Review of academic articlesStephen P. Robbins. (2005). Organizational Change and Stress Management, 546-580Robbins begins the chapter with an in-depth discussion of the needs for organizational change, including the nature of the workforce, technology, economic shocks, competition, social trends, and world politics. With today's global multicultural environment, technical innovation, economic crises, global competitions, structural adjustments as part of social trends and with unhealthy political practice and understanding, all these require an organization to change and ultimately develops. However, the author explains that for the organization to survive and achieve the goal of changes, the planned changes must be structured precisely, including. However, the research results showed that most organizations faced a big problem with their staff resisting change. Because of this conflict, the author discusses the pros and cons of hiring an external consultant and hiring a local internal employee to lead the planned change. Resistance to change can be reduced by applying a few techniques; through education and communication, participation, facilitation and support, negotiation, manipulation, cooperation and coercion. However, when it comes to policy change, the author suggests that the energy for change can be driven by the external consultant or new employees. Robbins describes two models of change processes: Lewin's classic three-step model of change processes and Kotter's eight-step plan, action research and organizational development. Robbins, referencing Lewin, explains that there are three stages in implementing the change model. 1. Unfreeze the current procedure for both individuals and organizations; 2. Move to the new change and 3. Refreeze or stabilize involvement in the change. The process of unfreezing or status quo can be considered as a stage of stability and to move from this current stage, stress is a dynamic condition in which an individual is faced with an opportunity, constraint or demand related to their desires and to which the result is perceived. both uncertain and important. Robbins said not all stress is negative and some can be healthy. As such, the pressure of heavy workloads and tight deadlines provide a positive challenge that can improve the quality and satisfaction of a job. Robbins, referring to A Model of Stress (Exhibit 18-9), identified three sets of stressors: environmental, organizational, and individual. Although Robbins admits that such a level of stress can be functional and lead to better employee performance, the employee's perspective may be different. A person may not want to experience stress in their life depending on how they manage their lifestyle. In this topic, Robbins believed that many people have problems with their time management. It promotes a work-life balance by making a list of daily tasks, actively prioritizing based on importance and urgency, and knowing the daily set of the most demanding parts of the worker's life. 'individual. Apart from this, Robbins suggests that random physical activity and relaxation techniques can be some of the popular activities to reduce the individual's stress level. From another point of view, the organization can be another source of