Managing Personal Stress

Stress Cost Growing problem of stress on the job - $500b (APA and NIOS) Half of all adults suffering from adverse health effects of stress Doubling of percentage of workers feeling highly stressed within each five years during between mid- 80’s to late 90’s

Stress Cost A survey finding: 37 percent workers reported stress increased - 10 percent decreased last year 75 – 90 percent visits to primary care physicians for stress related complaints or disorders One million workers absent on an average working day and 550,000,000 workdays lost

Stress Cost In one major corporation – more than 60 percent stress-related absences In US – 40 percent turnover related to job stress 60 – 80 percent industrial accidents attributable to stress Compensation claims skyrocketed in last two decades

Stress Cost IN US business alone - $12b on stress management training and products in 2000. Medical evidences of stress related physiological and psychological disorders

Role of Management A longitudinal study: incompetent management largest cause of workplace stress Other surveys: employees relationship with immediate supervisors worst aspect of the job Psychological research: stress negatively affecting workers and detrimental effect on managers

Role of Management Effects of stress on managers Selective perception Intolerant of ambiguity Fixation on a single approach Rushing through Crisis mentality Less ability to make fine distinctions Less consultation

Role of Management Effects of stress on managers Reliance on old habits Less creative Stress management ability Individual self development Enormous bottom-line impact on organization

Effects Positive Negative Performance, growth, development, change A host of consequences at the individual, team and organizational levels

Stress and Performance Low stress Moderate stress High stress

Stress Conceptualizations Stimulus-based :‘out there’, sources, stressors Response-based: ‘in-person’, manifestations, strain

Stress Conceptualizations Stressor- strain chain, ‘integrated functioning’, a person’s resources not matching the demands on the person (stressors) resulting in various consequences (strains) – both actual and perceived

Stress Conceptualizations An adaptive response to a perceived external situation that places an excessive psychological or physical demands upon a person resulting in psychological, physical and/ or behavioural deviations

Dynamics of Stress Stressors (drivers/triggers) Factors: importance, uncertainty and duration Sources: extra-organisational, organisational, group, individual Nature: time, situational, anticipatory, encounter

Dynamics of Stress Reactions Alarm stage (anxiety, fear, confusion, symptoms, mobilization of energy resources, self-corrected) Resistance stage (mobilization of other resources to cope, defense mechanisms: aggression, regression, repression, withdrawal, fixation) Exhaustion stage (enduring or acute stressors - pathological conditions)

Dynamics of Stress Resiliency Physical Psychological Cognitive Social

Dynamics of Stress Coping strategies Reactive (temporary coping mechanisms) Proactive (developing resiliency) Enactive (eliminating stressors)

Dynamics of Stress Consequences Physiological Psychological Cognitive Behavioural Social Organizational

General Model of Stress Demographic, career, job, work environment, factors Consequences Physiological Psychological Cognitive Behavioural Social Organizational Stressors Extra-organisational, Organisational, Group, Individual Time, Situational, Anticipatory, Encounter Resiliency Physical Psychological Cognitive Social Coping Strategies Reactive Proactive Enactive

Types of Stress Over stress (Hyperstress) Good stress (Eustress) Bad stress (Distress) Stress Under stress (Hypostress)

Research Findings Banking professionals in Nepal (9 banks – 153 employees) No significant differences between gender, age, and year of employment with regard to the experience of job stress Significant positive relationship between job stress and psychological strain

Research Findings Banking professionals in Nepal (9 banks – 153 employees) Psychological strain significantly negatively related with job satisfaction Turnover intention significantly negatively related job stress No moderating effect of locus of control, social support and organizational support on the relationship between stress and strain

Time Stressors Work overload: too much to do relative to the time available Lack of control Relationship between time stressor and job dissatisfaction, tension, perceived threat, heart rate, cholesterol level, skin resistance

Time Stressors Time fascination in various cultures Short time horizon: more time stress Long time horizon: less time stress

Eliminating Time Stressor Effective time management (aligning time with core personal principles) Focus on important matters Focus on urgent matters Focus on results rather than methods Not feeling guilty to say ‘no’

Eliminating Time Stressor Judgment of importance What do I stand for? What am I willing to die (or live) for? What do I care passionately about? What legacy would I like to leave? What do I want to be remembered for? What do I want to have accomplished 20 years from now?

Eliminating Time Stressor Judgment of importance If I could persuade everyone in the world to follow a few basic principles, what would they be?

Eliminating Time Stressor Efficient time management (accomplishing more by reducing wasted time) Be aware of tendencies to use time inefficiently Follow efficient time management principles

Encounter Stressor Conflictual interpersonal interactions, particularly for managers Role conflicts – incompatible roles of group members Issue conflicts – disagreement over what and how of problems Interaction conflicts – mutual antagonism

Encounter Stressor Significant negative effects Cultural dimensions Less productivity and satisfaction Organizational dysfunction Lack of trust and mutuality Cultural dimensions More in egalitarian and affectivity than in hierarchical and neutrality cultures

Eliminating Encounter Stressor Collaboration Social and emotional intelligence

Situational Stressor Immediate work or life environment related factors Unfavorable work conditions Rapid changes Social Readjustment Rating Scale

Eliminating Situational Stressor Work redesign

Anticipatory Stressor Potentially disagreeable and threatening events Unpleasant experiences Fear

Eliminating Anticipatory Stressor Goal setting Small wins

Developing Resiliency Physiological resiliency Cardiovascular conditioning Dietary control

Developing Resiliency Psychological resiliency Life balance (physical activities; work activities; intellectual activities; social activities; family activities; cultural activities; spiritual activities) Hardiness (high internal control, strong personal commitment and love of challenge) Personality adjustment

Developing Resiliency Psychological resiliency Small wins strategies Deep relaxation techniques

Developing Resiliency Social resiliency Supportive social relations Mentors Teamwork

Temporary Stress Reduction Techniques Muscle relaxation Deep breathing Imagery and fantasy Rehearsal (alternative reactions) Reframing