The 11th Hour: How Working Under Pressure Can Be a Strength
By Robert Biswas-Diener
Original Content | January 12, 2010
Waiting until the last minute to tackle important projects doesn't mean you're a procrastinator—it could just mean that your mind works better under pressure.
As a university instructor, the close of each academic term is always the same for me: I get a flurry of apologetic e-mails from panicked students who have put off their homework and term papers until the last possible moment. They beg for an extension. Procrastination is a phenomenon that is familiar to everyone, even outside of academia.
Who really likes to wash laundry, balance checkbooks or fill out complicated tax forms? Most folks put these activities off in favor of more pleasant pastimes like socializing, going out to eat or reading a good book. Procrastination is the result of having very little motivation for a boring or unpleasant activity and it is something everyone experiences. The real problem is that procrastination can sometimes overshadow a hidden strength.
Incubation Is Not Procrastination
I once coached an extraordinary young man, whom I'll call Mark. Mark was at the tail end of his training at a prestigious medical school. When we met on a Monday of his last week, Mark told me he felt the stress of a number of weighty assignments, all of which had pressing deadlines. He had only a handful of days to write applications for internships, turn in final papers and secure letters of recommendation. It was a tremendous amount of difficult work to be completed in a short period of time. Mark asked me to check back with him midweek to crack the whip and make sure he was still making progress on his work. When we spoke again on Wednesday, Mark had fallen into a deep funk. Not only was there no progress, but he had frittered away hours in meaningless pastimes like downloading music and walking in the park.
Mark uttered the all-too-familiar phrase, "I am such a procrastinator!" He vilified himself for checking e-mail, having lunch with his wife and other activities that appeared to be in the service of avoiding his more pressing tasks. Something about the word "procrastinator" just didn't fit with what I was seeing. Here was a young man about to graduate from an elite medical school with a flawless academic record extending back into his middle school years. My instincts told me that it was not a lifetime of chronic procrastination that led Mark to his current situation. On a hunch, I asked him a crucial question, "When you get around to completing your work—and we both know that you eventually will—how will the quality be?" My client seemed taken aback by the question. He answered with confidence, a single word: "Superior!"
The 11th Hour: How Working Under Pressure Can Be a Strength
By Robert Biswas-Diener
Original Content | January 12, 2010 Comment (1) Email Print Share I Like It I realized, in that moment, that there may be a subtle but important difference between the "back burner" mentality I saw in my client and the traditional way a procrastinator works.
Procrastinators may have a habit of putting off important work. They may not ever get to projects or leave projects half finished. Importantly, when they do complete projects, the quality might be mediocre as a result of their lack of engagement or inability to work well under pressure. What Mark presented was something qualitatively different: a clear sense of deadlines, confidence that the work would be complete on time, certainty that the work would be of superior quality and the ability to subconsciously process important ideas while doing other—often recreational—activities. I realized I was looking at a strength, one I called "incubator." When I shared this term with Mark, he felt as if the weight of the world had been lifted off his shoulders.
What Does Incubation Mean?
One of the greatest difficulties with identifying an incubator is that they often look like procrastinators. People with both work styles tend to put off work until the last moment, and both seem to be best motivated by external pressures such as deadlines. Importantly, people with both work styles are likely to be hard on themselves and consider themselves lazy. In a pilot study with 184 undergraduate university students, we were able to isolate specific items that distinguished incubators from the rest of the pack. Incubators were the only students who had superior-quality work but who also worked at the last moment, under pressure, motivated by a looming deadline. This set them apart from the classic "good students," the planners who strategically start working long before assignments are due, and from the procrastinators, who wait until the last minute but then hand in shoddy work or hand it in late.
For most incubators, having a label that is less pejorative than "procrastinator" can be a breath of fresh air. Incubators tend to be bright, creative people with an amazing gift to work hard under pressure. As such, they can be very dependable in work situations that require last-minute changes or tight deadlines. The other side of this coin is that they can be frustrating to work with because they appear to sit idle for so long. For incubators, it can be as helpful to appraise friends, family members and co-workers of your natural work style so the people around you can adjust their expectations accordingly. Setting realistic expectations for yourself can let you off the emotional hook as you appear to waste time, solid in the knowledge that your projects will be completed when they need to be. My former coaching client, Mark, actually built in "incubation time" during which he could watch movies, listen to music or other goof-off activities, knowing that—below the surface—his mind was preparing for work and that he would snap into action when the time was right. As for my students requesting extensions for their term papers, they should have planned ahead! Are You an Incubator? Use the scale below to answer the following questions:
4 - Perfectly describes me
3 - Describes me somewhat
2 - Does not really describe me
1 - Does not describe me at all
A. _____ I always get my work completed on time.
B. _____ The quality of my work is superior.
C. _____ It takes a looming deadline to motivate me.
D. _____ When I finally get to work, I feel highly engaged.
E. _____ I surprise myself by moving into action at the last minute.
F. _____ I do my best work under pressure.
If you scored a 20 or higher, you may be an incubator.
Dr. Robert Biswas-Diener is widely known as the Indiana Jones of Positive Psychology because his research on happiness has taken him to such far flung places as Greenland, India and Kenya. He currently sits on the editorial boards for the Journal of Happiness Studies and Journal of Positive Psychology and is the author of Practicing Positive Psychology Coaching, Happiness: Unlocking the mysteries of psychological wealth and Positive Psychology Coaching.
MY THOUGHTS
If I don't watch it, I can be an incubator. Working under pressure has always been part of my job description. years of practice can make you think you're an expert. because you are able to deliver, somehow you thing you're good. that it's a competency you should be proud of.like everything else incubation has its downside. ad our works tyle affects everyone else - at home and at work. so, incubation should be a style we use only sparingly and not all the time.
Saturday, February 20, 2010
Sunday, January 17, 2010
The 11th Hour: How Working Under Pressure Can Be a Strength
The 11th Hour: How Working Under Pressure Can Be a Strength
By Robert Biswas-Diener
Original Content | January 12, 2010
Waiting until the last minute to tackle important projects doesn't mean you're a procrastinator—it could just mean that your mind works better under pressure.
As a university instructor, the close of each academic term is always the same for me: I get a flurry of apologetic e-mails from panicked students who have put off their homework and term papers until the last possible moment. They beg for an extension. Procrastination is a phenomenon that is familiar to everyone, even outside of academia.
Who really likes to wash laundry, balance checkbooks or fill out complicated tax forms? Most folks put these activities off in favor of more pleasant pastimes like socializing, going out to eat or reading a good book. Procrastination is the result of having very little motivation for a boring or unpleasant activity and it is something everyone experiences. The real problem is that procrastination can sometimes overshadow a hidden strength.
Incubation Is Not Procrastination
I once coached an extraordinary young man, whom I'll call Mark. Mark was at the tail end of his training at a prestigious medical school. When we met on a Monday of his last week, Mark told me he felt the stress of a number of weighty assignments, all of which had pressing deadlines. He had only a handful of days to write applications for internships, turn in final papers and secure letters of recommendation. It was a tremendous amount of difficult work to be completed in a short period of time. Mark asked me to check back with him midweek to crack the whip and make sure he was still making progress on his work. When we spoke again on Wednesday, Mark had fallen into a deep funk. Not only was there no progress, but he had frittered away hours in meaningless pastimes like downloading music and walking in the park.
Mark uttered the all-too-familiar phrase, "I am such a procrastinator!" He vilified himself for checking e-mail, having lunch with his wife and other activities that appeared to be in the service of avoiding his more pressing tasks. Something about the word "procrastinator" just didn't fit with what I was seeing. Here was a young man about to graduate from an elite medical school with a flawless academic record extending back into his middle school years. My instincts told me that it was not a lifetime of chronic procrastination that led Mark to his current situation. On a hunch, I asked him a crucial question, "When you get around to completing your work—and we both know that you eventually will—how will the quality be?" My client seemed taken aback by the question. He answered with confidence, a single word: "Superior!"
The 11th Hour: How Working Under Pressure Can Be a Strength
By Robert Biswas-Diener
Original Content | January 12, 2010 Comment (1) Email Print Share I Like It I realized, in that moment, that there may be a subtle but important difference between the "back burner" mentality I saw in my client and the traditional way a procrastinator works.
Procrastinators may have a habit of putting off important work. They may not ever get to projects or leave projects half finished. Importantly, when they do complete projects, the quality might be mediocre as a result of their lack of engagement or inability to work well under pressure. What Mark presented was something qualitatively different: a clear sense of deadlines, confidence that the work would be complete on time, certainty that the work would be of superior quality and the ability to subconsciously process important ideas while doing other—often recreational—activities. I realized I was looking at a strength, one I called "incubator." When I shared this term with Mark, he felt as if the weight of the world had been lifted off his shoulders.
What Does Incubation Mean?
One of the greatest difficulties with identifying an incubator is that they often look like procrastinators. People with both work styles tend to put off work until the last moment, and both seem to be best motivated by external pressures such as deadlines. Importantly, people with both work styles are likely to be hard on themselves and consider themselves lazy. In a pilot study with 184 undergraduate university students, we were able to isolate specific items that distinguished incubators from the rest of the pack. Incubators were the only students who had superior-quality work but who also worked at the last moment, under pressure, motivated by a looming deadline. This set them apart from the classic "good students," the planners who strategically start working long before assignments are due, and from the procrastinators, who wait until the last minute but then hand in shoddy work or hand it in late.
For most incubators, having a label that is less pejorative than "procrastinator" can be a breath of fresh air. Incubators tend to be bright, creative people with an amazing gift to work hard under pressure. As such, they can be very dependable in work situations that require last-minute changes or tight deadlines. The other side of this coin is that they can be frustrating to work with because they appear to sit idle for so long. For incubators, it can be as helpful to appraise friends, family members and co-workers of your natural work style so the people around you can adjust their expectations accordingly. Setting realistic expectations for yourself can let you off the emotional hook as you appear to waste time, solid in the knowledge that your projects will be completed when they need to be. My former coaching client, Mark, actually built in "incubation time" during which he could watch movies, listen to music or other goof-off activities, knowing that—below the surface—his mind was preparing for work and that he would snap into action when the time was right. As for my students requesting extensions for their term papers, they should have planned ahead! Are You an Incubator? Use the scale below to answer the following questions:
4 - Perfectly describes me
3 - Describes me somewhat
2 - Does not really describe me
1 - Does not describe me at all
A. _____ I always get my work completed on time.
B. _____ The quality of my work is superior.
C. _____ It takes a looming deadline to motivate me.
D. _____ When I finally get to work, I feel highly engaged.
E. _____ I surprise myself by moving into action at the last minute.
F. _____ I do my best work under pressure.
If you scored a 20 or higher, you may be an incubator.
Dr. Robert Biswas-Diener is widely known as the Indiana Jones of Positive Psychology because his research on happiness has taken him to such far flung places as Greenland, India and Kenya. He currently sits on the editorial boards for the Journal of Happiness Studies and Journal of Positive Psychology and is the author of Practicing Positive Psychology Coaching, Happiness: Unlocking the mysteries of psychological wealth and Positive Psychology Coaching.
By Robert Biswas-Diener
Original Content | January 12, 2010
Waiting until the last minute to tackle important projects doesn't mean you're a procrastinator—it could just mean that your mind works better under pressure.
As a university instructor, the close of each academic term is always the same for me: I get a flurry of apologetic e-mails from panicked students who have put off their homework and term papers until the last possible moment. They beg for an extension. Procrastination is a phenomenon that is familiar to everyone, even outside of academia.
Who really likes to wash laundry, balance checkbooks or fill out complicated tax forms? Most folks put these activities off in favor of more pleasant pastimes like socializing, going out to eat or reading a good book. Procrastination is the result of having very little motivation for a boring or unpleasant activity and it is something everyone experiences. The real problem is that procrastination can sometimes overshadow a hidden strength.
Incubation Is Not Procrastination
I once coached an extraordinary young man, whom I'll call Mark. Mark was at the tail end of his training at a prestigious medical school. When we met on a Monday of his last week, Mark told me he felt the stress of a number of weighty assignments, all of which had pressing deadlines. He had only a handful of days to write applications for internships, turn in final papers and secure letters of recommendation. It was a tremendous amount of difficult work to be completed in a short period of time. Mark asked me to check back with him midweek to crack the whip and make sure he was still making progress on his work. When we spoke again on Wednesday, Mark had fallen into a deep funk. Not only was there no progress, but he had frittered away hours in meaningless pastimes like downloading music and walking in the park.
Mark uttered the all-too-familiar phrase, "I am such a procrastinator!" He vilified himself for checking e-mail, having lunch with his wife and other activities that appeared to be in the service of avoiding his more pressing tasks. Something about the word "procrastinator" just didn't fit with what I was seeing. Here was a young man about to graduate from an elite medical school with a flawless academic record extending back into his middle school years. My instincts told me that it was not a lifetime of chronic procrastination that led Mark to his current situation. On a hunch, I asked him a crucial question, "When you get around to completing your work—and we both know that you eventually will—how will the quality be?" My client seemed taken aback by the question. He answered with confidence, a single word: "Superior!"
The 11th Hour: How Working Under Pressure Can Be a Strength
By Robert Biswas-Diener
Original Content | January 12, 2010 Comment (1) Email Print Share I Like It I realized, in that moment, that there may be a subtle but important difference between the "back burner" mentality I saw in my client and the traditional way a procrastinator works.
Procrastinators may have a habit of putting off important work. They may not ever get to projects or leave projects half finished. Importantly, when they do complete projects, the quality might be mediocre as a result of their lack of engagement or inability to work well under pressure. What Mark presented was something qualitatively different: a clear sense of deadlines, confidence that the work would be complete on time, certainty that the work would be of superior quality and the ability to subconsciously process important ideas while doing other—often recreational—activities. I realized I was looking at a strength, one I called "incubator." When I shared this term with Mark, he felt as if the weight of the world had been lifted off his shoulders.
What Does Incubation Mean?
One of the greatest difficulties with identifying an incubator is that they often look like procrastinators. People with both work styles tend to put off work until the last moment, and both seem to be best motivated by external pressures such as deadlines. Importantly, people with both work styles are likely to be hard on themselves and consider themselves lazy. In a pilot study with 184 undergraduate university students, we were able to isolate specific items that distinguished incubators from the rest of the pack. Incubators were the only students who had superior-quality work but who also worked at the last moment, under pressure, motivated by a looming deadline. This set them apart from the classic "good students," the planners who strategically start working long before assignments are due, and from the procrastinators, who wait until the last minute but then hand in shoddy work or hand it in late.
For most incubators, having a label that is less pejorative than "procrastinator" can be a breath of fresh air. Incubators tend to be bright, creative people with an amazing gift to work hard under pressure. As such, they can be very dependable in work situations that require last-minute changes or tight deadlines. The other side of this coin is that they can be frustrating to work with because they appear to sit idle for so long. For incubators, it can be as helpful to appraise friends, family members and co-workers of your natural work style so the people around you can adjust their expectations accordingly. Setting realistic expectations for yourself can let you off the emotional hook as you appear to waste time, solid in the knowledge that your projects will be completed when they need to be. My former coaching client, Mark, actually built in "incubation time" during which he could watch movies, listen to music or other goof-off activities, knowing that—below the surface—his mind was preparing for work and that he would snap into action when the time was right. As for my students requesting extensions for their term papers, they should have planned ahead! Are You an Incubator? Use the scale below to answer the following questions:
4 - Perfectly describes me
3 - Describes me somewhat
2 - Does not really describe me
1 - Does not describe me at all
A. _____ I always get my work completed on time.
B. _____ The quality of my work is superior.
C. _____ It takes a looming deadline to motivate me.
D. _____ When I finally get to work, I feel highly engaged.
E. _____ I surprise myself by moving into action at the last minute.
F. _____ I do my best work under pressure.
If you scored a 20 or higher, you may be an incubator.
Dr. Robert Biswas-Diener is widely known as the Indiana Jones of Positive Psychology because his research on happiness has taken him to such far flung places as Greenland, India and Kenya. He currently sits on the editorial boards for the Journal of Happiness Studies and Journal of Positive Psychology and is the author of Practicing Positive Psychology Coaching, Happiness: Unlocking the mysteries of psychological wealth and Positive Psychology Coaching.
Wednesday, August 19, 2009
Monday, August 17, 2009
may solusyon ba ang workplace stress
Solutions to Workplace Stress
Office stressors require solutions
By Jennifer Newman and Darryl Grigg, Vancouver Sun; Canwest News ServiceJuly 31, 2009
Workplace stress is common, yet is not always easy to see or remedy. Poor planning, difficulties with assessing priorities, organizational policy gaps, supervisory issues and immature interpersonal relations among co-workers can create stress.
Here are some stressors that, if left unchecked, harm staff and businesses:
- Accountability Stress: Generally, accountability is something positive. People like a sense of accomplishment and recognition when they reach milestones and deliver on promises.
However, stress results when individuals have an enormous amount of responsibility but no authority. In these situations, staff are to deliver on a project and may even be assigned as the lead person but they have no power to deal with issues as they arise.
For example, if someone on the project is not carrying his weight, the accountable staff person cannot wield enough authority to get the job done. So they are rendered ineffectual because they have no powers of discipline, performance review authority, hiring or firing capacity or ability to influence another's career. Yet, at the same time, this staff person must deliver his or her project in a timely fashion. The resulting stress is difficult to deal with especially when it looks like the project might fail without intervention.
Fixing this situation is difficult without the help of the superior who assigned the project. If that supervisor waves the staff person away, the project will probably fail.
This occurs when the employee in charge is unable to effect change in the composition of the team or offer incentives such as favourable evaluations to work diligently and co-operatively. Instead, staff find themselves up against people who don't have to perform at the standard required or even co-operate fully.
The staff person in charge should either have the authority to lead or the supervisor must partner with him to ensure the job is taken seriously. Many supervisors in this situation abdicate their responsibility for the project by handing it off to a relatively powerless subordinate.
Staff must have a frank discussion with the supervisor when this happens and if there is no change they may want to ask to be removed from the project or to take a different role.
- Work-Life Balance Stress: Juggling work and home life responsibilities can take a toll on those with family and career obligations. When one's standards in both arenas do not match what is humanly possible to achieve, stress results.
People are often inclined to believe that they must perform at Olympic levels both professionally and personally. Being able to stand back and critically examine what is most important and how to achieve these priorities is key.
If for example, a time crunch is occurring at work, it may be time to talk to family members about helping out to make the job at work go smoothly. If responsibilities are mounting at home, a discussion with a supervisor may be in order to offer some respite from scheduling difficulties at work.
Those who believe they must grin and bear it or make every priority a key "must do" are at the greatest risk for this kind of workplace stress. Evaluate what must be done, in what order and in what time frame and ask for help to combat this stressor.
- Discrimination: Enduring discrimination at work on the basis of one's race, gender, sexual orientation or physical disability can be extremely stressful. When this occurs it is important to know your company's policy regarding treatment of minorities.
Sometimes you may notice a particular ethnic or racial group is getting the interesting assignments or there are racial or sexual slurs made at your expense. Many companies have policies that provide recourse in these instances. However, if this is not the case and one can only appeal to superiors, it is important to document the issues about which you want action and your efforts to obtain better treatment.
Letting supervisors know that you want discriminatory activities to stop and that you are expecting action in this area is important. If you are not satisfied, consider moving up the chain of command or to a better company.
- Unfairness: Unfair work practices that don't constitute discrimination are no less stressful. Many employees have found themselves disengaged, thinking of quitting or apathetic at work when treated unfairly. This can include being implicitly or explicitly promised a promotion after completing required tasks to a high standard only to find that the promotion is not forthcoming.
Other instances include being given work beneath your abilities consistently, being appraised critically when circumstances prevented your optimal performance (the project was held up by another department and the responsibility lands on you) or when you weren't provided with the proper resources to do the job effectively. These kinds of situations breed burnout.
It is important to bring unfair circumstances and broken promises to the attention of the organization. Leaving resentment to fester will take its toll on your health in the long run.
- Office-Clique Stress: Social isolation in any situation can be devastating. Office cliques are particularly damaging to morale, given the amount of time spent there. It is normal for workers to be friends with some, but not all staff. But this does not mean others need to be excluded. Supervisors often tolerate this dynamic at their peril.
The difference between normal office friendships and the exclusion of individuals must be made explicit when office cliques are ruining a collegial atmosphere at work. Pointing out to the supervisor that this is occurring is important, but the clique is often subtly sanctioned by the boss who may even belong to the clique.
Appealing to the supervisor's desire to get things done and pointing out how the office clique prevents real collaboration may help heighten the supervisor's awareness. If that doesn't work, it may be time to transfer to another less sophomoric department.
While stress may be common at work, there are ways individual employees, supervisors and the organization can help reduce difficult encounters, harmful dynamics and poorly planned endeavours to generate increased efficiency, productivity and enjoyment.
Dr. Jennifer Newman and Dr. Darryl Grigg are registered psychologists and directors of Newman & Grigg Psychological and Consulting Services Ltd., a Vancouver-based corporate training and development partnership. They can be contacted at sunmailnewmangrigg.com
© Copyright (c)
WHAT I HAVE TO SAY
I totally agree with the workplace stress scenarios - having the responsibility without the authority, the constant pull between work and family, being discriminated because of your gender, nationality or beliefs, finding yourself powerless against the "super powers" - all of these can have a profound impact on one's well being. It is important to note, from this article, the key, the solution is communication - discussing it with someone who can influence or change the situation. Letting things as they are is not the solution to workplace stress.
Office stressors require solutions
By Jennifer Newman and Darryl Grigg, Vancouver Sun; Canwest News ServiceJuly 31, 2009
Workplace stress is common, yet is not always easy to see or remedy. Poor planning, difficulties with assessing priorities, organizational policy gaps, supervisory issues and immature interpersonal relations among co-workers can create stress.
Here are some stressors that, if left unchecked, harm staff and businesses:
- Accountability Stress: Generally, accountability is something positive. People like a sense of accomplishment and recognition when they reach milestones and deliver on promises.
However, stress results when individuals have an enormous amount of responsibility but no authority. In these situations, staff are to deliver on a project and may even be assigned as the lead person but they have no power to deal with issues as they arise.
For example, if someone on the project is not carrying his weight, the accountable staff person cannot wield enough authority to get the job done. So they are rendered ineffectual because they have no powers of discipline, performance review authority, hiring or firing capacity or ability to influence another's career. Yet, at the same time, this staff person must deliver his or her project in a timely fashion. The resulting stress is difficult to deal with especially when it looks like the project might fail without intervention.
Fixing this situation is difficult without the help of the superior who assigned the project. If that supervisor waves the staff person away, the project will probably fail.
This occurs when the employee in charge is unable to effect change in the composition of the team or offer incentives such as favourable evaluations to work diligently and co-operatively. Instead, staff find themselves up against people who don't have to perform at the standard required or even co-operate fully.
The staff person in charge should either have the authority to lead or the supervisor must partner with him to ensure the job is taken seriously. Many supervisors in this situation abdicate their responsibility for the project by handing it off to a relatively powerless subordinate.
Staff must have a frank discussion with the supervisor when this happens and if there is no change they may want to ask to be removed from the project or to take a different role.
- Work-Life Balance Stress: Juggling work and home life responsibilities can take a toll on those with family and career obligations. When one's standards in both arenas do not match what is humanly possible to achieve, stress results.
People are often inclined to believe that they must perform at Olympic levels both professionally and personally. Being able to stand back and critically examine what is most important and how to achieve these priorities is key.
If for example, a time crunch is occurring at work, it may be time to talk to family members about helping out to make the job at work go smoothly. If responsibilities are mounting at home, a discussion with a supervisor may be in order to offer some respite from scheduling difficulties at work.
Those who believe they must grin and bear it or make every priority a key "must do" are at the greatest risk for this kind of workplace stress. Evaluate what must be done, in what order and in what time frame and ask for help to combat this stressor.
- Discrimination: Enduring discrimination at work on the basis of one's race, gender, sexual orientation or physical disability can be extremely stressful. When this occurs it is important to know your company's policy regarding treatment of minorities.
Sometimes you may notice a particular ethnic or racial group is getting the interesting assignments or there are racial or sexual slurs made at your expense. Many companies have policies that provide recourse in these instances. However, if this is not the case and one can only appeal to superiors, it is important to document the issues about which you want action and your efforts to obtain better treatment.
Letting supervisors know that you want discriminatory activities to stop and that you are expecting action in this area is important. If you are not satisfied, consider moving up the chain of command or to a better company.
- Unfairness: Unfair work practices that don't constitute discrimination are no less stressful. Many employees have found themselves disengaged, thinking of quitting or apathetic at work when treated unfairly. This can include being implicitly or explicitly promised a promotion after completing required tasks to a high standard only to find that the promotion is not forthcoming.
Other instances include being given work beneath your abilities consistently, being appraised critically when circumstances prevented your optimal performance (the project was held up by another department and the responsibility lands on you) or when you weren't provided with the proper resources to do the job effectively. These kinds of situations breed burnout.
It is important to bring unfair circumstances and broken promises to the attention of the organization. Leaving resentment to fester will take its toll on your health in the long run.
- Office-Clique Stress: Social isolation in any situation can be devastating. Office cliques are particularly damaging to morale, given the amount of time spent there. It is normal for workers to be friends with some, but not all staff. But this does not mean others need to be excluded. Supervisors often tolerate this dynamic at their peril.
The difference between normal office friendships and the exclusion of individuals must be made explicit when office cliques are ruining a collegial atmosphere at work. Pointing out to the supervisor that this is occurring is important, but the clique is often subtly sanctioned by the boss who may even belong to the clique.
Appealing to the supervisor's desire to get things done and pointing out how the office clique prevents real collaboration may help heighten the supervisor's awareness. If that doesn't work, it may be time to transfer to another less sophomoric department.
While stress may be common at work, there are ways individual employees, supervisors and the organization can help reduce difficult encounters, harmful dynamics and poorly planned endeavours to generate increased efficiency, productivity and enjoyment.
Dr. Jennifer Newman and Dr. Darryl Grigg are registered psychologists and directors of Newman & Grigg Psychological and Consulting Services Ltd., a Vancouver-based corporate training and development partnership. They can be contacted at sunmailnewmangrigg.com
© Copyright (c)
WHAT I HAVE TO SAY
I totally agree with the workplace stress scenarios - having the responsibility without the authority, the constant pull between work and family, being discriminated because of your gender, nationality or beliefs, finding yourself powerless against the "super powers" - all of these can have a profound impact on one's well being. It is important to note, from this article, the key, the solution is communication - discussing it with someone who can influence or change the situation. Letting things as they are is not the solution to workplace stress.
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