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 Delegation Interpersonal competence SituationalWork redesign Anticipatory Prioritizing Planning © Peter Dominick, Zvi Aronson

11. 11 Your Strategies Stress Management Self-Assessment – pp. 96-97 SKILL AREAITEMSASSESSMENT Eliminating stressors:1,5,8,9Total:________ Developing resiliency:2,3,6,7Total:________ Short-term coping: 4,10Total:________ OverallTotal: ________

12. 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 12

13. 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 13© Peter Dominick, Zvi Aronson

14. Types of Activities That Determine Time Use 14 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

15. Anticipatory Stressors: Short Term Goal Setting 15 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

16. 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

17. 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 17© Peter Dominick, Zvi Aronson

18. 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. 18 Source: Goldberg, 1978 © Peter Dominick, Zvi Aronson

19. 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. 19 Source: Goldberg, 1978 © Peter Dominick, Zvi Aronson

20. 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. 20© Peter Dominick, Zvi Aronson

21. Developing Resiliency: Balancing Life Activities 21© Peter Dominick, Zvi Aronson

22. 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 22© Peter Dominick, Zvi Aronson

23. 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. 23© Peter Dominick, Zvi Aronson

24. PERSONAL TRAITS AND RESISTANCE TO STRESS 24 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

25. 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. 25© Peter Dominick, Zvi Aronson

26. 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. 26© Peter Dominick, Zvi Aronson

27. 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? 27© Peter Dominick, Zvi Aronson