coping strategies are as follows: the search for
emotional public support, that is, the search for
sympathy and understanding; reduced activity in
relation to other things and full concentration on
sources of stress; waiting for more favorable
conditions to solve the problem situation (Chen,
Yang & Chiang, 2018).
Stress management depends not only on the
choice and application of a relevant strategy of
behavior, but also on the style of coping with
stress, namely, an individual-specific stereotype
(method, algorithm) of actions to solve a
problem. The typical manifestations of these
styles are a person’s behavior (Tavakolizadeh,
Yazdi & Akbary, 2019).
There are proactive and reactive styles of stress
management. People with a proactive style seek
to prevent stress from developing, while people
with a reactive style take less preventive action
and react impulsively to stress (Muntean et al.,
2019).
Scientists note that any behavior aimed at
overcoming stress begins with assessing the
environment, which can be significant, harmful,
useful, life-threatening (Abdullahi et al., 2020).
Preventive coping lies in preventing a stressor’s
impact and includes avoiding stressful factors by
regulating living conditions and activities,
optimizing the level of situational requirements,
and developing personal resources to overcome
stress (Chen, Yang & Chiang, 2018).
At the same time, some experts suggest that
overcoming stress can be considered from the
standpoint of operational and preventive
consequences for the situation. Operational stress
management is an attempt to eliminate or reduce
the response to a stressor (Shiozawa et al., 2019).
Conclusions
Therefore, the analysis of the scientific literature
on the research topic and the questionnaire
results showed that the process of overcoming
stress is a logical change in the stages of
psychological activity from assessing a specific
stressful situation and personal resources to
selecting and implementing a relevant strategy,
behavior styles in conditions of stress
development.
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