Stress Factors in the Workplace

Periods of downsizing and reorganization produce measurably higher levels of stress for all employees involved, regardless of the specific outcome for those employees. Periods of uncertainty leading up to a downsizing and reorganization are particularly stressful. Extended lead-in times to proposed changes allow greater preparation on the part of all employees. They can also result in greater stress and frustration.

Behaviors and statements that would have been considered "normal" during uneventful times are often exaggerated during periods or organizational and personal stress. In addition ,during stressful periods, some staff express their increased concerns through abrupt, short, and seemingly rude behavior. Administrative staff are oftentimes the target of increased frustration. They are the first contact for a frustrated employee and can be the object of frustration, exasperation, and seemingly rude behavior.

What can employees do to minimize the frustration and conflict during times of downsizing and reorganization?

Keep the following in mind:

• If someone expresses extreme frustration or seems rude in your presence, or if he/she addresses negative remarks to you, in all likelihood, the behavior and remarks have little to do with you. They reflect specific frustration with others but are expressed in your presence.
• Try not to "personalize" the behavior. If you get pulled into the anger or conflict, the most likely effect is to prolong the unpleasant event with no positive outcome.

If someone is particularly agitated:

1. Take some sort of pause, like a deep breath or a stretch, to allow yourself to avoid joining the conflict.
2. Restate their request or problem, making it clear that you want to understand the request.
3. Either take specific action (if the issue is your responsibility) or refer them to the correct party for help. If you can't help the person at that time, give them a time by which you can respond.
4. If the problem continues to escalate, call your supervisor for help or excuse yourself and find a first or second level supervisor to assist you.
5. Discuss any interactions that are of particular concern with your manager and ask for assistance.

One key element that will allow all employees to navigate through stressful times is an attitude of MUTUAL RESPECT for peers, superiors, and subordinates. If you start from that perspective, many conflicts can either be avoided or minimized.

Written by Michael Greelis, Ph.D.

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