1. cts Leadership: The Human Side of Projects Managing Stress 1© Peter Dominick, Zvi Aronson

2. Stress and Business Costs US economy $500 billion+/year 75 – 90% of visits to primary care doctors related to stress complaints or disorders 550 million workdays lost each year 60-80% of industrial accidents are related to stress 40% of worker turnover due to stress $12 billion/year on stress management training and products 2© Peter Dominick, Zvi Aronson

3. Project Managers and Stress How do you, as a project manager, contribute to stress for people on your project?  25 year study: incompetent management is the largest cause of workplace stress.  Three out of four people report that their relationship with immediate supervisor is the worst part of their job. 3© Peter Dominick, Zvi Aronson

4. Managing Stress: Objectives  Review causes of stress in organizational settings  Discuss effects of stress on personal performance and health  Review some strategies for coping with stress 4© Peter Dominick, Zvi Aronson

5. Model of Forced Field Analysis 5 Current Level of Functioning Driving Force A Driving Force B Driving Force C Driving Force D Restraining Force A Restraining Force B Restraining Force C Restraining Force D © Peter Dominick, Zvi Aronson

6. A General Model of Stress 6 Experiencing Stress STRESSORS Anticipatory Encounter Time Situational REACTIONS Physiological Psychological RESILIENCY Physical Psychological Social © Peter Dominick, Zvi Aronson

7. Sources of Stress  Time Stressors  Work overload  Lack of control  Encounter Stressors  Role conflicts  Issue conflicts  Action conflicts  Situational Stressors  Unfavorable working conditions  Rapid change  Anticipatory Stressors  Unpleasant expectations  Fear 7© Peter Dominick, Zvi Aronson

8. Burnout: Its Major Components 8 Intense and prolonged work-related stress Reduced performance; other negative effects Physical exhaustion (fatigue, lack of energy) Burnout Emotional exhaustion (depression, feelings of hopelessness) Attitudinal exhaustion (cynicism, negative views of other’s & own work) Feelings of low personal accomplishment

9. Managing Stress 9 Eliminate Stressors Develop Resiliency Strategies Learn Temporary Coping Mechanisms EffectsPermanentLong TermShort Term ApproachEnactiveProactiveReactive Time Required Long TimeModerate TimeImmediate © Peter Dominick, Zvi Aronson

10. Management Strategies for Eliminating Stressors 10 Type of StressorElimination Strategy Time Time Management Delegation Encounter Collaboration Emotional Intelligence SituationalWork redesign Anticipatory Prioritizing Planning © Peter Dominick, Zvi Aronson

11. 11 Stress Management - Four Stressors Time Stressors: Too much to do in too little time; work overload; lack of control Encounter Stressors: stress from interpersonal interactions -- role conflicts, issue conflicts, action conflicts Situational Stressors: stress from your environment or life circumstances, e.g.; unfavorable working conditions, rapid change Anticipatory Stressors: stress from anticipating unpleasant things that haven’t happened but that might happen; unpleasant expectations or fears List the things that are currently stressful for you in each area. Then rate the amount of stress you feel in each area this week: 0..…………… 25..…………… 50……………..75 …………….100 none a little a fair quite a a great bit amount bit amount ______ My Time Stressors are: ______ My Encounter Stressors are: ______ My Situational Stressors are: ______ My Anticipatory Stressors are:

12. 12 Stress Management – Strategies for Eliminating stressors Type of Stressor;Elimination Strategy Elimination Strategy: Effective time management, efficient time management, Delegating Encounter: Collaboration and team building; Emotional Intelligence Situational: Work redesign Anticipatory: Goal setting; Small wins Choose one area where you would most benefit from reducing stress. List three things (or more) that you could do to reduce your experience of stress in this area: What will you do this week to start managing your stress in this area?

13. 13 Your Strategies When faced with stressful or time-pressured situations – scale 1 (strongly disagree) to 6 (strongly agree) ______ 1. I use effective time management methods such as keeping track of my time, making to-do lists, and prioritizing tasks. ______ 2. I maintain a program of regular exercise for fitness. ______ 3. I maintain an open trusting relationship with someone with whom I can share my frustrations. ______ 4. I know and practice several temporary relaxation techniques such as deep breathing and muscle relaxation. ______ 5. I reaffirm my priorities so that less important things don’t drive out more important things. ______ 6. I maintain balance in my life by pursuing a variety of interests outside of work. ______ 7. I have a close relationship with someone who serves as my mentor or advisor. ______ 8. I effectively utilize others in accomplishing work assignments. ______ 9. I encourage others to generate recommended solutions, not just questions, when they come to me with problems or issues. ______ 10. I strive to redefine problems as opportunities for improvement.

14. 14 Your Strategies Stress Management Self-Assessment SKILL AREAITEMSASSESSMENT Eliminating stressors:1,5,8,9Total:________ Developing resiliency:2,3,6,7Total:________ Short-term coping: 4,10Total:________ OverallTotal: ________

15. Comparison Data  Maximum possible = 60 points  Compared to 500 business school students:  50 or above = Top Quartile  45-49 = Second Quartile  40-44 = Third Quartile  39 or below = Bottom Quartile 15

16. Characteristics of Effective Delegation The extent to which:  delegation was clear and complete  participation was allowed  there was parity of authority and responsibility  delegation included adequate support  accountability for results was specified, both in terms of time and outcome  teamwork, trust, and support were engendered  Major projects; reoccurring activities; training; expectations; big picture; milestones; transfer authority 16© Peter Dominick, Zvi Aronson

17. Types of Activities That Determine Time Use 17 URGENCY IMPORTANCE HIGHLOW HIGH LOW Crises Customer complaints Developmental opportunities Innovating Planning Mail Ringing telephone Unscheduled interruptions Escapes Routines Arguments 1.3. 2.4. © Peter Dominick, Zvi Aronson

18. Time Management Work Sheet – 168 Hours ------------------------------------------------------------------------------------------------------------  Use the worksheet to analyze how you are spending your 168 hours each week.  Think of an average rather than a particularly hectic week.  Example categories of time use: work, school, family, social, self, sleep, fitness, spiritual…  List activities and time spent, on average, on each. Hours must add up to 168.   Category: ||||||  Review your findings with a class partner for 5 minutes.  What discoveries did you make?  How might this impact your managerial effectiveness? 18© Peter Dominick, Zvi Aronson

19. Time Management – Prioritizing Tasks 19 URGENCY IMPORTANCE HIGHLOW HIGH LOW Crises Customer Complaints Reactive Developmental opportunities Innovating Planning Proactive Email telephone Unscheduled Interruptions Reactive Small talk, busy work Routines Arguments Escapes 1.3. 2.4. © Peter Dominick, Zvi Aronson High-High: Reactive – controlled by someone else Low-High: Reactive – don’t produce results that are meaningful or valued High-Low: Proactive – you are in control and focused on accomplishing high priority results Low- Low: Escapes – can reduce stress of being in high-urgency quadrants or can waste time

20. Time Management – Prioritizing Tasks 20 URGENCY IMPORTANCE HIGHLOW HIGH LOW 1.3. 2.4. © Peter Dominick, Zvi Aronson List some of your work activities in the quadrants below. Think about yesterday or the past week to gather examples. Which quadrants would you like to spend more time in. Which quadrants could you reduce?

21. Anticipatory Stressors: Short Term Goal Setting 21 1. Establish a Goal 2. Specify Actions and Behavioral Requirements 4. Identify Criteria of Success and a Reward 3. Generate Accountability and Reporting Mechanisms © Peter Dominick, Zvi Aronson

22. Work Redesign  Effectively eliminating stress and increasing productivity by changing aspects of work.  To eliminate stressors at work:  combine tasks  form identifiable work units  establish customer relationships  increase decision-making authority  open feedback channels © Peter Dominick, Zvi Aronson

23. Resiliency: Moderating the Effects of Stress  Psychological  Balanced lifestyle  Hardy personality u High internal control u Strong personal commitment u Love of challenge  Small-wins strategy  Deep relaxation techniques  Physiological  Cardiovascular conditioning  Proper diet  Social  Supportive social relations  Mentors  Teamwork 23© Peter Dominick, Zvi Aronson

24. Confirmed Benefits of Regular Vigorous Exercise  Blood pressure is lowered.  Resting heart rate is lowered; better able to distribute blood where needed under stress.  Increased red blood cells; more oxygen is carried to the body.  Elasticity of arteries is increased.  Triglyceride level is lowered.  Fibrin, a protein that aids in the formation of blood clots, is decreased. 24 Source: Goldberg, 1978 © Peter Dominick, Zvi Aronson

25. Confirmed Benefits of Regular Vigorous Exercise  Blood cholesterol decreases.  High density cholesterol increases proportionally to low-density (HD protects blood vessels more).  Adrenal secretions to emotional stress are lowered.  Lactic acid is efficiently eliminated from muscles (associated with decreased fatigue and tension).  Additional routes of blood supply are built up in the heart. 25 Source: Goldberg, 1978 © Peter Dominick, Zvi Aronson

26. The Small Wins Strategy Small Wins – being sensitive and celebrating small successes while coping with a major stressor  Introduction - in the next 15 minutes, analyze the past weeks activities.  Identify – every success or positive outcome (no matter how trivial).  Identify – potential positive events for the coming week (need not be major events – just small wins!).  Share the list with your group members. 26© Peter Dominick, Zvi Aronson

27. Developing Resiliency: Balancing Life Activities 27© Peter Dominick, Zvi Aronson

28. Characteristics of a Type A Personality  Signs of personal tension  Committed to having, rather than being.  Unawareness of broader environment  Strong need to be an expert on a subject, otherwise lack of involvement.  Compulsion to be with other type A’s.  Hyper-acceleration and accentuation of last few words of a sentence.  Chronic sense of being in a hurry 28© Peter Dominick, Zvi Aronson

29. Characteristics of a Type A Personality  Polyphasic thoughts and actions.  Impatience with normal pace of events.  Doing everything rapidly.  Feeling of guilt when relaxing.  Evaluates activities in terms of measurable results.  Believe Type A attributes lead to success.  Frequent knee-jiggling/finger tapping.  Determined to win every game. 29© Peter Dominick, Zvi Aronson

30. PERSONAL TRAITS AND RESISTANCE TO STRESS 30 Personal Characteristics Description; Effects Type A Behavior Pattern Always in a hurry, highly competitive, irritable, highly susceptible to the adverse effects of stress. Optimism Hopeful outlook on life; sees situations in a positive light; expect favorable outcomes. These traits lead to problem- focused coping which helps such people deal with stress. Hardiness High levels of commitment to their jobs; believe they can control their outcomes; see stress as challenge; together these traits make them resistant to the adverse effects of stress. Tension Discharge Rate Persons high in this trait dissipate job-related tension quickly at the end of the day; this reduces the harmful effects of such stress on them. © Peter Dominick, Zvi Aronson

31. Behavioral Guidelines for Managing Stress and Time  Use time management principles.  Delegate effectively.  Improve interpersonal competency.  Make your work stress reducing  Reaffirm your priorities  Develop life balance. 31© Peter Dominick, Zvi Aronson

32. Behavioral Guidelines for Managing Stress and Time  Increase your physical resiliency.  Implement small wins strategy.  Learn a deep relaxation technique.  Form an open, close relationship with someone.  Form teams and share tasks.  Learn some short-term relaxation techniques. 32© Peter Dominick, Zvi Aronson

33. The Four Types of Stressors and Resiliency Optional exercise:  Consider the force field  Which of the four stressors (driving forces) do you face?  For each stressor: What resiliency or restraining strategies do you use?  Which force is stronger? Stressors or restraining forces  Pick one or two stressors. What type of strategy would enhance your ability to cope more effectively? 33© Peter Dominick, Zvi Aronson

34. In class Case  Discussion Questions  1. What principles of time and stress management are violated in this case?  2. What are the organizational problems in the case?  3. Which of Chet’s personal characteristics inhibit his effective management of time?  4. If you were hired as a consultant to Chet, what would you advise him? 34© Peter Dominick, Zvi Aronson

35. Reflect on your organization Describe the most and least effective manager you have known  To what extent were they competent stress and time managers  To what extent were they able to control their time  What evidence is of their stress and time management skills 35© Peter Dominick, Zvi Aronson

36. Part B  Do working students need different stress management strategies than top executives, homemakers, or professional athletes?  Is there a basic level of stress management skill that is applicable to all positions?  To the extent that you are comfortable discussing your personal results, what were some of the most common stressors that emerged within your team?  Do you think the stressors results from demands …  …by your organization?  … the times we live in?  … your personal situations?  … etc?  Are there any common coping mechanisms that have been used by the team to address these stressors? 36© Peter Dominick, Zvi Aronson

37. Turn of the Tide  Discussion Questions  1. What is effective about these strategies for coping with stress, and why did they  work?  2. What troubles, challenges, or stressors do you face right now to which these prescriptions might apply?  3. Are these prescriptions effective coping strategies or merely escapes?  4. What other prescriptions could the author take besides the four mentioned here?  Generate your own list based on your own experiences with stress. 37© Peter Dominick, Zvi Aronson