1. What personal life experiences inspired you to get a degree in clinical social work?
First, my family was a living laboratory for a lot of complex emotional issues and conflicts, including depression, substance abuse, etc. So whether physician or clinician, first you must heal thyself. My MSW program provided an initial path for self-understanding. By the second semester, I was in therapy at the age of 23. As my field instructor observed: “Not everyone needs therapy…but all can use it.” Therapy became the equivalent of a “course on self,” with some very painful, purposeful and powerful lessons. The primary lesson: don’t be afraid to face scary and shame-inducing ideas and issues and to feel my emotions fully. The latter was how I would begin the healing process.
Basically, from my maternal grandmother I acquired an unusually strong empathy gene. Combined with gifts for listening and asking good questions, and being fascinated my human emotion, the subtleties of communication and motivation my talents emerged. This blooming contrasted with my middling performance in public schools.
2. What inspired the creation of Stressdoc.com?
Two years after getting my masters at Adelphi University in Long Island, NY, and working/receiving training in crisis intervention and brief treatment, I left for New Orleans, beginning a doctorate in Social Work at Tulane University. To make a long story shorter, I attempted to turn a mystical-like experience in psychoanalysis into a doctoral dissertation. (I had spontaneously created a Mandala, without knowing what the experience meant. Email [email protected] if interested in reading more about this mystical-like process.) Needless to say, I was a bit “off-the-academic-wall.” Of course, I wasn’t going to let those conservative academics stifle this creative effort/budding talent. Alas, even with a hard-head, I could only bang it against the wall so long before I knocked myself out of the program. I call those days/daze: “When academic flashdancing whirled to a burnout tango”…and dropped out of the program. (Despite feelings of failure and humilation, I stayed connected to Tulane teaching “Crisis Intervention and Brief Treatment” for ten years as an Adjunct Faculty member.)
But there was a silver lining. I’m no dummy: I became an expert on stress and burnout. Actually, my timing was impeccable. New Orleans in the early 1980s was in an economic depression as oil had gone bust. I was able to pitch myself as a stress and burnout expert and local radio and TV bought it. The TV reviewer of the major newspaper, The Times Picayune, reviewed some some early video segments produced for public television and dubbed me the “Stress Doc” (TM).
Eventually, I realized that if I wanted to build “Stress Doc Enterprises” I would need to
move to a cosmopolitan city, or at least one that didn’t primarily deal with stress with Mardi Gras and a “go cup.” (Though I “know what it means to miss New Orleans!” I call that era my “American in Cajun Paris” years.) I suddenly had an urge to move to DC. Originally from Brooklyn and Queens, it made some sense. I’m convinced if NYC and N’Awlins had a baby it would look like Washington, DC. Though I haven’t decided if it’s a “love child.” Actually, a one-year Visiting Professor position at Catholic University also influenced my decision to move to DC in 1990.
And finally, in the early ’90s, hustling as an independent speaker/consultant, I jumped on the cyberspace bandwagon. I said to a friend and colleague who had majored in computer sciences, “John, you know all this arcane computer jargon, I’m an expert in psychobabble, let’s put together a website.” And we did — www.stressdoc.com. I hired someone to do a little publicity and voila: the site was selected as a USA Today Online HotSite. And I’ve been posting articles to the site for the past fifteen years. There’s radio interviews and a video of a speaking program on the site. Also, a list of my speaking programs and testimonials. I’ve been interviewed by the BBC and National Public Radio (NPR) has called the site a “workplace resource.” It’s been pretty cool.
3.. What is “Practice Safe Stress” ?
First “Practice Safe Stress” (TM) is the title of my book, subtitled, “Healing and Laughing in the Face of Stress, Burnout and Depression.” For me the phrase captures my paradoxical essence and desire: To be both a wise man and a wise guy! “Safe Stress” means that if we can bring a “purposeful, provocative, passionate and playful” perspective to most of our challenges and encounters, then we can if not make lemonade from lemons, at least see the glass as both half empty and half full. Of course, there are times where we need the support of others — from friends to therapists and spiritual advisors — to achieve this reframe and transformation.
I’m also a big believer in dealing honestly and fully with grief and anger to truly be resilient in the face of stress. And an inability to step back and “let go, ” not to give up, but to consider a new approach or viewpoint, often leads to burnout or depression. Consider these three quotes:
1) The Vital Lesson of the Four “R”s: If no matter what you do or how hard you try, Results, Rewards, Recognition and Relief are not forthcoming, and you can’t say “No” or won’t let go…trouble awaits. The groundwork is being laid for apathy, callousness and despair.
2) The Importance of Grief: “Whether the loss is a key person, a desired position or a powerful illusion, each deserves the respect of a mourning. The pit in the stomach, the clenched fists and quivering jaw, the anguished sobs prove catalytic in time. In mystical fashion, like spring upon winter, the seeds of dissolution bear fruitful renewal.
3) Catalyst for Rebirth:
For the Phoenix to rise from the ashes
One must know the pain
To transform the fire to burning desire!
4. Does Stress in the workplace have the propensity to become a financial liability for the federal government, and the public sector?
I don’t know the exact figures, but I believe billions of dollars are lost yearly due to stress-related sickness, work interruptions and slowdowns, sabotage. Not to mention the distress and dysfunction of workplace bullying and negative conflict also aggravated by individual and interpersonal stress. And we know the biggest cause of worker’s leaving a job is a problematic relationship with a manager and supervisor.
Hey, in the early to late ’90s I was a “Stress and Violence Prevention” Consultant with the US Postal Service. The work conditions were so “T n T” — “Time and Task” Driven — and there were too many heavy-handed if not dysfunctionally aggressive supervisors and managers. The Postal Service to its credit sent consultants like me around the country to run focus groups to take organizational blood/stress pressure readings of various postal facilities. (Eventually, I did a one-year stress and team building consultation with an inner city, 6,000-person Processing and Distribution Plant. Of course, back then, the Postal Service, had nearly one million employees world-wide. So statistically, you would expect some workplace violence incidents.) And eventually the Service expanded its mission statement, adding worker well-being and welfare to productivity and customer service.
I recall another consultation role with a government division undergoing downsizing with a threat of total job elimination. These were mostly skilled craftsmen whose positions were being threatened by computer technology and the influx of younger minorities and women. Not surprisingly, serious racial tension broke out — some cliques started pulling up KKK websites, others brought ion Louis Farrakhan tapes. The government was losing thousands and thousands of dollars in grievance procedures. A Project Manager convinced top management to “bring in the Stress Doc.” After meeting with management and labor, we held two day-long programs which allowed all parties to vent and grieve, to do role play and my signature team discussion/drawing exercises. And the hemorrhaging stopped. We followed up with a series of team building meetings with each section. The Project Manager insisted I saved the government millions of dollars.
5. What factors outside of stress, propelled certain government agencies to invest in your workshops?
Increasingly, in these rapidly changing and uncertain times, also with an increasingly diverse workforce, government agencies recognize that team communication, cooperation and coordination are essential for employees being productive and for generating positive employee morale. My programs also help leadership better understand employee/group dynamics and provide more strategic problem-solving options. Consider this testimonial regarding a predeployment “Stress, Team Building and Humor” for officers, senior sergeants and spouses from the Commander of the 15th Sustainment Brigade, Ft. Hood, TX:
What a great program you engineered at our Command Offsite! It could not have been better if we had orchestrated it! Your session on managing change and stress was the perfect lead-in to the work we had to accomplish throughout the conference. It set the conditions for the free, uninhibited work (regardless of rank) that we needed. Our “drawing” exercise was absolutely enlightening. I cannot tell you how valuable it was to me as the “CEO” to see these products and see how the differing sections and commands worked together. The spouses loved the briefing and the interaction just as much as the uniformed members did.
Here’s the BLUF: Your session was the critical building block on which we built the rest of the conference.
My sincere thanks. Job well done.
COL Larry Phelps
Commander, 15th SB
Also, many government groups bring me in to speak at conferences or offsite retreats, especially when they want a speaker who can captivate and arouse an audience. Consider this testimonial for a keynote presentation at a Women’s conference sponsored by Federally Employed Women (FEW)/Dept. of Homeland Security:
“Mark Gorkin did a fantastic job of keeping the audience energized in an afternoon presentation entitled “Creatively Dealing with Change and Conflict”! The group exercises were rousing and well-received. Mark was a refreshing change from the usual lecturers and talking heads. One participant stated that he was “quirky but very knowledgeable and interesting”. Numerous laudatory comments were received regarding Mark’s delivery methods. He was definitely the right choice to revitalize the participants right after lunch. Mark is lively, energizing, and informative. He definitely knows his stuff!”
Federal Women’s Program Manager
Department of Homeland Security
Headquarters Equal Employment Opportunity Office
6. FedSmith.com, “stated that by 2012 federal agencies will lose about 530,000 federal employees, and most of them are in leadership positions. More importantly, the federal governments reinvention initiative of the 1990’s reduced the size of the federal workforce by 400,000, in effect leaving agencies with critical skills gap”.
When working with federal agencies have you seen the effects of those losses through an increase in stress related illness in the workplace?
No big surprise: overzealous downsizing fuels a “do more with less” culture and can leave all levels of employees feeling “lean-and-MEAN”! As noted in my response to Question 4, downsizing, especially when people are not sufficiently prepared, when there hasn’t been transparency and openness, let alone some employee input in the restructuring process, can stimulate much mind-body tension and interpersonal conflict. On the Holmes-Rahe Life Change Scale, major change/loss (even change with positive components, like a promotion) is a significant contributor to stress. If uncertainty is ongoing then the stress can become chronic, heightening the possibility for stress-related illness. Some “Four ‘C’-ing” and adapting to change tips:
1) Commitment. Stay committed to your professional skills/roles during this sea change
2) Change. We’ve discussed how important it is to know when to step back to get a new perspective on a position, person, problem-solving solution, etc.
3) Conditioning. The benefit of regular exercise is both physical and psychological. Thirty minutes of vigorous, non-stop, large muscle movement activity – brisk walking, swimming, bike riding, dancing, etc. – releases brain chemicals called endorphins which are the mind-body’s natural mood enhancers and pain relievers. It’s less a runner’s high and more that we can step back and see things with a calmer disposition and fresher perspective.
When stressed, everything feel’s up in the air. The answer: to feel grounded. There is nothing like a brisk walk for thirty minutes for creating a beginning and end point for a tangible sense of accomplishment and control. Actually, you’re developing a “success ritual.” And while I don’t always love to exercise, after my forty-five minute routine of stretching, treadmill walking and weights…well, I do like feeling virtuous.
4) Control. Realize that during major change, there’s always an unpredictable element. Remember the “Serenity Prayer”: Grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know where to hide the bodies… No, the wisdom to know the difference. And the older I get, the more profound “The Serenity Prayer” seems. Yet, a fundamental question remains: how the heck do you get the wisdom? Okay, folks. Here it is…The Secret of Wisdom.
Once there was a young woman who heard that an old wise woman had the secret of wisdom. The young woman was determined to track the old woman down. After traveling many months, the young woman found the old woman in a cave. She entered and addressed the old woman: “Old Wise Woman, I hear you have The Secret of Wisdom. Would you share it with me? The old woman looked at the youth and said, “Yes, you seem sincere. The Secret of Wisdom is good judgment.” “Good judgment, of course,” said the youth, thanked her mentor, and started to leave. However, as she got to the entrance of the cave she paused, turned back and said, “Old Woman, I feel funny, but, if I may ask, how does one obtain good judgment?” “That’s a good question,” said the sage. “One obtains good judgment through experience.” “Experience, of course,” said the young seeker, and proceeded to leave. But once again she stopped in her tracks, and humbly walked back to her mentor. “Old Woman,” said the young woman, “I feel foolish, but I have to ask: How does one obtain experience?” The old woman paused, nodded her head, then proceeded: “Now you have reached the right question. How does one obtain experience?. . .Through bad judgment!”
Errors of judgment rarely mean incompetence; they more likely reveal inexperience or immaturity, perhaps even boldness. Our so-called “failures” can be channeled as guiding streams (sometimes raging rivers) of opportunity and experience that ultimately enrich – widen and deepen – the risk-taking passage…If we can just immerse ourselves in the these unpredictably rejuvenating waters.
And just remember…Practice Safe Stress!
7. What are some of the greatest challenges outside of stress that employees from the public, and private sector face in the work place?
a) Enabling the Problematic Employee. The first major challenge that comes to mind is the need for managers to hold accountable employees who are not performing adequately or to confront the bullying employee/supervisor. Alas, sometimes it can take a lot of time, energy and persistence to confront bureaucratic hurdles, coaching the employee, documenting the problematic behavior, etc., etc. However, if the supervisor or manager tries to ignore the problem, this problematic employee invariably becomes a virus for the work team/branch, frequently undermining morale and productivity. And this conflict-averse manager loses the respect of the other team members. Employees feel unprotected; rules no longer apply. Issues of favoritism flourish.
b) Unilateral Decision-Making. Too often, when contemplating operational changes, management does not seek input from employees, even those directly affected. Consider this example: About fifteen years ago, I was consulting with a federal court that was automating their record keeping process. Management had not solicited much input from employees directly impacted by the technical changes, especially involving a key administrative form. The employees were not just anxious about an uncertain future but were also angry for being bypassed in the decision-making and implementation process. In the employees’ minds their professional status and experience were being ignored or discounted. And not surprisingly, there was passive group resistance to the change.
Memos and motivational exhortations were having minimal effect when an epiphany began percolating. In a meeting with top management I noted that we missed the boat on the front end, but I believed we could get back on. But we had to stop simply defining employee behavior as resistance to change. We needed to appreciate and truly understand their sense of loss of control and even a loss of identity. We needed to grasp the reality that a new learning curve often generates anxiety and, perhaps, a diminished sense of self-confidence and competence. Once I recognized their state of grief, achieving a starting point was possible: “Let’s have a forms funeral.” (Going way beyond the box…obviously I now was thinking “out of the coffin!”) Suddenly, we had a forum in which a common reality could be acknowledged and emotional intensity be shared. This proved a lot more creative than gripe session. We gave employees a public forum for: a) mourning the loss of the old data processing system, b) expressing frustration with management’s unilateral process and c) articulating concerns about the upcoming changes. This group grieving enabled folks to gradually and more objectively recognize the limitations of the old and the productive potential of the new. Now all levels in the organization acknowledged that the whole had to be part of the problem and part of the solution.
Initial common ground was forged when a symbolic funeral was able to be both an arena for reaching closure and a forum for giving and accepting critical feedback. Shifting the conceptual playing field from employee resistance to mandated top-down memos to the need for bottom-up expression of grief and appropriate articulation of grievance laid the groundwork for management-employee consensus. And by thinking and acting out of a reframed coffin context, a more cohesive and responsive Organizational Phoenix rose from the administrative ashes of unilateral decision-making.
c) Opportunity for Career Advancement/Passion. I believe employees should be given the opportunity to get training for advancing their career. I also like when an organization really tries to discover an employee’s talents and passions, and gives this individual a chance to channel this energy into his or her job description…or to expand the job description to encompass this passion. As the Stress Doc once penned: “Fireproof your life with variety!
8. What have been some of the most successful team building tools, and why?
Some key team-building tools and techniques:
a) Interactive Exercises. I’ve created real work world exercises that truly get diverse groups to share, discuss meaningful and heartfelt issues (though still being more “touchy punchy than touch feely”), and collaboratively problem solve while having fun. Consider this testimonial:
For the entire SKYLINK staff I want to thank you for your presentation during our training workshop. It is exactly what we needed in our multicultural group. I have not experienced such a cooperation and participation in many years with the staff. You truly know how to reach your audience.
I am hoping that we can use your insight in future meetings with our other offices, and wish you continued success in all the people you help.
Thank you very much for your time. Teamwork & communication are key elements to our managing our daily work ethic. You were able to express these values in a most acceptable way and open everyone’s mind.
All the very best in your ongoing effort to keep us sane.
Ms. Milchen de Vasconcelos
Regional Sales Manager
b) Build Communication Bridges between Management and Employees. As mentioned above my signature exercise is a 3-D Team discussion-Drawing-Diversity Exercise that first allows participants to verbally identify workplace sources of stress and conflict, but then they have to visualize through pictorial stories and metaphors these workplace dynamics. The exaggeration that occurs, sinking ships, stalking monsters, tornadoes, etc., invariably encourage a knowing laugh. The absurdity and shared laughter also takes some of the bite out of the message, enabling all levels to more readily recognize genuine problems without feeling like it’s been an attack session. (Sometimes I do need to remind management that when employees see the people in authority can positively handling some critical feedback, one consequence is the increase in workplace trust.)
Depending on workshop length, we will use the pictures to generate problem-solving strategies that can be further elaborated after the workshop.
c) “Save the Retreat” Committee. After a program, I often encourage the formation of a matrix team – a diverse group of employees, supervisors and managers – to choose a couple of key problem solving issues identified earlier. I want them to do some collaborative brainstorming, coming up with objectives, action steps, timelines and deadlines, people with task responsibility, etc. Then this matrix team reports back to the entire group and hopefully consensus can be reached. It’s vital that the matrix committee start with issues that can be achieved with reasonable effort. You want the group/team/branch/division, etc. to experience initial success.
d) Thomas-Kilmann Conflict Styles Inventory. I like working with this inventory as it provides conceptual styles with which all can relate, and the model identifies both positive and negative features of each style. The Style is based on the degree of “Assertiveness’ and “Cooperativeness” employed in conflict resolution, yielding five possibilities: Competition, Avoidance, Accommodation, Compromise and Collaboration. I use the exercise to focus on “breakdowns in workplace communication.” And I give teams a chance to practice the collaborative style after it’s been explained in some detail.
e) Team Building Structures and Processes. Three keys come to mind:
1) allowing the team supervisor to wear two hats, that is, both be a manager and a team member.
2) having employees facilitate the team meeting, perhaps on a rotational basis, e.g., every couple of months, assuming the team meets weekly or twice/month,
3) building in a wavelength section to the team meeting. As mentioned, most meetings are time- and task-driven. In an hour meeting, carve out ten to fifteen minutes for a wavelength section where members can talk about how people are or are not working together, where are the bumps, as well as providing opportunity for acknowledgement and accolades. Basically, it’s a time to develop some intimacy within the group. The wavelength carries over the energy and emotion that is generated in my workshops and speaking programs
f) Morning Huddle. If possible, have the team start the day together for ten minutes. Basically, people can give each other a “heads up” regarding what’s coming down the pike, unexpected developments, need for extra support, and just a chance to share a morning laugh.
9. What have been your greatest challenges in dealing with managers in the workplace when it comes to change?
From a half empty perspective, the greatest challenges in working with managers is to help them: a) appropriately loosen the reins of control with employees, b) appropriately advocate for their employees with upper management, and c) learn to “drop the rope.” Let’s examine these three challenges:
a. Loosen Reins of Control. I am in no way advocating dropping the reins (though “dropping the rope” is another story. That’s my mantra for learning how to ask good questions as a way of defusing or avoiding power struggles. More shortly). I have what I call the “Triple ‘A’ of Individual/Organizational Responsibility.” First, as a manager, you want to recognize and appreciate a person’s “Authority.” Next, a manager needs to give her employee the “Autonomy” to exercise the “Authority” invested in his or her professional role. And finally, the employee (and the manager) must operate within a system of valid, objective, measurable and ethical “Accountability.”
b. Advocate for Employees. The manager often is the communicational bridge between employees and other levels of management and/or other branches in a division. It’s important that the manager really articulate the needs and, especially, “push up” the concerns and frustrations, of his employees and also “bring back” outside feedback. But foremost, the manager must carefully listen and acknowledge the message, that is, establish that she has heard these concerns. As I like to say, “Acknowledgement doesn’t necessarily mean Agreement.” But almost everyone wants to feel that they have been genuinely heard and their point of view considered. This is especially important when it comes to decision-making that directly impacts the employees. (See “Forms Funeral” story above, in #7.)
c. Drop the Rope. In a learning to defuse power struggles exercise, workshop participants pair off and engage in an exaggerated yet all too familiar power struggle: “You Can’t Make Me!” (Person A) vs. “Oh Yes I Can!” (Person B). Naturally, there’s a lot of energy and laughter in the room. Still, many get into the struggle. The gist of my disarming – “drop the rope” – strategy is to be humble, confident yet not defiant, and to ask a good question. For example, consider this thoughtful and courageous response by Person B, the person in the authority role: “I don’t know if I can make you or not. That’s not where I’m coming from. If there’s a problem with the project or a problem with me can we talk about it? [When there’s a serious power struggle, you can safely assume someone’s really bugged about something.] I know I need your help; I think I’m in a position to help you as well. I don’t want us pulling apart. I want us pulling together!”
The half full perspective in working with manager’s is shaped by my experience as a public speaker and workshop leader. Of course, I love the opportunity to share (and show off a little) my experience and expertise. Hey, you know the old expression: “Vanity thy name is Gorkin!” However, I’ve also come to evolve and appreciate my role as orchestra leader. That is my role-goal is to help others bring out their best music. And this is my focus with other managers/leaders: be a role model and create a “Triple A” ambiance and workplace culture that encourages genuine communication and that brings out the incredibly diverse, sometimes emotionally charged yet still potentially beautiful music waiting to be harmoniously developed and integrated.
10. What inspires you?
I probably could write volumes on this, but I will try to be succinct. My driving inspiration is first to soak up experience and emotions, my own as well as others – from the painful to the playful and passionate. (Actually, though, most people don’t realize that the “s”-word for passion is neither “sex” nor “soap opera” but “suffering”…as in the “Passion Play.” That is, the sufferings of Jesus or the sufferings of a martyr. Imagine all this time I never knew my Jewish mother was such a passionate woman! 😉 And then I try to transform this ideational and emotional flux into some creative and en-light-ened expression for the page and the stage. I truly believe people are more open to a serious message that is gift-wrapped with humor.
Whether being bullied as a kid (which is why I take my role as a conflict mediator so seriously-passionately) or knowing that for too many years I had limited access to my cognitive talents because of great anxiety, I use my past as both a source of memory and driving inspirational force. And complementing this is my desire to help others regain their genuine and self-affirming voice, and then to help individuals combine their voices into an uncommon collective. This reminds me of the title for my next book:
There’s No “I” in Team…But there Are Two “I”s in Winning:
Strategies for Inspiring Individual Creativity and Interactive Community
Of course, there are individuals who also inspire me – Abraham Lincoln and Woody Allen being high on my list – but I’ll save more names for the writer question. However, I will end with an inspiring quote from the pioneering physician, Jonas Salk. Thinking about the dynamics of “evolution,” Salk observed: “Evolution is about getting up one more time than you fall down; being courageous one more time than you are fearful; trusting just one more time than you are anxious.”
11. What are your favorite stress reliever websites?
I’m not a real web surfer, other than for research purposes. I do read some sports websites and like to read the op-ed section of The NY Times – online and offline – when I can. I have some sources sending me the latest jokes floating around cyberspace. I select a few for my mostly monthly newsletter. Email [email protected] to receive the free newsletter.
12. What Books have empowered your life?
In the psychology field, two come to mind: Listening to Prozac and Touched with Fire: Manic-Depressive Illness and the Artistic Temperament. The latter is Kay Redfield Jamison’s treatise on how some of the most fertile artists’ works benefitted from the challenge of grappling with their cognitive-emotional highs and lows, their uncommon passion and their deep melancholies, their wide-ranging associations as well as thoughtful and deep imaginations and imagery. Jamison, an acclaimed expert on bipolar disorder, is a psychologist at Johns Hopkins Psychiatry Dept. I also gleaned much from her book, Exuberance: A Passion for Life.
However, I’ve also been empowered by such controversial novelists as DH Lawrence, Henry Miller, and John Fowles and Thomas Wolfe (as in Look Homeward Angel not The Bonfire of the Vanities). Their fierce spirits and independent voices definitely appealed and spoke to me. War and Peace by Tolstoy is a singular work capturing the complexity and depth of the human mind and spirit in such clear, everyday language. Oh, Vincent Van Gogh’s opus, Letters to Theo, (his brother), is truly inspiring. It’s not fair that someone who is such a phenomenal artist can also be a great writer. And finally, William Lee Master’s book, Abraham Lincoln: An Ethical Biography is a work I return to over and over.
I became hooked on the Harry Potter series. And finally, while not a book, per se, I still pine for the return of the sui generis comic strip “Calvin and Hobbes.”
Mark Gorkin, MSW, LICSW, “The Stress Doc” ™, a Licensed Clinical Social Worker, is an acclaimed keynote and kickoff speaker and “Motivational Humorist” known for his interactive, inspiring and FUN speaking and workshop programs. In addition, the “Doc” is a team building and organizational development consultant for a variety of govt. agencies, corporations and non-profits. Mark is an Adjunct Professor, No. VA (NOVA) Community College and currently he is leading “Stress, Team Building and Humor” programs for the 13th Expeditionary Support Command and the 15th Sustainment Brigade, Ft. Hood, Texas and the 3rd Chemical Brigade, Fort Leonard Wood, MO. A former Stress and Conflict Consultant for the US Postal Service, the Stress Doc is the author of Practice Safe Stress and of The Four Faces of Anger. See his award-winning, USA Today Online “HotSite” – www.stressdoc.com – called a “workplace resource” by National Public Radio (NPR). For more info on the Doc’s “Practice Safe Stress” programs or to receive his free e-newsletter, email [email protected] or call 301-875-2567.
THE GOVLOOP COMMUNITY SALUTES MARK GORKIN FOR HIS WORK IN CLINICAL SOCIAL WORK