additionally, we used the same search terms in a Google search to identify models mentioned on university and business websites. This helped us identify change management models that had less presence in popular research. We only included models and frameworks from our search results that were mentioned on multiple websites. We reached saturation when multiple publications stopped identifying new models and frameworks.

After we identified the models and frameworks, we analyzed the original publications by the authors to identify observable strategies included in the models and frameworks. We coded the strategies by comparing new strategies with our previously coded strategies, and we combined similar strategies or created a new strategy. Our list of strategies was not exhaustive, but we included the most common strategies found in the publications. Finally, we omitted publications that did not provide details about the change management strategies. Although many of these publications were highly cited and identified change implementation processes or phases, the authors did not identify a specific strategy.

Table ​ Table1 1 shows the 16 models and frameworks that we analyzed and the 15 common strategies that we identified from this analysis. Ackerman-Anderson and Anderson ( 2001 ) believe that it is important for process models to consider organizational imperatives as well as human dynamics and needs. Therefore, the list of strategies considers organizational imperatives such as create a vision for the change that aligns with the organization’s mission and strategies regarding human dynamics and needs such as listen to employees’ concerns about the change. We have presented the strategies in order of how frequently the strategies appear in the models and frameworks. Table ​ Table1 1 only includes strategies found in at least six of the models or frameworks.

Common strategies in the change management literature

A = ADKAR (Hiatt, 2006 ); AA = Ackerman Anderson and Anderson ( 2001 ); B = Bridges ( 1991 ); BB = Buchanan and Boddy ( 1992 ); BH = Beckhard and Harris ( 1987 ); C = Carnall ( 2007 ); CW = Cummings and Worley ( 1993 ); FB = French and Bell ( 1999 ); GE = GE CAP model (Neri et al., 2008 ; Polk, 2011 ); K = Kotter ( 2012 ); KSJ = Kanter et al. ( 1992 ); L = Lewin’s Three-step model (Bakari et al., 2017 ; Lewin, 1951 ); LK = Luecke ( 2003 ); M = McKinsey’s 7-S framework (Cox et al., 2019 ; Waterman et al., 1980 ); N = Nadler and Tushman ( 1997 ); PW = Pettigrew and Whipp (1993)

Strategies Used by Change Managers

We developed an online questionnaire to determine how frequently change managers used the strategies identified in our review of the literature. The Qualtrics-hosted survey consisted of 28 questions including sliding-scale, multiple-choice, and Likert-type items. Demographic questions focused on (a) how long the participant had been involved in the practice of change management, (b) how many change projects the participant had led, (c) the types of industries in which the participant led change implementations, (d) what percentage of job responsibilities involved working as a change manager and a project manager, and (e) where the participant learned to conduct change management. Twenty-one Likert-type items asked how often the participant used the strategies identified by our review of common change management models and frameworks. Participants could select never, sometimes, most of the time, and always. The Cronbach’s Alpha of the Likert-scale questions was 0.86.

The procedures for the questionnaire followed the steps suggested by Gall et al. ( 2003 ). The first steps were to define the research objectives, select the sample, and design the questionnaire format. The fourth step was to pretest the questionnaire. We conducted cognitive laboratory interviews by sending the questionnaire and interview questions to one person who was in the field of change management, one person who was in the field of performance improvement, and one person who was in the field of survey development (Fowler, 2014 ). We met with the reviewers through Zoom to evaluate the questionnaire by asking them to read the directions and each item for clarity. Then, reviewers were directed to point out mistakes or areas of confusion. Having multiple people review the survey instruments improved the reliability of the responses (Fowler, 2014 ).

We used purposeful sampling to distribute the online questionnaire throughout the following organizations: the Association for Talent Development (ATD), Change Management Institute (CMI), and the International Society for Performance Improvement (ISPI). We also launched a call for participation to department chairs of United States universities who had Instructional Systems Design graduate programs with a focus on Performance Improvement. We used snowball sampling to gain participants by requesting that the department chairs forward the questionnaire to practitioners who had led at least one organizational change.

Table ​ Table2 2 provides a summary of the characteristics of the 49 participants who completed the questionnaire. Most had over ten years of experience practicing change management ( n  = 37) and had completed over ten change projects ( n  = 32). The participants learned how to conduct change management on-the-job ( n  = 47), through books ( n  = 31), through academic journal articles ( n  = 22), and from college or university courses ( n  = 20). The participants had worked in 13 different industries.

Characteristics of participants

( n  = 49)

Table ​ Table3 3 shows how frequently participants indicated that they used the change management strategies included on the questionnaire. Forty or more participants said they used the following strategies most often or always: (1) Asked members of senior leadership to support the change; (2) Listened to managers’ concerns about the change; (3) Aligned an intended change with an organization’s mission; (4) Listened to employees’ concerns about the change; (5) Aligned an intended change with an organization’s vision; (6) Created measurable short-term goals; (7) Asked managers for feedback to improve the change, and (8) Focused on organizational culture.

Strategies used by change managers

Table ​ Table4 4 identifies how frequently the strategies appeared in the models and frameworks and the rate at which practitioners indicated they used the strategies most often or always. The strategies found in the top 25% of both ( n  > 36 for practitioner use and n  > 11 in models and frameworks) focused on communication, including senior leadership and the employees in change decisions, aligning the change with the vision and mission of the organization, and focusing on organizational culture. Practitioners used several strategies more commonly than the literature suggested, especially concerning the topic of middle management. Practitioners focused on listening to middle managers’ concerns about the change, asking managers for feedback to improve the change, and ensuring that managers were trained to promote the change. Meanwhile, practitioners did not engage in the following strategies as often as the models and frameworks suggested that they should: provide all members of the organization with clear communication about the change, distinguish the differences between leadership and management, reward new behavior, and include employees in change decisions.

A comparison of the strategies used by practitioners to the strategies found in the literature

Common Strategies Used by Practitioners and Found in the Literature

The purpose of this article was to present a common set of change management strategies found across numerous models and frameworks and to identify how frequently change management practitioners implement these common strategies in practice. The five common change management strategies were the following: communicate about the change, involve stakeholders at all levels of the organization, focus on organizational culture, consider the organization’s mission and vision, and provide encouragement and incentives to change. Below we discuss our findings with an eye toward presenting a few key recommendations for change management.

Communicate About the Change

Communication is an umbrella term that can include messaging, networking, and negotiating (Buchanan & Boddy, 1992 ). Our findings revealed that communication is essential for change management. All the models and frameworks we examined suggested that change managers should provide members of the organization with clear communication about the change. It is interesting that approximately 33% of questionnaire respondents indicated that they sometimes, rather than always or most of the time, notified all members of the organization about the change. This may be the result of change managers communicating through organizational leaders. Instead of communicating directly with everyone in the organization, some participants may have used senior leadership, middle management, or subgroups to communicate the change. Messages sent to employees from leaders can effectively promote change. Regardless of who is responsible for communication, someone in the organization should explain why the change is happening (Connor et al., 2003 ; Doyle & Brady, 2018 ; Hiatt, 2006 ; Kotter, 2012 ) and provide clear communication throughout the entire change implementation (McKinsey & Company, 2008 ; Mento et al., 2002 ).

Involve Stakeholders at All Levels of the Organization

Our results indicate that change managers should involve senior leaders, managers, as well as employees during a change initiative. The items on the questionnaire were based on a review of common change management models and frameworks and many related to some form of stakeholder involvement. Of these strategies, over half were used often by 50% or more respondents. They focused on actions like gaining support from leaders, listening to and getting feedback from managers and employees, and adjusting strategies based on stakeholder input.

Whereas the models and frameworks often identified strategies regarding senior leadership and employees, it is interesting that questionnaire respondents indicated that they often implemented strategies involving middle management in a change implementation. This aligns with Bamford and Forrester’s ( 2003 ) research describing how middle managers are important communicators of change and provide an organization with the direction for the change. However, the participants did not develop managers into leaders as often as the literature proposed. Burnes and By ( 2012 ) expressed that leadership is essential to promote change and mention how the change management field has failed to focus on leadership as much as it should.

Focus on Organizational Culture

All but one of the models and frameworks we analyzed indicated that change managers should focus on changing the culture of an organization and more than 75% of questionnaire respondents revealed that they implemented this strategy always or most of the time. Organizational culture affects the acceptance of change. Changing the organizational culture can prevent employees from returning to the previous status quo (Bullock & Batten, 1985 ; Kotter, 2012 ; Mento et al., 2002 ). Some authors have different views on how to change an organization’s culture. For example, Burnes ( 2000 ) thinks that change managers should focus on employees who were resistant to the change while Hiatt ( 2006 ) suggests that change managers should replicate what strategies they used in the past to change the culture. Change managers require open support and commitment from managers to lead a culture change (Phillips, 2021 ).

In addition, Pless and Maak ( 2004 ) describe the importance of creating a culture of inclusion where diverse viewpoints help an organization reach its organizational objectives. Yet less than half of the participants indicated that they often focused on diversity, equity, and inclusion (DEI). Change managers should consider diverse viewpoints when implementing change, especially for organizations whose vision promotes a diverse and inclusive workforce.

Consider the Organization’s Mission and Vision

Several of the models and frameworks we examined mentioned that change managers should consider the mission and vision of the organization (Cummings & Worley, 1993 ; Hiatt, 2006 ; Kotter, 2012 ; Polk, 2011 ). Furthermore, aligning the change with the organization’s mission and vision were among the strategies most often implemented by participants. This was the second most common strategy both used by participants and found in the models and frameworks. A mission of an organization may include its beliefs, values, priorities, strengths, and desired public image (Cummings & Worley, 1993 ). Leaders are expected to adhere to a company’s values and mission (Strebel, 1996 ).

Provide Encouragement and Incentives to Change

Most of the change management models and frameworks suggested that organizations should reward new behavior, yet most respondents said they did not provide incentives to change. About 75% of participants did indicate that they frequently gave encouragement to employees about the change. The questionnaire may have confused participants by suggesting that they provide incentives before the change occurs. Additionally, respondents may have associated incentives with monetary compensation. Employee training can be considered an incentive, and many participants confirmed that they provided employees and managers with training. More information is needed to determine why the participants did not provide incentives and what the participants defined as rewards.

Future Conversations Between Practitioners and Researchers

Table ​ Table4 4 identified five strategies that practitioners used more often than the models and frameworks suggested and four strategies that were suggested more often by the models and frameworks than used by practitioners. One strategy that showed the largest difference was provided employees with incentives to implement the change. Although 81% of the selected models and frameworks suggested that practitioners should provide employees with incentives, only 25% of the practitioners identified that they provided incentives always and most of the time. Conversations between theorists and practitioners could determine if these differences occur because each group uses different terms (Hughes, 2007 ) or if practitioners just implement change differently than theorists suggest (Saka, 2003 ).

Additionally, conversations between theorists and practitioners may help promote improvements in the field of change management. For example, practitioners were split on how often they promoted DEI, and the selected models and frameworks did not focus on DEI in change implementations. Conversations between the two groups would help theorists understand what practitioners are doing to advance the field of change management. These conversations may encourage theorists to modify their models and frameworks to include modern approaches to change.

Limitations

The models and frameworks included in this systematic review were found through academic research and websites on the topic of change management. We did not include strategies contained on websites from change management organizations. Therefore, the identified strategies could skew towards approaches favored by theorists instead of practitioners. Additionally, we used specific publications to identify the strategies found in the models and frameworks. Any amendments to the cited models or frameworks found in future publications could not be included in this research.

We distributed this questionnaire in August 2020. Several participants mentioned that they were not currently conducting change management implementations because of global lockdowns due to the COVID-19 pandemic. Because it can take years to complete a change management implementation (Phillips, 2021 ), this research does not describe how COVID-19 altered the strategies used by the participants. Furthermore, participants were not provided with definitions of the strategies. Their interpretations of the strategies may differ from the definitions found in the academic literature.

Future Research

Future research should expand upon what strategies the practitioners use to determine (a) how the practitioners use the strategies, and (b) the reasons why practitioners use certain strategies. Participants identified several strategies that they did not use as often as the literature suggested (e.g., provide employees with incentives and adjust the change implementation because of reactions from employees). Future research should investigate why practitioners are not implementing these strategies often.

Additionally, the COVID-19 pandemic may have changed how practitioners implemented change management strategies. Future research should investigate if practitioners have added new strategies or changed the frequency in which they identified using the strategies found in this research.

Our aim was to identify a common set of change management strategies found across several models and frameworks and to identify how frequently change management practitioners implement these strategies in practice. While our findings relate to specific models, frameworks, and strategies, we caution readers to consider the environment and situation where the change will occur. Therefore, strategies should not be selected for implementation based on their inclusion in highly cited models and frameworks. Our study identified strategies found in the literature and used by change managers, but it does not predict that specific strategies are more likely to promote a successful organizational change. Although we have presented several strategies, we do not suggest combining these strategies to create a new framework. Instead, these strategies should be used to promote conversation between practitioners and theorists. Additionally, we do not suggest that one model or framework is superior to others because it contains more strategies currently used by practitioners. Evaluating the effectiveness of a model or framework by how many common strategies it contains gives an advantage to models and frameworks that contain the most strategies. Instead, this research identifies what practitioners are doing in the field to steer change management literature towards the strategies that are most used to promote change.

Declarations

This research does not represent conflicting interests or competing interests. The research was not funded by an outside agency and does not represent the interests of an outside party.

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Contributor Information

Jeffrey Phillips, Email: ude.usf@spillihpbj .

James D. Klein, Email: ude.usf@nielkj .

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Relaxation Techniques for Stress Relief

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What is stress management?

• Identify the causes
• Replace unhealthy coping strategies
• Practice the 4 As

Avoid unnecessary stress

Alter the situation, adapt to the stressor.

• Accept the things you can't change

Move more during your day

• Time management
• Reach out and connect

Make time for fun and relaxation

Maintain balance with a healthy lifestyle.

• Reducing stress in the moment

Stress Management Techniques & Strategies to Deal with Stress

While it may seem like there’s nothing you can do about stress in your life, there are healthy steps you can take to destress and regain control.

It may seem like there’s nothing you can do about stress—no way to avoid it and no way to de-stress completely when it hits. The bills won’t stop coming, there will never be more hours in the day, and your work and family responsibilities will always be demanding. But the truth is, you have a lot more control over stress than you may think. In fact, the simple realization that you’re in control of your life is the foundation of stress management.

Managing stress is all about taking charge: of your thoughts, emotions, schedule, environment, and the way you deal with problems. The ultimate goal is a balanced life, with time for work, relationships, relaxation, and fun—plus the ability to hold up under pressure and meet challenges head on.

Stress management involves using various techniques and coping strategies to improve the way you react to stressful things in your life and build resilience . But it’s not one-size-fits-all. That’s why it’s important to experiment and find out what works best for you. Whether you’re looking to reduce your overall stress levels, avoid unnecessary stressors in your life, or deal with stress in the moment, the following stress management techniques and strategies can help.

Why does stress management matter?

If you’re living with high levels of stress, you’re putting your entire well-being at risk. Stress wreaks havoc on your emotional equilibrium, as well as your overall physical and mental health. It narrows your ability to think clearly, function effectively, and enjoy life.

Identify the causes of stress in your life

Stress management starts with identifying the sources of stress in your life. This isn’t as straightforward as it sounds. While it’s easy to identify major stressors such as changing jobs, moving, or going through a divorce, pinpointing the sources of chronic stress can be more complicated.

It’s all too easy to overlook how your own thoughts, feelings, and behaviors contribute to your everyday stress levels. Sure, you may know that you’re constantly worried about work deadlines, but maybe it’s your procrastination, rather than the actual job demands, that is causing the stress.

To identify what’s really stressing you out, look closely at your habits, attitude, and excuses:

• Do you explain away stress as temporary (“I just have a million things going on right now”) even though you can’t remember the last time you took a breather?
• Do you define stress as an integral part of your work or home life (“Things are always crazy around here”) or as a part of your personality (“I have a lot of nervous energy, that’s all”)?
• Do you blame your stress on other people or outside events, or view it as entirely normal and unexceptional?

Until you accept responsibility for the role you play in creating or maintaining it, your stress level will remain outside your control.

Keep a stress journal

A stress journal can help you identify the regular stressors in your life and the way you deal with them. Each time you feel stressed, make a note of it in your journal or use a stress tracker on your phone. As you keep a daily log, you will begin to see patterns and common themes. Write down:

• What caused your stress (make a guess if you’re unsure).
• How you felt, both physically and emotionally.
• How you acted in response.
• What you did to make yourself feel better.

Replace unhealthy coping strategies with healthy ones

Think about the ways you currently manage and cope with stress in your life. Your stress journal can help you identify them. Are your coping strategies healthy or unhealthy? Many of us cope with stress in ways that make us feel better temporarily—but compound the problem in the long run.

Unhealthy ways of dealing with stress

• Using alcohol or drugs to relax .
• Bingeing on junk or comfort food.
• Zoning out for hours on your phone or TV.
• Withdrawing from friends, family, and social activities.
• Sleeping too much.
• Filling up every minute of the day to avoid facing problems.
• Taking out your stress on others
• Procrastinating.

If your methods of coping with stress aren’t contributing to your greater emotional and physical health, it’s time to find healthier ones. No single method works for everyone or in every situation, so experiment with different stress management techniques and strategies. Focus on what makes you feel calm and in control.

Practice the 4 As of stress management

There are many healthy ways to reduce stress or cope with its effects, but they all require change. You can either change the situation or change your reaction. When deciding which option to choose, it’s helpful to think of the four As: avoid , alter , accept , or adapt .

Not all stress can be avoided, and it’s not healthy to avoid a situation that needs to be addressed. But you may be surprised by the number of stressors in your life that you can eliminate.

Learn how to say “no.” Know your limits and stick to them. Whether in your personal or professional life, taking on more than you can handle is a surefire recipe for stress.

Avoid people who stress you out. If someone consistently causes stress in your life, limit the amount of time you spend with that person, or end the relationship.

Take control of your environment. If the evening news makes you anxious, turn off the TV. If traffic makes you tense, take a longer but less-traveled route. If going to the market is an unpleasant chore, do your grocery shopping online.

Avoid hot-button topics . If you get upset over religion or politics, cross them off your conversation list. If you repeatedly argue about the same subject with the same people, stop bringing it up or excuse yourself when it’s the topic of discussion.

Pare down your to-do list. Analyze your schedule, responsibilities, and daily tasks. If you’ve got too much on your plate, distinguish between the “shoulds” and the “musts.” Drop tasks that aren’t truly necessary to the bottom of the list or eliminate them entirely.

If you can’t avoid a stressful situation, try to alter it. Often, this involves changing the way you communicate and operate in your daily life.

Express your feelings instead of bottling them up. If something or someone is bothering you, communicate your concerns in an open and respectful way. If you don’t voice your feelings, resentment will build and the stress will increase.

Be willing to compromise. When you ask someone to change their behavior, be willing to do the same. If you both are willing to bend at least a little, you’ll have a good chance of finding a happy middle ground.

Be more assertive.  Don’t take a backseat in your own life. Deal with problems head on, doing your best to anticipate and prevent them. If you’ve got an exam to study for and your chatty roommate just got home, say up front that you only have five minutes to talk.

Find balance. All work and no play is a recipe for burnout. Try to find a balance between work and family life, social activities and solitary pursuits, daily responsibilities and downtime.

If you can’t change the stressor, change yourself. You can adapt to stressful situations and regain your sense of control by changing your expectations and attitude.

Reframe problems. Try to view stressful situations from a more positive perspective. Rather than fuming about a traffic jam, look at it as an opportunity to pause and regroup, listen to your favorite radio station, or enjoy some alone time.

Look at the big picture. Take perspective of the stressful situation. Ask yourself how important it will be in the long run. Will it matter in a month? A year? Is it really worth getting upset over? If the answer is no, focus your time and energy elsewhere.

Adjust your standards. Perfectionism is a major source of avoidable stress. Stop setting yourself up for failure by demanding perfection. Set reasonable standards for yourself and others, and learn to be okay with “good enough.”

Practice gratitude. When stress is getting you down, take a moment to reflect on all the things you appreciate in your life , including your own positive qualities and gifts. This simple strategy can help you keep things in perspective.

Accept the things you can’t change

Some sources of stress are unavoidable. You can’t prevent or change stressors such as the death of a loved one, a serious illness, or a national recession. In such cases, the best way to cope with stress is to accept things as they are. Acceptance may be difficult, but in the long run, it’s easier than railing against a situation you can’t change.

Don’t try to control the uncontrollable. Many things in life are beyond our control, particularly the behavior of other people. Rather than stressing out over them, focus on the things you can control such as the way you choose to react to problems.

Look for the upside. When facing major challenges, try to look at them as opportunities for personal growth. If your own poor choices contributed to a stressful situation, reflect on them and learn from your mistakes.

Learn to forgive. Accept the fact that we live in an imperfect world and that people make mistakes. Let go of anger and resentments. Free yourself from negative energy by forgiving and moving on.

Share your feelings. Expressing what you’re going through can be very cathartic, even if there’s nothing you can do to alter the stressful situation. Talk to a trusted friend or make an appointment with a therapist.

Speak to a Licensed Therapist

BetterHelp is an online therapy service that matches you to licensed, accredited therapists who can help with depression, anxiety, relationships, and more. Take the assessment and get matched with a therapist in as little as 48 hours.

When you’re stressed, the last thing you probably feel like doing is getting up and exercising. But physical activity is a huge stress reliever—and you don’t have to be an athlete or spend hours in a gym to experience the benefits. Exercise releases endorphins that make you feel good, and it can also serve as a valuable distraction from your daily worries.

While you’ll get the most benefit from regularly exercising for 30 minutes or more, it’s okay to build up your fitness level gradually. Even very small activities can add up over the course of a day. The first step is to get yourself up and moving. Here are some easy ways to incorporate exercise into your daily schedule:

• Put on some music and dance around.
• Take your dog for a walk .
• Walk or cycle to the grocery store.
• Use the stairs at home or work rather than an elevator.
• Park your car in the farthest spot in the lot and walk the rest of the way.
• Pair up with an exercise partner and encourage each other as you work out.
• Play ping-pong or an activity-based video game with your kids.

Using mindful rhythmic exercise to manage stress

While just about any form of physical activity can help burn away tension and stress, rhythmic activities are especially effective. Good choices include walking, running, swimming, dancing, cycling, tai chi, and aerobics. But whatever you choose, make sure it’s something you enjoy so you’re more likely to stick with it.

While you’re exercising, make a conscious effort to pay attention to your body and the physical (and sometimes emotional) sensations you experience as you’re moving. Focus on coordinating your breathing with your movements, for example, or notice how the air or sunlight feels on your skin. Adding this mindfulness element will help you break out of the cycle of negative thoughts that often accompanies overwhelming stress.

Learn to manage your time better

Poor time management can cause a lot of stress. When you’re stretched too thin and running behind, it’s hard to stay calm and focused. Plus, you’ll be tempted to avoid or cut back on all the healthy things you should be doing to keep stress in check, like socializing and getting enough sleep. The good news: there are things you can do to achieve a healthier work-life balance.

Don’t over-commit yourself. Avoid scheduling things back-to-back or trying to fit too much into one day. All too often, we underestimate how long things will take.

Prioritize tasks. Make a list of tasks you have to do, and tackle them in order of importance. Do the high-priority items first. If you have something particularly unpleasant or stressful to do, get it over with early. The rest of your day will be more pleasant as a result.

Break projects into small steps. If a large project seems overwhelming, make a step-by-step plan. Focus on one manageable step at a time, rather than taking on everything at once.

Delegate responsibility. You don’t have to do it all yourself, whether at home, school, or on the job. If other people can take care of the task, why not let them? Let go of the desire to control or oversee every little step. You’ll be letting go of unnecessary stress in the process.

Reach out and connect to people who make you feel good

There is nothing more calming than spending quality time with another human being who makes you feel safe and understood. In fact, face-to-face interaction triggers a cascade of hormones that counteracts the body’s defensive “fight-or-flight” response. It’s nature’s natural stress reliever (as an added bonus, it also helps stave off depression and anxiety). So make it a point to connect regularly—and in person—with family and friends.

[Read: Social Support for Stress Relief]

Keep in mind that the people you talk to don’t have to be able to fix your stress. They simply need to be good listeners. And try not to let worries about looking weak or being a burden keep you from opening up. The people who care about you will be flattered by your trust. It will only strengthen your bond.

Of course, you may not always have someone close by to lean on when you feel overwhelmed by stress, but by building and maintaining a network of close friends you can improve your resiliency to life’s stressors.

Tips for building relationships

• Reach out to a colleague at work.
• Help someone else by volunteering .
• Have lunch or coffee with a friend.
• Ask a loved one to check in with you regularly.
• Call or email an old friend.
• Go for a walk with a workout buddy.
• Schedule a weekly dinner date.
• Meet new people by taking a class or joining a club.
• Confide in a clergy member, teacher, or sports coach.
• Join a support group—either in-person or via on online therapy platform .

Beyond a take-charge approach and a positive attitude, you can reduce stress in your life by carving out “me” time. Don’t get so caught up in the hustle and bustle of life that you forget to take care of your own needs. Nurturing yourself is a necessity, not a luxury. If you regularly make time for fun and relaxation, you’ll be in a better place to handle life’s stressors.

Set aside leisure time. Include rest and relaxation in your daily schedule. Don’t allow other obligations to encroach. This is your time to take a break from all responsibilities and recharge your batteries.

Do something you enjoy every day. Make time for leisure activities that bring you joy, whether it be stargazing, playing the piano, or working on your bike.

Keep your sense of humor. This includes the ability to laugh at yourself. The act of laughing helps your body fight stress in a number of ways.

Take up a relaxation practice. Relaxation techniques such as yoga, meditation, and deep breathing activate the body’s relaxation response , a state of restfulness that is the opposite of the fight or flight or mobilization stress response. As you learn and practice these techniques, your stress levels will decrease and your mind and body will become calm and centered.

In addition to regular exercise, there are other healthy lifestyle choices that can increase your resistance to stress.

Eat a healthy diet . Well-nourished bodies are better prepared to cope with stress, so be mindful of what you eat. Start your day right with breakfast, and keep your energy up and your mind clear with balanced, nutritious meals throughout the day.

Reduce caffeine and sugar. The temporary “highs” caffeine and sugar provide often end with a crash in mood and energy. By reducing the amount of coffee, soft drinks, chocolate, and sugar snacks in your diet , you’ll feel more relaxed and you’ll sleep better.

Avoid alcohol, cigarettes, and drugs. Self-medicating with alcohol or drugs may provide an easy escape from stress, but the relief is only temporary. Don’t avoid or mask the issue at hand; deal with problems head on and with a clear mind.

Get enough sleep. Adequate sleep fuels your mind, as well as your body. Feeling tired will increase your stress because it may cause you to think irrationally.

Tips for reducing stress in the moment

When you’re frazzled by your morning commute, stuck in a stressful meeting at work, or fried from another argument with your spouse, you need a way to manage your stress levels right now . That’s where quick stress relief comes in.

The fastest way to reduce stress is by taking a deep breath and using your senses—what you see, hear, taste, and touch—or through a soothing movement. By viewing a favorite photo, smelling a specific scent, listening to a favorite piece of music, tasting a piece of gum, or hugging a pet, for example, you can quickly relax and focus yourself.

[Read: Quick Stress Relief]

Of course, not everyone responds to each sensory experience in the same way. The key to quick stress relief is to experiment and discover the unique sensory experiences that work best for you.

More Information

• Special Health Report - Special Health Report from Harvard Medical School on Stress. (Harvard Health)
• Tolerating Distress - Workbook and information sheets to help you manage feelings of distress. (Centre for Clinical Interventions)
• How To Relax (Video) - Video to help you ease stress. (Mind)
• Trauma- and Stressor-Related Disorders. (2013). In Diagnostic and Statistical Manual of Mental Disorders . American Psychiatric Association. Link
• Can, Yekta Said, Heather Iles-Smith, Niaz Chalabianloo, Deniz Ekiz, Javier Fernández-Álvarez, Claudia Repetto, Giuseppe Riva, and Cem Ersoy. “How to Relax in Stressful Situations: A Smart Stress Reduction System.” Healthcare 8, no. 2 (April 16, 2020): 100. Link
• Norelli, Samantha K., Ashley Long, and Jeffrey M. Krepps. “Relaxation Techniques.” In StatPearls . Treasure Island (FL): StatPearls Publishing, 2021. Link
• Toussaint, Loren, Quang Anh Nguyen, Claire Roettger, Kiara Dixon, Martin Offenbächer, Niko Kohls, Jameson Hirsch, and Fuschia Sirois. “Effectiveness of Progressive Muscle Relaxation, Deep Breathing, and Guided Imagery in Promoting Psychological and Physiological States of Relaxation.” Evidence-Based Complementary and Alternative Medicine 2021 (July 3, 2021): e5924040. Link
• Unger, Cynthia A, David Busse, and Ilona S Yim. “The Effect of Guided Relaxation on Cortisol and Affect: Stress Reactivity as a Moderator.” Journal of Health Psychology 22, no. 1 (January 1, 2017): 29–38. Link
• Singh, Karuna. “Nutrient and Stress Management.” Journal of Nutrition & Food Sciences 6, no. 4 (2016). Link
• Katsarou, Alexia L., Marios M. Vryonis, Athanassios D. Protogerou, Evangelos C. Alexopoulos, Apostolos Achimastos, Dimitrios Papadogiannis, George P. Chrousos, and Christina Darviri. “Stress Management and Dietary Counseling in Hypertensive Patients: A Pilot Study of Additional Effect.” Primary Health Care Research & Development 15, no. 1 (January 2014): 38–45. Link
• Errisuriz, Vanessa L., Keryn E. Pasch, and Cheryl L. Perry. “Perceived Stress and Dietary Choices: The Moderating Role of Stress Management.” Eating Behaviors 22 (August 1, 2016): 211–16. Link
• Choi, Dong-Woo, Sung-Youn Chun, Sang Ah Lee, Kyu-Tae Han, and Eun-Cheol Park. “Association between Sleep Duration and Perceived Stress: Salaried Worker in Circumstances of High Workload.” International Journal of Environmental Research and Public Health 15, no. 4 (April 2018): 796. Link
• Blaxton, Jessica M., Cindy S. Bergeman, Brenda R. Whitehead, Marcia E. Braun, and Jessic D. Payne. “Relationships Among Nightly Sleep Quality, Daily Stress, and Daily Affect.” The Journals of Gerontology: Series B 72, no. 3 (May 1, 2017): 363–72. Link
• Saleh, Dalia, Nathalie Camart, Fouad Sbeira, and Lucia Romo. “Can We Learn to Manage Stress? A Randomized Controlled Trial Carried out on University Students.” PLOS ONE 13, no. 9 (September 5, 2018): e0200997. Link
• Loprinzi, Paul D., and Emily Frith. “Protective and Therapeutic Effects of Exercise on Stress-Induced Memory Impairment.” The Journal of Physiological Sciences: JPS 69, no. 1 (January 2019): 1–12. Link
• Salmon, P. “Effects of Physical Exercise on Anxiety, Depression, and Sensitivity to Stress: A Unifying Theory.” Clinical Psychology Review 21, no. 1 (February 2001): 33–61. Link

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