Managing Stress in Times of Rapid Change and Shifting Expectations Arizona State University November 18, 2003 Sandra L. Shullman, PhD Executive Development Group-Ohio P.O. Box Columbus, Ohio 43214

“The world doesn’t fear a new idea. What it fears is a new experience” D.H. Lawrence

CHANGE and STRESS Rapid change and shifting expectations is common in most leadership roles today. It is what helped create your present job role, and it is what will continue to impact on and change your work environment. Rapid change and shifting expectations over time is stress(ful).

Managing Stress in Times of… Key Issues Strategies and skills people in change can use to manage the change process. Minimize the people “breakage” that often accompanies change. Maximize the new opportunities that change presents for people and organizations.

CHANGE FOUR BASIC PREMISES The change “trigger” is often beyond the control of the on-line people. The central focus must be on the impact of the change on people. People’s actions, behavior, and communication are key to the successful implementation of change. During change, the most effective way to proceed is to manage yourself first, and then influence others.

A CHANGE MODEL: REACTION TO CHANGE ENDINGS TRANSITIONS BEGINNINGS

ENDINGS The “Known” Ceases It happens quickly or slowly You choose it or it is forced on you You give your intellectual consent You have emotional reactions, frequently negative

YOUR VIEW OF CHANGE  Everyone looks at change differently.  Some view it as positive and necessary; others view it as negative and a problem.  A “change situation” is defined as any professional, career-related, or personal experience requiring a significant change in your performance or attitude.

1.What events immediately preceded the change? 2.How did you feel before the change? 3.What are your primary concerns about the change? 4. What are the consequences (real or potential) of the change to yourself and others? 5. How do you feel as a result of going through the change? Have you noticed any attitude or behavior change? YOUR VIEW OF CHANGE Key Questions

YOUR VIEW OF CHANGE Based upon your description of this change situation, rate your feelings during this change using the scales below. For example, if you felt that the change was more of a threat than an opportunity, you would circle either a 0 or a 2 on the scale below. Please circle only one response for each pair of words.

1. Threat Opportunity 2. Holding on to Reaching for the The Past Future 3. Immobilized Activated 4. Rigid Versatile 5. A Loss A Gain 6. Victim of Agent of Change Change 7. Reactive Proactive 8. Focused on Focused on the The Past Future 9. Separate Involved with From Change Change 10. Confused Clear YOUR VIEW OF CHANGE Taken from Woodward and Buckholtz, Aftershock, 1987

INITIAL REACTION TO AN ENDING

Reaction to Negatively Viewed Change (Change as Loss) Immobilization Denial Anger Bargaining Depression Testing Acceptance Based on the work of Elizabeth Kubler Ross

Constant Challenges for Chairs Role Ambiguity Role Conflict Role Overload

TYPES OF LOSS 1. SECURITY - People no longer feel in control or know what the future holds, or where they stand in the institution. 2. COMPETENCE - People no longer feel like they know what to do or how to manage themselves. People sometimes become embarrassed when they are faced with new tasks because they don’t know how to do it. 3. RELATIONSHIPS - The familiar contact with colleagues can disappear. People lose their sense of belonging to a group or a discipline. 4. SENSE OF DIRECTION - People lose an understanding of where they are going and why they are going there. Meaning and mission become unclear. 5. TERRITORY - There is an uncertain feeling about the area that used to belong to them. This can be a work space or role/job assignments. Territory can include psychological space and physical space. Adapted from: Scott, Cynthia and Dennis Jaffee. Managing Organizational Change. Menlo Park, California: Crisp, 1989.

FOUR REACTIONS TO CHANGE DISENGAGEMENT (Withdrawal) DISIDENTIFICATION (Sadness/Worry) DISORIENTATION (Confusion) DISENCHANTMENT (Anger)

INDICATORS OF DISTRESS AS A RESULT OF CHANGE Feeling tense, anxious, or depressed Increased irritability Acting indecisive or troubled Lack of concentration; increased distractibility Perception of oneself as helpless; unable to act Increased procrastination Feelings of persecution Increased forgetfulness Inability to organize self Inner confusion about duties and roles Feelings of unexplainable dissatisfaction Uncertain about whom to trust Chronic fatigue Negative expectancies of the future Physical changes

THE “ORGANIZATIONAL BURNOUT” SYNDROME Lowered moral and dissatisfaction expressed through: High personnel turnover Increasing absenteeism Frequent scapegoating Antagonism within pairs and groups Dependent individuals who manifest increasing dependence through anger at superiors and expressions of helplessness Maintenance of critical attitudes Lack of cooperation among personnel Progressive lack of initiative Increased job dissatisfaction Expressions of negativism concerning the role or function of the unit

Reaction to Positively Perceived Change (Change as Gain) (Check out - publicly or privately) OR go on to Uninformed optimism Informed pessimism Hopeful realism Informed optimism Completion

PHASES OF THE CHANGE COPING PROCESS Impact Phase -Characterized by a paralysis of effective action of relatively short duration Turmoil (Crisis) Phase -The peak of subjective and objective distress Adjustment Phase -Characterized by an internal process of fitting needs to new environmental conditions. (Internal decision making and problem solving) Reconstruction Phase -A time when confidence and productivity return as effective solutions are practiced.

CHANGE MODEL 4. Commitment 1. Denial 3. Exploration2. Resistance “How good things were in the past.” “They don’t really mean it.” Numbness Everything as Usual Attitude Minimizing Refusing to Hear New Information “What’s going to happen?” Seeing Possibilities Chaos Indecisiveness Unfocused Work Energy Clarifying Goals Seeing Resources Exploring Alternatives Learning New Skills Anger Loss Stubbornness Blaming Others Complaining Getting Sick Doubting Your Ability “Where am I headed?” Focus Teamwork Vision Cooperation Balance

THE TRANSITION CURVE PHASES OF TRANSITION EXTERNAL ENVIRONMENT FUTURE INTERNAL SELF PAST DENYCOMMIT Numbness Pain Focus Chaos Provide  Information  Clarification  Explanation Provide  Reinforcement  Positive Feedback Provide  Support  Training Provide Provide  Feedback  Process/Structure  Estimate Goals EXPLORERESIST

Resilience RESILIENCE is the ability to absorb high levels of disruptive change while displaying minimally dysfunctional behavior.

Resilience involves being Positive Focused Proactive Organized Flexible

Strategies to Increase Resilience Somatic (Physiological)—e.g., progressive relaxation techniques Behavioral---addressing priorities, use of time, goals, action steps and support systems Cognitive---addressing dysfunctional thoughts

In Conclusion… How resilient are you? What are you doing to manage your stress? What can you do to help yourself and others build resilience?