THE CONDITIONS, CIRCUMSTANCES, SITUATIONS, AND INFLUENCES THAT ACT UPON THE POLICE OFFICER TO GENERATE STRESS INCLUDE THOSE ARISING DIRECTLY FROM WORK AND PERSONAL EXPERIENCES AND THOSE CREATED BY PERSONAL, PUBLIC, AND ORGANIZATIONAL EXPECTATIONS. INTERPERSONAL FACTORS INCLUDE THE DIVERSITY OF PERSONALITIES WITHIN THE POLICE AGENCY, PHYSICAL AND EMOTIONAL PROBLEMS, AND THE PERSONALITY 'COSTS' RESULTING FROM THE DECISIONS POLICE OFFICERS MUST MAKE. POTENTIAL SOURCES OF STRESS WITHIN POLICE MANAGEMENT INCLUDE THE AUTHORITARIAN WORK CLIMATE, COMMUNICATION PROBLEMS, AND ORGANIZATIONAL HIERARCHIES. SPECIFIC SUGGESTIONS FOR MINIMIZING STRESS INCLUDE THE FOLLOWING: PROVIDE EMPLOYEE AND FAMILY COUNSELING; ESTABLISH ROTATIONAL STAFFING POLICIES; IMPLEMENT A PHILOSOPHY OF HUMAN RELATIONS IN PERSONNEL MANAGEMENT; SEEK LEGISLATIVE AND PUBLIC COMMITMENT TO THE PROVISION OF ADEQUATE RESOURCES FOR POLICE AGENCIES; MINIMIZE INSECURITY AND ANXIETY BY PROMOTING COMMUNICATION AMONG ALL AGENCY MEMBERS; ADHERE TO SUITABLE EMPLOYEE RECRUITMENT AND SELECTION PRACTICES; STRENGTHEN TIES BETWEEN THE PUBLIC AND THE POLICE; USE SMALL GROUP THEORY, AS IMPLEMENTED IN TEAM POLICING, TO DIMINISH ANXIETIES ASSOCIATED WITH INDIVIDUAL ACCOUNTABILITY.