STRESS AND THE PENTAGRAM Action StrategiesThe impact on stress management Create a supportive work...

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STRESS AND

THE PENTAGRAM

Action Strategies


Our observation

Todaycompaniescangainacompetitiveadvantagefromtheabilityoftheirleaderstodealwithinstability,complexity,andunpredictabilitywithoutcreatingadditionalstress.Bydoingso,theyhaveadirectimpactontheperformanceoftheirteams.Inanyorganization,anoptimumlevelofstressexists,whichpromotesanoptimumlevelofperformance. To diagnose and correct counter‐productive stress situations, we1 havedevelopedamodel:thePENTAGRAM2Thismodel is forexecutivesandmanagerswhowish to reduce the levelof stress in theirorganization, andwho alsowish to understand their role as instigators or transmitters ofstress. Usingthepentagramafterasystemicreviewofthesituationiscompleted,itbecomespossibleandrealistictodeterminenecessaryactions,prioritizethem,anddelegatethemtoothers.Ultimatelythepentagramwillaidinanticipatingsituationsthatmaybepotentialsourcesofstressandinitiatingnewandappropriateactions.

The Pentagram

The five endpoints of the pentagram indicate relationships among the various eventscomingfromtheenvironmentthatcanbeidentifiedasstressfactors.Theseendpointsare:1. Demand: "psychological demand," i.e. the relationship established between the

perceivedworkload and the resources available tomeet it; the overallwork capacitytogetherwiththeassociatedproductivity,

2. Role: the perceived position, participation in decision‐making, the organization, theprocedures,themanagementofallinternalflows,inputsandoutputs,

3. Values:culture,thework‐lifebalance,ethics,ambition,4. Means:thetools,thejob,logisticalresources,informationtechnology,5. Recognition: the workplace environment, communication, rewards, performance

evaluationandmetrics,theclimateofrelationsbetweenindividuals.Attheheartofthepentagramisthevision,i.e.thestrategy,theproject,thedirectionthatmotivates us. Surrounding the pentagram there is the environment with whichorganizationsareinconstantinteraction,whetherintentionallyornot.


The Pentagram: a compass for understanding stress factors and acting on them

Thedefinitionofstressthatwehaveadoptedisasfollows,"[Stressis]thebody’sreactioninresponsetochanges,requirements,constraintsorthreatsfromitsenvironmentinordertoadapttothem."Dealingwith stress is therefore findinganoptimalbalanceamong these fiveendpoints totakeadvantageofchangesintheenvironment.However the complexity thatorganizations experience stems from the fact that actingononlyoneoftheselevers,regardlessofwhichone,rarelyleadstothedesiredresults..Therearetworeasonsforthis:

1. Eachoftheendpointsisconnectedtoalltheothersandisnotindependentofanyofthem.Consequently,actingononeoftheendpointswillnecessarilyhaveanimpactontheequilibriumofthewhole.Thedynamicthatwillcreatethechangenecessarytocounterorreducestresslieswithinthelinksthatconnecttheendpoints.


2. Andhereisonekeyprinciplefordrivingchangeinacomplexsystem–Itisnotalwaysnecessaryorappropriatetoactontheendpointwherefailureisoccurringinordertoregainbalanceorperformancelevels.

Althoughthe fiveendpointsof thepentagramcanbecombined ina largenumberofsub‐systems,onlyseven combinationsofcertainendpointsmakesensebecause theyallow forstress reduction in organizations via the Human Resources process as well as by way ofactionsandmanagerialskills.The Seven Fields of Intervention

Eachofthesesevenfieldsofinterventioncorrespondstoaspecificcombinationofcertainendpointsofthepentagram.Eachfieldcreatesaspace,asourceoftensionbetweentwoextremebehaviors.Withinthecontextofhumanperformance,eachoftheseextremesisboth asourceofpositivestress andofnegativestress.Thisambivalencerepresentsthetensionofthesub‐systemandthusapotential lever of action to take in order to reach an optimum stress level. Eachofthesesevenfieldsofinterventionisrepresentedbyageometricshapeformedbyjoiningtheendpointsrelatedtoit(usually,itisatriangleinsidethepentagram[seethefollowingpages]);toidentifythemmoreeasily,eachbearsaspecificname.Thereisnohierarchicalorderamonganyofthem.1. Adjustment Toadjustandthereforetoexhibitagility:knowinghowtoadoptanappropriateattitudebetweenreacting to events andtheunforeseenastheyoccur,acceptingtobesurprised;and/orover-adaptinginordertoneverbecaughtoffguard.Leaningtoofartowardsoneortheotherendpoints(waitingtoreactwithoutanticipatingortryingtoanticipateeverything)isastressfactor.2. BelongingAsenseofbelongingwhichfallsbetweentwoextremes:dependenceonthegroupwhichreassuresandcomforts,attheriskofinhibitingtheexpressionofanyindividuality,andindependence whichfreesandliberates,butmayleadtoisolationandanabsenceofsocialconnections.3. Development Therightlevelofdevelopmentbetweenthefollowingtwoattitudes:specializationwhichreinforcesanidentifiedexpertisewithitslimitsthathaveatendencyto"confine"people,or the feeling of being all-powerfulassociatedwithfeelingsoffreedom,butrequirestheabilitytoaddresstheunknownorthe


“neverenough”.4. EfficiencyAlevelofefficiencyoptimizedbetweentwoenvironments:valuing uniqueness and special abilities, which leads to initiative‐taking,butwhichcanbedifficulttointegrate,andemphasizing rules and procedures, whichoffersareassuringframeworkbutcanalsoberestrictive.5. Commitment Alevelofcommitmentoptimizedbetweentwoopposingbehaviors:disengagement,whichallowsonetodisengageinordertowelcomethenew,butcanalsobeperceivedaswithdrawal,and engaged oreven"militant"involvement,riskingthatthecommitmentbecomesa“crusade”.

6. MotivationAppropriatemotivation,alternatingbetweentwoextremes: influencingorbeinginfluenced,whichmayleadtomanipulationortofeelingmanipulated;andontheotherhand, systematically

challenging,whichiscertainlystimulating,howeveritisassociatedwiththedangerofexhaustionorlossofdirection.

7. LeadershipLeadershipstylethatisappropriateandintegratesboth:“everything depends on me”,fromcradletograve,whichmaybeasourceofexcitementoranxietyand“everything is interdependent”,whichseekstheopinionofothersattheriskofdilutingtheleader’sauthority.

Foreachofthesesystemicfieldsofintervention,wewillspecifyitsmeaningandthensuccessivelyidentify:1. Theimpactonstressmanagement2. Thechallengesandrisksofpolarization3. Themanageriallevers4. Themanagerialstyletoadopt


ADJUSTMENT

Anoptimallevelofadjustmentbetweentwobehaviors,bothofwhicharepotentialsourcesofstress:

areactioncompelledbylackofanticipation,and over‐adaptinginordertoneverbecaughtoffguard

TheimpactonstressmanagementEnsurethattheabilitytobeproductiveandthenecessarysupportmeansaresetupfortheshort termaswell as for the long term, inaway thatprevents the stressassociatedwithchange.Controlled stress will allow the management of major changes as well as ongoingadjustmenttochange.ThestakesandthetensionamongtheendpointsIt'saboutallowingeachindividual:

ð tobeinharmonywithmanagingpriorities,distributingandrollingouttasks,anddelegating.

It'saboutimpartingtheorganizationwithacertaindynamicinorderto:ð develop abilities, anticipate risks associated with the business conditions

regardingproductionneeds. ð Thatistosayhavethecorrectskillatthecorrecttimeandinthecorrectplace.

Whatisatplay:o Creatingconditionsthatencourageeachindividual'sagilityinadynamicenvironmento Acceptingtheinstabilityandtheimperfectioninourenvironmentandinwhatwecreateo Identifying sources of stability and focusing on what will not change (paradoxical

approach)


ADJUSTMENT

Themanagerialleversð Correctlydesign/describejobsAwell‐designedjob isstimulatingwithoutbeingtoodemanding. Itallowsthe individualtoachievehis/herpotential.Onthecontrary,ajobthatispoorlydesignedwillbeasourceofstress.Ultimatelyanevaluationofstressrisksusingthepentagramcanprovideinsightintonewneedsandallowreconfigurationofjobs,orthecreationofnewones.

ð DefiningworkhoursWorking longconsecutivehourscan leadtohealthproblemsthatare linkedtostress.Thesame goes for stationarywork.Oneway to reduce risks is to guarantee reasonableworkhoursandtoproperlymanageteamrotations.ð Takeintoaccountthestaff'squalityandquantityInprojectmanagementorwhenbuildingnewteams, it isparticularly important toensurethat thepropernumberand theadequatepeopleareselected inorder tomaximize teamperformanceandthewell‐beingofitsmembers.ð DrivingthedevelopmentoftheorganizationandmanagingchangeCarefullysettingupgoodcommunication,andgivingmaterialsupportandopportunitiestoparticipate, will help reduce the level of stress during times of change. Inversely,Implementingchangeinawaythatmakesthestafffeelthreatened,unsureandunsafecanbehighlydistressing.Themanagerialstyletoadoptð Communicatebygeneratingenthusiasmð Knowhowtobedecisiveinuncertaintimesandmakesurethedecisionsmadearethe

correctonesbyconsultingteammembersð Support team members in their work ð Bepresentandavailableforteammembersinordertolistenandcommunicate


BELONGING

Asenseofbelongingpoisedbetweentwoextremes,bothofwhicharepotentialsourcesofstress:

Dependence on the group, which inhibits any expression ofindividuality,and

Independence, which can lead to isolation and absence ofsocialrelationships.

Theimpactonstressmanagement

Create a supportive work atmosphere where all abilities are utilized to achieve betterperformance.Controlled stress will help each individual to be self motivated. This is key for theorganizationtosucceedwithoutanyadditionalexternalmotivation.Thestakesandthetensionamongtheendpoints It'saboutensuring:

ð that theorganizationhas values that inspire teamcohesionand social support,andthatthesevaluesareexpressedinatangibleway.

ð that each individual feels supported by the team, overcoming the fear of thegroupandinterpersonalconflicts.

Whatisatplay:o Collaboratingwithateammindset,whereastrongandrecognizedsenseofbelongingis

moreimportantthan"my"positiono Encouragingindividualstoachievetheirpersonalbesto Committing to a team with common values while allowing true expression of

individuality


BELONGING

Themanageriallevers

ð CreateaconnectionEstablish a two‐way communication path betweenmanagement andworkers tomaintaininterest in being amemberof theorganizationor the team. Implement transversal inter‐andintra‐teamcommunication.ð HandleconflictsMake sure that interpersonal conflicts are adequately handled. When required, use amediatortomanageinterpersonalconflictsinanadequatefashion.ð ManageteamdynamicsUse group dynamic activities, team coaching and peer groups to foster creativity and todevelopnewbehaviors.ð InformandconsultprofessionalgroupsCommunicate with internal consulting bodies (professional organizations, staffrepresentatives,etc.);havethesegroupsparticipateindecisionsthataffectthem.Theywillbenefit from having more room to maneuver. Feeling that one has or does not have acertainamountofroomtomaneuverisadeterminingfactorinthelevelofstress.Themanagerialstyletoadoptð Useone'srelationalskillstosupportandrevitalize.ð Analyzeandmanagedifficultsituations.ð Stepbacktogainperspectivewhenanalyzinginteractions


DEVELOPMENT

Therightlevelofdevelopmentbetweentwoattitudes,bothofwhicharepotentialsourcesofstress:

Specializationwithitslimitsthathaveatendencyto"confine", Reachingone’sgrowthpotentialwhichcanbefullofunknown.

TheimpactonstressmanagementCreateconditionswheretheskillsrequiredtoreachtheexpectedperformancematchone'sgrowthpotentialControllingstresswillallowthedevelopmentofawealthofindividualskills.ThestakesandthetensionamongtheendpointsIt'saboutensuringthat:

ð the organization encourages developing one's potential and that it is able torecognizeandusenewlyacquiredskills.

ð each person can assume his/her role and meet the demand according to his/herpotential.

Whatisatplay:o Lookingattheperformanceof individualswithintheirspecializationswhile identifying

theneedforandlimitsofnewlearningexperienceso Achievingone'sfullpotentialtoimproveone'squalityoflifeatworko Encouragingcreativity,particularlyinsituationswhereresourcesarelimited


DEVELOPMENT

Themanagerialleversð ConductdevelopmentinterviewsHaveteammembersexpresstheirwishes intermsoftheirskillsdevelopment,andbe inapositiontodeterminetheexpectedresultsinordertodefineclearobjectives.ð ManageasetoftalentsEnsure that staff development remains stimulating without adding too much to theworkloadoraimingtoohigh.The impressionofnotadvancingcanbeparticularlystressfulforpeoplewhoareveryinvestedintheirwork.Itcanhavenegativeconsequencesonself‐esteemandcausefeelingsoffrustration.ð ForeseechangesinjobsandskillsBuild a forecastingmanagement approach for jobs and skills. Identify andmeet trainingandrecruitmentneeds.Skillsdeficitisakeyriskinstressmanagement.ð Usecoachingandmentoringtonurtureindividualandteampotentialwhendifficulties

arise

ThemanagerialstyletoadoptObserve,lookforpotentialandimplementafeedbackcommunicationmethod,Beabletosupportteammembers,Useinnovativeprocessestosearchforsolutions.


EFFICIENCY

Alevelofefficiencyoptimizedbetweentwoenvironments,bothofwhicharepotentialsourcesofstress:

valuinguniquenessinordertoencourageinitiative‐taking,and emphasizingrulesandprocedureswhichmaybetoorestrictive.

TheimpactonstressmanagementCreatingconditionswheretheteam'sandindividualproductivityeffortssupportthegoalofefficiency.Whenstressiscontrolled,uniquenessisproperlyrecognizedwhilethepoolingofresourcesisencouraged.ThestakesandthetensionamongtheendpointsIt'saboutallowing:

ð theorganizationtocreateaframeworkthat"providessupport";thesupportcanbesocialortangible.

ð eachindividualtoensurethatthenewlydeployedmeanshaveanimpactontheorganization'sefficiency.

ð thesupport,intermsofmeansandrecognition,tobeappropriateinthefaceofachangingenvironment.

Whatisatplay:

o Encouraging,"beingmoredaring"withproceduresthatreassureandprocessesthat

freeuppeople(safety/rituals/automation/communityrules)o Avoiding performance killers such as: no room for error, too little risk‐taking, low

levelsofcreativity,andasenseofpowerlessnessagainstthe"system"o Getting back to essentials out of a concern for productivity, rationalization, and

savingswithrespecttohumanandmaterialresources.o Reinforcing the team cohesion through a better distribution of jobs and a better

allocationofresources.


EFFICIENCY

Managerialleversð SupportduringreductioninmeansInthecaseoflayoffs,iftheprocessishandledinanopenmannerwhileofferingsupport,theamountof stresswill be reduced for thosewhoare leaving, aswell as for thosewhowillremain.ð ManagingtimeoffEnsurethatstaffhastheopportunitytotakebreaks,torelaxandunwind.Leaveforpersonalreasons allows teammembers tomanage personal crises (mourning, sickness of a familymember)andtobetterhandletheirstress.ð Being"attentive"toabsences"Listen"tothesoftsignalsstemmingfromabsences,usestatistics toevaluaterisksduetostress. Implement interviews forwhen employees return towork to identify if any issueswithinthecompanycausedtheabsence.Finally, handle abusive absences. They cause additional workload and frustration for theteammemberswhomustaccommodatetheabsenceoftheircolleague.Themanagerialstyletoadoptð Confrontandprovidefeedbackinaconstructiveandempathicmannerð Define and enforce a policy, reminding employees, including managers, of the

"standard"ð Be decisive while remaining accessible ð Beabletoauthorizebreaksallowingstafftofullyrecharge


COMMITMENT

Anoptimizedlevelofcommitmentbetweentwooppositebehaviors,bothofwhicharepotentialsourcesofstress:

withdrawalanddisengagement excessivededication

TheimpactonstressmanagementCreateconditionsthatfosteroptimalengagementforeachindividualandthuspromoteself‐sufficiency:

o Increaseawarenessandunderstandingofmotivationalfactorso Allowflexibilityandchoice,toeitherwithdraworparticipate

ThestakesandthetensionamongtheendpointsIt'saboutallowing:

ð eachindividualtotakehis/herproperposition,andtakeonallaspectsofhis/hertaskorrole

ð eachindividualtobeinharmonywiththeorganizationknowingthats/hecanrelyonhis/herabilitiesandskills and thoseofothers.Thispreventsattempts to takeoverotherpeople'spositions

ð the values of the organization to be congruent with those of the employees andthoseembodiedbytheroles

Whatisatplay:

o Makingeachindividualresponsibleforhis/herlevelofcommitmento Acceptingthatone'sdecisionshavetobemadealoneo Harmonizingone's valueswith thoseof the company, and showing it bymanaging

one'semotions/decisionso Aligningone'swordsandactions("walkthetalk")


COMMITMENT

Themanagerialleversð AlignjobdescriptionswithskillsandvaluesMakesurewhenwritingjobdescriptionstoalignthemwithskills,motivatingfactorsandthecandidate'spotentialð EncouragediversityandequaltreatmentEnsure that diverse backgrounds, experiences and talents are recognized, valued, andtreated with respect and equality. This contributes to good working relationships and apositiveworkingenvironment.ð Managecompanytransitions,departuresandarrivals,endsofcycles.Reviewthealignmentofvalueswithnewrolesordemands.ImplementprocessesthatarefairandrespectfulforpeopleListen for soft signals regarding sourcesofdiscontent. Forexample:gathering informationduringexit interviews.Thiscan identifypotential risk factors forstressandprovide insightfortreatingthem.Themanagerialstyletoadoptð Beabletocreatea jobdescriptionandtoconductarecruitment interviewtoevaluate

theskills,potential,andmotivationofthecandidatesð Supportfellowemployeesintheirworkandinthedevelopmentoftheirpotentialð Be inclusive, make first contact, take the pulse of the organization and gather each

individual’spointofview


MOTIVATION

Alevelofmotivationoptimallybalancedbetweentwobehaviors,bothofwhicharepotentialsourcesofstress:

Overbearinginfluencecandevelopintoafeelingofbeingcontrolled

Continuouschallengecanleadtoexhaustionoralossofdirection

TheimpactonstressmanagementEnsure that values and roles contribute to the development of each individual's bestperformance.Stress,properlymanaged,canhelpmotivateallindividualstoworktowardsacommongoaloragroupproject.ThestakesandthetensionamongtheendpointsIt'saboutensuring:⇒ thattheeffortdemandedofeachindividualberecognizedinawaythat isrelevantfor

his/hervalues⇒ thecreationofaframeworkwhichfostersautonomy⇒ thattherecognitionprovidedhasvalueforeachindividualWhatisatplay:o Encouragingclarificationoftheorganization'sgoalsandtheroleofeachindividual(avoid

assigningblame,secrets,leavingthingsunsaid,workinginsilos)o Maintainingmotivation levels through feedbackon actions taken, so there is effective

followupo Makingthemeansofrecognitionconsistentandalignedwithgoalsandvalues


MOTIVATION

Managerialleversð DesignincentiveprogramsRewardingindividualsinthiscontextisnotlimitedtofinancialcompensation;italsoincludesrecognitionandpositivefactualfeedback.Itisimportantthateveryindividualmakestheconnectionbetweenrecognition,actionsandvalues.ð Supporttheadoptionoftheorganization'svaluesActions aiming at the adoption of the vision, culture, values of the company have thepotentialtoreducestress,evenifdoneforotherreasons.An organization will significantly reduce the probability of stressful situations for itspersonnelifitpromotesacultureofopenness,support,strongvaluesofrespect,freedom,initiative,anddelegationandifitsvisionisclearlyidentifiedandcommunicatedð PromoteacultureofperformanceImplementperformancereviews: regularevaluation interviewsso thateach individualhasclearobjectivesandfeedbackabouthis/heractions.Identifythegapsbetweentheexpectedanddeliveredcontributions.Implementcorrectiveactions.Motivate all individuals to perform at a higher level by allowing them to participate indecisions, to increase theirdecision‐makingauthority, toparticipate in thechoiceofworkmethodsandcoworkers,etc.Avoidorganizationalmeasuresdesignedtoreduceindividualindependence.ð ManageHRpoliciesgearedtooptimizethework/lifebalanceFlexiblework,adjustableworkhours,parttimework,conciergeservice,telecommuting…Policies that support employees when they face stressful issues outside the workplacedirectlycontributetomanagingstressinapositiveway.Ensure that each individual maintains a balanced life to prevent illness linked to stress.Provideresourcesformanagingstressfulsituations.Themanagerialstyletoadopt⇒ Knowhowtoevaluateandprovidefeedback⇒ Createthebestconditionsforexchange:facetofaceandinpeergroups⇒ Knowandreward:roles,missionsandobjectives⇒ Communicate:daretobedirect–saythingsinastraightforwardmanner⇒ Listentoothers,beabletoquestionone'sownsetbeliefs,beopentoothers


LEADERSHIP

Anoptimallevelofleadershipliesbetween: Everythingdependsonme,fromcradletograve,whichcanbea

sourceofenjoymentandalsoofstress Everythingdependsonothers,causinglossofinitiative,which

canbeasourceofstress

TheimpactonstressmanagementCreate an environment where co‐creation and interdependence are present: individualcontributorsareincontrolandareworkingwithothers.Inotherwords,ensure that foreach individual the largergrouphasmeaningand isbeingutilized.ThestakesandthetensionamongtheendpointsIt'saboutallowing:ð Each individual to take on his/her own responsibilities, and be independent by

overcomingissuesofmissinginformationandpoorcommunicationð Managerstodevelopefficiencyandasenseofresponsibilityintheiremployeesð The organization to increase productivity by using all available means of production,

resources,values,andexistingfunctions.Whatisatplay:o Interdependence:puttingpeopleattheheartofthesystemo Dare tobedirect: each individual shouldbeaware that s/he canmakea significant

difference.o Beopentootherswhileencouragingtransversalexchangeso Encouragecommunicationtoavoidfrustrationandlossofmotivationamongstaff


LEADERSHIP

Managerialleversð Implementacommunicationpolicy:Communication is one of the pillars of this intervention whether it is between themanagement and staff (vertical communication), or among teams (horizontalcommunication).

ð Designprogramsthatfacilitateindependence:

o Clarify roles, objectives and tasks. Provide specific support via coaching andmentoring.Ensurethat thehighestperforming individualsdonotcarry theworkload for lowerperformingindividual.Thisisasourceoffrustration.

o Rewardthehighestperformersfortheirexcellence,sotheyfeelvaluedandthusgainself‐esteemfromsuchrecognition.

ð Implementmanagerialdevelopmenttraining:‐ DevelopleadershipprogramsIn an organization, the leaders communicate a tone, a culture and values to all staffmembers. They "model" behavior in how to manage, and provide examples of healthybehavior: seeking support, maintaining good physical condition, knowing when to take abrake.‐ StressmanagementtrainingCertainstressmanagementprogramsincludetargetedprogramsformanagers.NeitherHR,norhealthservices,northesafetydivisioncanobserveormeasureinrealtimetheproblemslinked to stress. This task ultimately belongs tomanagerswho have regular contact withtheirteams.Theyareideallysituatedtodetectwarningsigns,andtodealwiththembeforemoreseriousproblemsdevelop.‐ PreventharassmentandintimidationMuchresearchhasestablishedthelinkbetweenstressandharassment.Policiesandtrainingprogramsthatreducesuchbehaviorscanthereforehelpreducestress.

‐ EstablishfocusgroupsThesegroups,suchaspeergroupsandco‐developmentgroups,helpanticipatetheorganization'sdevelopmentandtheneededchangeinordertoensurethelong‐termstabilityofthecompany.


LEADERSHIP

Themanagerialstyletoadoptð Leadershipishavingaclearvisionoftheorganization,itsobjectivesanditsmission,

whateverthesizeandscopeof"organization".ð Knowhowtoprovidemeaningð Promotechange,learnhowtooperatedifferently,findnewsolutionsð Bealertandcourageous,beexemplaryintermsofattitudesandbehaviorsð Createcohesivenessandmotivate:knowhowtobuildrelationshipsandalliancesð Follow through with staff to obtain results: support the growth of each individual's

potential.Knowhowtobebothopenanddirect.Knowhowtomonitorthe5endpointsofthepentagraminordertohearsoftsignals.

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