Achieving under Pressure – Lessons from High Performance Environments
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Transcript of Achieving under Pressure – Lessons from High Performance Environments
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Achieving under Pressure – Lessons from High Performance
Environments
Professor Dave Collins PhD CPsychol. CSci. FSMA
P2E Associates
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Part 1: Tuning your engine
Natural Rhythms & Nutrition
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Rhythms- Natural and Not So Natural!
SNAPSHOT 1TLX Total=101Cortisol=380Hydration OK
SNAPSHOT 2TLX Total=167Cortisol=585Hydration OK
SNAPSHOT 3TLX Total=103Cortisol=350Hydration OK
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Daily Peaks and Troughs
Natural peaks and troughs14.00 and 19.00 slumps
Engineered peaks and troughsChange of activity
The 90 minute barrier
Meaningful breaksThe fag Break AdvantageSnacks, drinks and walks
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Drinking for Performance
Hydration 1.5-2 Litres per day (12 glasses of water!) >1% Bodyweight loss impacts mood, anger control,
balance and cognitive function >2% can lead to 20% drop in performance (Sharma et al., 1986. Ergonomics, 29(6),
791-799) 3% is not unusual
SOME other drinks are OK Resist the Volvic Challenge Watch your total caffiene
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Eating for Performance
AVOID THE SUGAR RUSHChocoholics and biscuit fiends beware
GRAZING Little and often (helps weight management too) Eat early (Breakfast crucial)
BALANCEComplex carbs for energy, protein to maintain ‘balance’
Avoid the “Eat and run” effect
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AD
AP
TIV
E A
BIL
ITY
ALARM PHASE
SHOCK COUNTERSHOCK
STRESSOR
RESISTANCE PHASE
EXHAUSTION
GENERAL ADAPTATION SYNDROME (GAS)
TIME
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PE
RF
OR
MA
NC
E
O
-
+
TIME
THEORETICAL ASPECTS: DELAYED ADAPTATION TO AN EXERCISE
STIMULUS (YAKOLEV 1965; 1977)
1 22
33
44
1 IMMEDIATE RESPONSE (FATIGUE?)
2 RECOVERY
3 OVERCOMPENSATION
2 + 3 DELAYED TRAINING ADAPTATION
4 DETRAINING4 DETRAINING
STIMULUS
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Normal periodisation of training
T i m e
Over-reaching (
Overtraining Syndrome
Pe
rf
or
ma
nc
e
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STRESS IMPACTSExtreme stress can result in
breakdownImpacts immune system –
frequent minor infectionsImpacts motor control system
– clumsiness and injury rateAffects mood, sleep, libido,
stiffness, libido, vigour, libido, appetite, libido, sweat rate, libido etc.
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So remember….
STRESS IS ADDITIVE AND NON-SPECIFIC IN ITS IMPACT
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EXTRAS FOR THE BUSINESS SETTING
The magnifying effect of a “small” problem
IMAGINE ..You are a high speed computer, one of the best around. Any problem (e.g. A ‘hassle’) uses up working capacity and slows you down.You need to work harder to get the same result.
BUT…You are a person, better than a computer! The problem slows you down…and (being human) you also WORRY about the problem.
For every one unit that a computer would lose, the effect is often TRIPLED because of our tendency to ruminate.
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The “Frazzle Factor”Daily hassles and Under-
Recovery
MON TUES WED THURS FRI SAT SUN
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Your OWN Support PlanEat, drink and be recovered!Micro, meso and macro cycle impacts
Control the controllables An emphasis on eliminating daily hassles “I’m just a boy who can’t say…..” Managing up – Negotiate time blocks Managing down – Red Flags and ZULU
adjustmentsPlanning and using work blocks Proactive variation and reactive recovery Time to recover/Time to prime
Just like the athletes – “LISTEN TO YOUR BODY”
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Part 2: Changing the Arena
Accentuating positives VERSUS ENSURING positives and minimising
negatives
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Enduring PrinciplesWhat generates performance?
0
20
40
60
80
Actual Performance
Lennox HassamSomethingorother
Product losses
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Human Assumptions on Progress
We ‘assume’ that we are in controlDenver International airport (16 months
late,300% over budget)Eurofighter jet (5 years late, $25 billion
above predicted cost) Scottish Parliament building (3 years late,
projected £35million actual £414 million)The Sydney opera house (a scaled down
version completed 10 years late, with estimated costs of $7 million eventually amounting to $102 million
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Human Assumptions on Progress
We ‘know’ that we will make itWhen asked to predict completion date for their
honours thesis ‘if everything went as poorly as it possibly could’, students significantly underestimate by up to 50% (Buehler et al 1994)
Predictions based on realistic ‘best guess’ scenarios or hoped-for ‘best case’ scenarios, produce indistinguishable results (Newby-Clark et al, 2000)
20 year study of 284 ‘prediction experts’ suggest accuracy < 14%...”no better than dart throwing chimps” (Tetlock, 2005)
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Because MOST of us don’t.....
Refine plans, estimates, etc. as we go (Hedgehogs V Foxes – Tetlock, 2005)
Audit thinking in slower time – we like and are attracted to ‘decisive answer-rers’
“our brains are made for fitness, not for truth” (Pinker 1997)
Self-critique dispassionately and in an unbiased manner
“when faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof” (Galbraith 2002)
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We are built with.....•A strong preference for simplicity•An aversion to ambiguity and dissonance•A deep-rooted need to believe we live in an
orderly world•A lack of appreciation of the laws of chance
As a result, for example.....•44,000 and 94,000 patients die each year as a result of
medical error in U.S hospitals (IOM 1999) •major causes of medical decision making error
identified as physician’s lack of competency in probabilistic reasoning (Patel, 2000).
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Why is this SO relevant now?Thinking space is decreased by acute
and chronic pressureThis just accentuates our natural tendencies
Under pressure, we tend to ignore blocks and ‘focus on the wins’
We hope for positives and “la-la” the negatives
Under pressure, working on detail makes us comfortable
We micromanage at the edge of oblivion
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SO to stay on track...Plan when you can
‘Deliberate planning’ is a luxury to be exploited
Schedule and adhere to DM auditsLook at and solve what
stops you achieving Switch focus
Trees, castle, trees, swamp
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(Adapted from Foster (1998), MSSE, 30, 1164-1168)
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Measuring Workload
The NASA TLXDeveloped to identify the sources of
workload under various conditions and between individuals
Tells you where the pressure comes from
Provides a numeric value so sources can be compared and interventions evaluated
Can give surprising answerse.g. Surgeons
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WORKLOAD FACTORS
PHYSICAL
TIME PRESSURE
OWNPERFORMANCE
FRUSTRATION
MENTALEFFORT
MENTALDEMAND
NASATASK LOAD
INDEX
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Using workload – Rev-ving slower
Decrease un-useful effortFocus your use of ‘consultants’
The Priority GameIf everything IS urgent then….?!Some “urgents” are more urgent than
others!!!Rules of prioritisation
Cost of a cock upCan someone else cover it (parts of it)?Who’s agenda?
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Stress effects – The Take Home Messages
Stress has positive and negative effectsEffects are differential relating to nature
of the task, personality, arousal level, etc.Distractions can help and hinder
How can you use them positively?Can you reduce mental workload for
certain tasks by ‘stress innoculation’?
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The Cumulative Effects of Worry
Worry – Fatigue – Worry cycleRaised Cortisol levels
Change in Focus
Under-recoveryStart the next day/week/month
knackeredFatigue – Worry - Fatigue
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Impact of an Over-revving Work Style
EMOTIONAL :
My interpersonal behaviour
MENTAL WORKLOAD
How hard I’m working
AFFECT:
How I feel in the evening
SHORT TERM
(daily hassle) “tetchy, on edge” Works harder to get same result
Tired, everything feels difficult
MEDIUM TERM
(nagging worry) “Distracted, moody”
Distraction – starting to be less able to concentrate on normally easy tasks, drives self harder
Starting to use coping resources e.g. eat less, low or extremely variable blood sugar so fatigued at end of the day
LONG TERM
(is this something serious?)
“damaged goods”
“a martyr to XXXX”
“Like walking through treacle”
Unable to perform to acceptable standard
Exhausted, feeling helpless, victim. Low self-efficacy.
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Your OWN Optimum Work ArenaWork on increasing potential AND
eliminating product losses “Think about balance, timing and process”
Counter ‘natural’ assumptions and stylesPlan when you can
Consider a VARIED work styleVariation is less stressful AND more efficientVariation can be achieved with consistent
TOTAL workload It ‘feels funny’ as routine is comfortable
Measure and reduce mental workload
Just like the elite team players – “ALWAYS PLAY AT HOME”