Managing stress and conflict in the workplace Introduction

Managing stress and conflict in the workplace

Introduction to the ILM Unit Clarifying the manager’s role Session 1 agenda Conflict: causes, responses and dynamics Understanding workplace stress Signs and symptoms of stressstyles

Key drivers for stress management The law – Onus on employers to assess, anticipate and deal with likely stress factors Business reasons – Stress = under-performance, and not only the performance of the person suffering from stress Moral considerations – Well-being of individuals, teams and their families

The cost of doing nothing Low morale and motivation Physical/emotional damage Depression Social cost – at work and home Damaged career/life prospects Rising absenteeism 20% workers suffer Reduced “very”/“extremely” productivity stressful working More errors conditions HSE, 2008 Reduction in service 45 m lost working quality & continuity days/year Less operational £ 100 billion/ year management time in lost output, MIND 2009 Financial cost

Definitions “The adverse reaction people have to excessive pressure or other types of demand placed on them. ” UK Health and Safety Executive “A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. ” Organisational Behaviour, Stephen Robbins, 2005

Stress is the body’s response to a demand (stressor) Stressors are events or situations which: – require change, – create internal, emotional conflict, or – pose a threat Stressors may be physical or mental, positive or negative depending on how they are perceived by the person Stressors + perception = STRESS

Reactions Emotional Being forgetful and distracted Feeling fragile, crying Fear and anxiety Getting angry easily Feeling tired Difficulty concentrating Organisational Increased absenteeism Rise in defect/error rate Reduced productivity Factionalism Increased staff turnover Physical Difficulty breathing Excessive sweating Heart pounding Muscle aches/headaches Fatigue Nervous habits Behavioural Feeling irritable Lashing out Avoiding friends, family Easily agitated Turning to smoking, alcohol, drugs

Imbalance in the system The stress response should look like this: But if there is no opportunity for release, it may look like this:

Stress-performance relationships A-6 VGT 1385 -5

Conflict in the workplace “. . . the process that begins when an individual or group feels neglected by another person or group…occurs in encounters between colleagues, in decision-making teams, between work groups and in board meetings. It involves stress and anxiety, and often produces negative interpersonal attitudes and perceptions. It causes the social climate within groups to deteriorate and sometimes causes physical injury” De Vreu and Van de Vliert, 1997

Causes of conflict l Lack of information l Conflicting interests or values l Psychopathology l Personality style l Scarce resources l Denial l Skill deficits l Organisational deficiencies l Selfishness l Evil intent

The conflict continuum E N E R G Y Aggression Conflict Negotiation Persuasion Influence Compromise Acceptance Difference in positions and interests

Handling and resolving conflict effectively l Understand conflict – its causes, consequences and dynamics l Understand yourself – How you react to conflict – Your style in dealing with conflict l Try to adapt your style to suit the situation l Try and use constructive language and behaviour in conflict situations

How argumentative are you? l Do you relish a good argument? l Are you energetic and expressive when you argue? l Do you see arguments as a way to solve problems and sort out differences? l Do you feel pleased when you win an argument? l During arguments do you usually feel in control?

Can it be beneficial? In western culture, conflict, debate and competition are seen as essential to high performance and success • Many organisations seek to stimulate conflict as a catalyst for creativity, group identification and continuous improvement • There is also a belief that suppressing conflict can have damaging consequences

Ego states

OK Corral

Pinch or crunch? Information/Expectations Commitment Stability/Productivity

Information/Expectations Commitment Stability/Productivity Pinch Disruption of Expectations Pinches often happen during change and transition periods

Information/Expectations Commitment Stability/Productivity Pinch Change and transition Disruption of Expectations Crunch

Information/Expectations Commitment Stability/Productivity Pinch Change and transition Disruption of Expectations Short-term recommitment Passive or mute withdrawal Active or aggressive withdrawal Crunch Re-negotiating expectations

Crucial conversations l l l Are rarely one-off: you need to be thinking ahead about where this might lead Are rarely productive when there is a combat mentality: you need to come in with a genuine desire to achieve a mutually desirable outcome Rationale Timing Language Trigger emotional defences: you need to think about all the ways you can make it safe to engage Can be planned but not rehearsed: you need a simple, flexible framework to guide your approach Often get messy: you may need to be persistent and focussed to achieve a sound outcome Language Physical and psychological attitude

Some leadership actions • Involve people in planning team targets and activity • Promote unit cohesion; integrate new members • Rotate jobs when you can; cross-training • Give people responsibility for discrete tasks Planning • Routinely de-brief projects and activities • Maintain forum(s) for whole team dialogue • Stay in touch with everyone on the team • Repeat key messages, using different channels • Listen Communication • Give people, regular, behavioural feedback • Promote key policies and entitlements • Help people work out WIFM • Set the example • Take an interest in people’s well-being: physical fitness, sleep and nutrition Work-life balance

Organisational policy and practice Review of key learning Session 2 agenda Stress reduction options Team assessment

Characteristics of an effective organisational approach l Commitment from the top l Joined up policies (e. g. fit between related policies on recruitment, performance management, career development and health and safety) l Managers: Ø With the required knowledge and skills Ø Modelling the expected behaviour l High levels of awareness and understanding among staff l Atmosphere of open discussion and dialogue l Established and well used mechanisms

Organisational actions (1) Robust and transparent approach to agreeing goals and accountability Job (re-) design Integration of stress risk assessment into: Ø H&S practice Ø Performance management Training, support and information for managers on: Ø Work planning Ø Coaching and supporting staff Ø Preventive management Increased employee involvement through Ø Staff surveys Ø Routine delegation, project management and multidisciplinary/level working

Organisational actions (2) Work-life balance and well-being measures: Ø Ø Ø Flexible working arrangements Child and adult care support Occupational health support Employee Assistance programme Healthy lifestyle promotion and support

HSE management standards: six sources of stress Demands Control Support Relationships Role Change

5 -step risk assessment model Identify hazards Decide who might be harmed and how Evaluate risks and current controls Record findings Review and refine

The risk management process

Managing stress - individual approaches l Planning ahead and practising good time management l Having good personal health management practices l Increasing physical exercise l Relaxation training l Expanding social support network

Stress toolkit - managing time l Take stock – make a list l Prioritise l Recognise what you cannot change l Set goals l Break down work into specific tasks l Tackle one thing at a time

Einstein didn’t remember his own telephone number. He didn’t want to clutter his mind with information that could be accessed any time.

Stress toolkit – managing yourself l. Take responsibility for your stress Ø Monitor it Ø Be prepared to ask for help l. Recognise your strengths, limitations, comfort and stretch zones l. Tune into your self-talk – and challenge it l. Use the support available to you l. Plan to reward yourself – have fun!

Stress toolkit – managing relationships l Practise assertiveness 1. 2. 3. 4. Decide what you want Say it clearly and specifically Support what you say by how you say it Don’t be manipulated or sidetracked l Listen to others l Aim for a working compromise or “win win” situation l Keep communicating with your manager/team leader and colleagues

Tips on action planning l Agree appropriate actions with your team or with the individual(s) concerned l Assign responsibilities and deadlines l Always include success measures – how will you know if the actions are working l Share the plan with those affected

Measurement of workplace stress l Subjective ratings: survey of employees on stress factors and effects l Psycho-physiological techniques: measurements of heart rate and brain wave l Psycho-social questionnaires: survey of employees on “engagement factors”

Monitoring and evaluation Avoid overkill – match the monitoring method to the issue and the size of the group affected Regular review in team meetings or 1: 1 s should be a reliable enough method for most line managers On a larger scale, it may necessary to collect and compare data on: Ø Staff turnover Ø Sickness absence Ø Lost time If responsibility for action is shared or delegated, hold people to account – otherwise there may be cynicism about how seriously you take this issue