PM

PROJECT MANAGEMENT

Module 2d Managing Stress & The Work-Life Balance

Syed M. Nawab

Module 2c - Basic Approaches to Leadership

LETS START THE TOPIC

Learning Objectives
Discuss the meaning and nature of work stress.

Describe how basic individual differences affect stress.

Identify and discuss several common causes of stress. Identify and discuss several common consequences of stress. Explain ways that individuals & teams can better manage stress. Describe work-life linkages and how they relate to stress.

The Nature of Stress

Stress Defined
Stress is a persons adaptive response to a stimulus that places excessive psychological or physical demands on that person.

The Stress Process

The General Adaptation Syndrome (GAS) describes three stages of the stress process:

Stage 1: Alarm Stage 2: Resistance Stage 3: Exhaustion

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The General Adaptation Syndrome

Stage 1: Alarm
Alarm occurs when a person first encounters a stressor. The person feels panic and wonders how to cope. The individual gathers strength and begins to resist the negative effects of the stressor.

Stage 2: Resistance
Often, the resistance phase ends the GAS. Prolonged exposure to a stressor without resolution may bring on Stage 3 of the GAS.

Stage 3: Exhaustion
At this stage, the person literally gives up and can no longer fight the stressor.
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Figure 9.1 The General Adaptation System

Eustress and Distress

Eustress
The pleasurable stress that accompanies positive events. For example, a person may receive a $10,000 bonus and experience stress in deciding how to spend the money.

Distress
The unpleasant stress that accompanies negative events.

Individual Differences and Stress

Hardiness
Is a persons ability to cope with stress. People with hardy personalities have an internal locus of control, are strongly committed to the activities in their lives, and view change as an opportunity for advancement and growth.

Optimism
Is the extent to which a person sees life in relatively positive terms. Is the glass half empty or half full? In general, optimistic people tend to handle stress better than pessimistic people.

Figure 9.2 Causes and Consequences of Stress

Work Stress and Its Management

Stress
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.

2007 Prentice Hall Inc. All rights reserved.

Work Stress and Its Management

Demands
The loss of something desired.

Resources
Things within an individuals control that can be used to cope with demands.

2007 Prentice Hall Inc. All rights reserved.

A Model of Stress

2007 Prentice Hall Inc. All rights reserved.

Source: The Far Side by Gary Larsen 1995 & 1991 Farworks, Inc./Distributed by Universal Press Syndicate. Reprinted with permission. All rights reserved.

2007 Prentice Hall Inc. All rights reserved.

Potential Sources of Stress

Environmental Factors
Economic uncertainties of the business cycle Political uncertainties of political systems Technological uncertainties of technical innovations

Terrorism in threats to physical safety and security

2007 Prentice Hall Inc. All rights reserved.

Potential Sources of Stress

Organizational Factors
Task demands related to the job Role demands of functioning in an organization Interpersonal demands created by other employees

2007 Prentice Hall Inc. All rights reserved.

Potential Sources of Stress (contd)

Individual Factors
Family and personal relationships Economic problems from exceeding earning capacity Personality problems arising from basic disposition

Individual Differences
Perceptual variations of how reality will affect the individuals future Greater job experience moderates stress effects Social support buffers job stress Internal locus of control lowers perceived job stress Strong feelings of self-efficacy reduce reactions to job stress

Consequences of Stress

High Levels of Stress

Physiological Symptoms

Psychological Symptoms

Behavioral Symptoms

2007 Prentice Hall Inc. All rights reserved.

Inverted-U Relationship between Stress and Job Performance

2007 Prentice Hall Inc. All rights reserved.

Managing Stress
Individual Approaches
Implementing time management Increasing physical exercise Relaxation training Expanding social support network

Managing Stress
Team Approaches
Improved personnel selection and job placement Training Use of realistic goal setting Redesigning of jobs Increased employee involvement Improved organizational communication Offering employee sabbaticals Establishment of corporate wellness programs

Common Causes of Stress: Organizational Stressors

Task Demands
Stressors associated with the specific job a person performs. Some occupations are by nature more stressful than others.

Physical Demands
Stressors associated with the jobs physical setting, such as the adequacy of temperature and lighting.

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Figure 9.3 Workload, Stress, and Performance

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Common Causes of Stress: Stressors

Role Demands
Stressors associated with the role a person is expected to play. Role Ambiguity arises when a role is unclear. Role Conflict occurs when the messages and cues constituting a role are clear but contradictory or mutually exclusive. Role Overload occurs when expectations for the role exceed the individuals capacity.

Interpersonal Demands
Stressors associated with group pressures, leadership, and personality conflicts.
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Common Causes of Stress: Life Stressors

Life Change
Any meaningful change in a persons personal or work situation. Too many life changes can lead to health problems.

Life Trauma
Any upheaval in an individuals life that alters his or her attitudes,
emotions, or behaviors.

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Consequences of Stress: Individual Consequences

Behavioral Consequences: The behavioral consequences of
stress, such as alcohol abuse, may harm the person under stress or others. Psychological Consequences: Psychological consequences relate to a persons mental health and well-being.

Medical Consequences: Medical consequences affect a persons

physical well-being. Heart disease and stroke, among other illnesses, have been linked to stress.
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Consequences of Stress: Project Teams Consequences

Performance: One clear Project Teams consequence of too

much stress is a decline in performance.

Withdrawal: The most significant forms of withdrawal behavior

are absenteeism and quitting.

Attitudes: Stress can have a negative effect on job satisfaction,

morale, commitment, and motivation to perform at high levels.

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Consequences of Stress: Burnout

Burnout
Is the general feeling of exhaustion that develops when an individual simultaneously experiences too much pressure and has too few sources of satisfaction.

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Managing Stress in the Project Teams

Given that stress is widespread and so potentially

disruptive in Project Teams, it follows that team

members should be concerned about how to

manage it more effectively.

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Managing Stress in the Project Teams [continued]

Individual coping strategies include exercise, relaxation, time management, role management, and supportive groups. Team coping strategies include institutional programs and collateral programs.

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Figure 9.4 Individual and Team Coping Strategies

Team Strategies

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Work-Life Linkages
Fundamental Work-Life Relationships
Include relationships between dimensions of the persons work life
and the persons personal life.

Balancing Work-Life Linkages

Is difficult due to the dual demands of work and life. Important to recognize potential trade-offs in advance.

Important to maintain a long-term perspective.

Important to decide what to value and what trade-offs will cost.
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Conflict and Negotiation

Conflict
Conflict Defined
Is a process that begins when one party perceives that another party has negatively affected (or is about to negatively affect,) something that the first party cares about. Is that point in an ongoing activity when an interaction crosses over to become an inter party conflict. Encompasses a wide range of conflicts that people experience in organizations
Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations

Transitions in Conflict Thought

Traditional View of Conflict
The belief that all conflict is harmful and must be avoided.

Causes:
Poor communication

Lack of openness
Failure to respond to employee needs

Transitions in Conflict Thought (contd)

Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any group.

Interactionist View of Conflict

The belief that conflict is not only a positive force in a

group but that it is absolutely necessary for a group to

perform effectively.

Functional versus Dysfunctional Conflict

Functional Conflict
Conflict that supports the goals of the group and improves its performance.

Dysfunctional Conflict
Conflict that hinders group performance

Types of Conflict
Task Conflict
Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done.

Stage I: Potential Opposition or Incompatibility

Communication Semantic difficulties, misunderstandings, and noise Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups

Personal Variables Differing individual value systems Personality types

Stage II: Cognition and Personalization

Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

Conflict Definition

Negative Emotions

Positive Feelings

Stage III: Intentions

Intentions Decisions to act in a given way.

Cooperativeness:
Attempting to satisfy the other partys concerns.

Assertiveness:
Attempting to satisfy ones own concerns.

Stage III: Intentions (contd)

Competing

A desire to satisfy ones interests, regardless of the impact on the other party to the conflict. Collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. Avoiding The desire to withdraw from or suppress a conflict.

Stage III: Intentions (contd)

Accommodating The willingness of one party in a conflict to place the opponents interests above his or her own.

Compromising A situation in which each party to a conflict is willing to give up something.

Conflict-Handling Intention: Competition

When quick, decisive action is vital (in

emergencies); on important issues.

Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline). On issues vital to the organizations welfare. When you know youre right. Against people who take advantage of noncompetitive behavior.

Conflict-Handling Intention: Collaboration

To find an integrative solution when both sets of concerns are too important to be compromised.
When your objective is to learn. To merge insights from people with different perspectives.

To gain commitment by incorporating concerns into a consensus.

To work through feelings that have interfered with a relationship.

Conflict-Handling Intention: Avoidance

When an issue is trivial, or more important issues are pressing. When you perceive no chance of satisfying your concerns. When potential disruption outweighs the benefits of resolution. To let people cool down & regain perspective. When gathering information supersedes immediate decision. When others can resolve the conflict effectively When issues seem tangential or symptomatic of other issues.

Conflict-Handling Intention: Accommodation

When you find youre wrong and to allow a better position to be heard. To learn, and to show your reasonableness. When issues are more important to others than to yourself and to satisfy others and maintain cooperation. To build social credits for later issues. To minimize loss when outmatched and losing. When harmony and stability are especially important. To allow employees to develop by learning from mistakes.

Conflict-Handling Intention: Compromise

When goals are important but not worth the effort of potential disruption of more assertive approaches. When opponents with equal power are committed to mutually exclusive goals. To achieve temporary settlements to complex issues. To arrive at expedient solutions under time pressure. As a backup when collaboration or competition is unsuccessful.

Stage IV: Behavior

Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict.

Stage V: Outcomes
Functional Outcomes from Conflict Increased group performance

Improved quality of decisions

Stimulation of creativity and innovation Encouragement of interest and curiosity Provision of a medium for problem-solving Creation of an environment for self-evaluation and change Creating Functional Conflict Reward dissent & punish conflict avoiders.

Stage V: Outcomes

Dysfunctional Outcomes from Conflict

Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals

Negotiation
Negotiation
A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

BATNA
The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiated agreement.

Bargaining Strategies
Distributive Bargaining

Negotiation that seeks to divide up a fixed amount of

resources; a win-lose situation.

Integrative Bargaining

Negotiation that seeks one or more settlements that can create a win-win solution.

Issues in Negotiation
The Role of Personality Traits in Negotiation Traits do not appear to have a significantly direct effect on the outcomes of either bargaining or negotiating processes. Gender Differences in Negotiations
Women negotiate no differently from men, although men apparently negotiate slightly better outcomes. Men and women with similar power bases use the same negotiating styles. Womens attitudes toward negotiation and their success as negotiators are less favorable than mens.

Third-Party Negotiations
Mediator
A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

Arbitrator
A third party to a negotiation who has the authority to dictate an agreement.

Third-Party Negotiations (contd)

Conciliator
A trusted third party who provides an informal communication link between the negotiator and the opponent.

Consultant

An impartial 3rd party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis.

Thank You

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