3. The Stress Process
In Selye’s General Adaptation Stress is the body’s
Syndrome (GAS) model, stress reaction to a change that
affects an individual in three steps: requires a physical,
alarm, resistance and exhaustion. mental, or emotional
adjustment or response.
Resistance to Stress
According to Gallup’s
findings, 80% of
Americans feel workplace
stress at least some of the
time.
Alarm Resistance Exhaustion
4. The Stress Process
Alarm Resistance Exhaustion
When an When the body When the body
outside begins to release has depleted its
stressor jolts cortisol and draws stores of sugars
the individual, on fats and sugar and fats, and the
insisting that to find a way to prolonged release
something adjust to the of cortisol has
must be done. demands of stress. caused the
stressor to
significantly
weaken the
individual.
5. Workplace Stressors
Role Demands
Role Ambiguity Role Conflict Role Overload
• Vagueness in • Facing • Having
relation to job contradictory insufficient time
responsibilities demands at and resources to
work complete one’s
job
6. Workplace Stressors
Top 10 Stressful Jobs
Information 1. Inner City High School
Overload – The Teacher
information 2. Police Officer
processing demands 3. Miner
on an individual’s 4. Air Traffic Controller
time to perform 5. Medical Intern
interactions and 6. Stockbroker
internal calculations 7. Journalist
exceed the supply or 8. Customer Service /
capacity of time Complaint Worker
available for such 9. Secretary
processing. 10.Waiter
7. How Stressed are You?
Part of the Holmes-Rache Scale:
Life Event Points Life Event Points
Death of spouse 100 Foreclosure of mortgage or loan 30
Divorce 73 Change in responsibilities at work 29 Chance
of
Martial separation 65 Son or daughter leaving home 29 Stress
Jail term 63 Trouble with in-laws 29 related
Death of close family 63 Outstanding personal achievement 28 Points illness
member
Personal injury or illness 53 Begin or end school 26 <150 30%
Marriage 50 Change in living 25
location/condition 150 -
Fired or laid off at work 47 Trouble with supervisor 23 299 50%
Marital reconciliation 45 Change in work hours or 20
conditions 300+ 80%
Retirement 45 Change in schools 20
Pregnancy 40 Change in social activities 18
Change in financial state 38 Change in eating habits 15
Death of close friend 37 Vacation 13
Change to different line of 36 Minor violations of the law 11
work
9. Work Outcomes
Individuals who are able to find the right
balance of not too much work challenge
which spills into exhaustion and not too little
High
work challenge which can signal apathy see
increases in performance.
Low
Low High
Stress
10. Individual Differences in
Experienced Stress
Type B
Type A • Tend to be calm,
• High levels of and tend to think
speed/impatience, through situations
job involvement, as opposed to
and hard-driving reacting
emotionally
11. Individual Approaches to
Managing Stress
The
Corporate Flow Diet
Athlete
Create a
Exercise Social
Sleep
Support
Network
Time
Management
12. Flow
10% of
20% of
managers
managers are
High Focus engage in
disengaged at
purposeful
work
work
40% of
30% of
managers are
Low Focus managers are
distracted at
procrastinators
work
Low Energy High Energy
A key to flow is engaging at work, yet research shows that most
managers do not feel engaged in purposeful work.
15. Time Management
Time management is defined as the development of tools or
techniques that help make us more productive when we work.
There are online utilities to help us accomplish this. This is an
example of output from a RescueTime user
(www.rescuetime.com), which is free to use.
Source: Used by permission from RescueTime.
16. Organizational Approaches to
Managing Stress
Make Expectations Clear
Give Employees Autonomy
Create Fair Work Environments
Telecommuting
Employee Sabbaticals
Employee Assistance Programs
19. Emotions
Desired Event Positive
Emotions
• Joy
• Love
• Surprise
Undesired
Event
Negative
Emotions
• Anger
• Fear
• Sadness
20. Emotional Contagion
Frustration
Customer
carries to
argues
next
with you
customer
Customer
You argue
leaves in a
back
huff
21. Emotions Affect Attitudes
and Behavior at Work
Affective Events Theory
(AET) explores how
events on the job cause
Anger Fear different kinds of people
to feel different
emotions.
Affect driven behavior
Sadness Joy occurs when emotions
trigger you to respond
in a certain way
Burnout is ongoing
Love Surprise
emotional state
resulting from
dissatisfaction
22. Emotional Labor
Surface Acting
Displaying physical signs, such as smiles, that reflect
emotions (without actually feeling the emotions).
Deep Acting
Pretending to experience emotions.
Genuine Acting
Displaying emotions that are aligned with emotions that are
actually felt.
23. Emotional Labor
When it comes to acting, Employee
the closer to the middle of Personality
the circle that your actions
are, the less emotional Genuine
labor your job demands. Acting
The further away, the more
emotional labor the job
demands.
Deep Acting
Surface
Acting
24. Emotional Intelligence
The four steps
of emotional Relationship
intelligence build Management
upon one
another.
Social-awareness
Self-management
Self-awareness
25. Emotions And Ethics
Joshua Green’s Experiment:
Scenario 1 Scenario 2
A trolley is racing A trolley is racing
down a track, down a track,
about to kill five about to kill five
people. You have people. You can
the ability to steer push a large man
the trolley onto onto the tracks,
another track, which will save
where it will only the other five.
kill 1 person.
Most felt this was OK – the lesser Most felt the sacrifice was
of two evils. emotionally wrong.
26. Lack of Leisure Time and
Stress around the Globe
• 40% of Americans do not plan to take a vacation within the
next year.
• Americans have 16.5 hours of leisure time per week after
their work and household obligations are fulfilled.
• Some Japanese employees work an average of 236 hours
more per year than their American counterparts and 500
more than employees in France or Germany.
• Many Europeans take the month of August off.
28. Communication is Vital in Organizations
Communication is a process by
which information is exchanged
between individuals through a
common system of symbols, signs,
or behavior
50-90% of a manager’s time is
spent communicating
Success on complicated missions at
NASA depends on strong Source: http://en.wikipedia.org/wiki/Image:Orion_briefing_model.jpg
communication
29. Three Main Functions of
Communication
Transmission of Information
Coordination of Effort
Sharing Emotions and
Feelings
31. The Sender
Originates and Encodes the Message Translates the idea into words
The Medium of this encoded Message may be spoken
words, written words, or signs
The Receiver is the person who receives the Message
The Receiver
Decodes the Message Assigns meaning to the words
32. Due to NOISE, the meaning which the
Receiver assigns may not be the
meaning which the Sender intended
Noise is anything that interferes with or
distorts the Message being transferred
33. Barriers to Effective Communication
Workplace
Selective Semantics &
Filtering Gossip &
Perception Jargon
Grapevine
Gender
Information Emotional Differences in Differences in
Overload Disconnects Communication Meaning
Lack of Source Biased
Familiarity or Language
Credibility
35. Avoiding Biased Language
Avoid Consider Using
black attorney attorney
businessman businessperson
chairman chair or chairperson
cleaning lady cleaner or maintenance
worker
male nurse nurse
manpower staff or personnel
secretary assistant or associate
36. Consequences of Poor Listening
Lower Employee The Receiver’s ability
Productivity to listen effectively is
equally vital to
Missed Sales effective
Dissatisfied communication.
Customers
Lowered Morale Listening takes
Increased practice, skill, and
concentration.
Turnover
37. Active Listening
Listen for
message
content
Paraphrase Listen for
and restate feelings
Respond to
Note all cues feelings
38. Communication Freezers
Communication stoppers:
criticizing, blaming, ordering, judging, or shaming
Things to avoid saying:
Telling the other person what to Giving insincere praise
do Psychoanalyzing the other
Threatening with “or else” person
implied Making light of the other
Making suggestions or telling the person’s problems by
other person what they ought to generalizing
do Asking excessive or
Attempting to educate the other inappropriate questions
person Making light of the problem
Judging the other person by kidding
negatively
39. Verbal Communication and the
Power of Storytelling
Stories can help clarify key
values and help demonstrate
how things are done within an
organization
Story frequency, strength, and
tone are related to higher
organizational commitment
40. Crucial Conversations
Require more planning, reflection,
and skill
e.g., Asking for a
raise
e.g., Pitching an
innovative
proposal
Stakes are high - Opinions vary -
Emotions run strong
41. Even More Ways to Improve Your
Listening Habits
Summarize
Prepare and Be Don’t
What You’ve
Receptive Anticipate
Heard
Seek
Empathize with
Focus and Clarification By
the Sender’s
Don’t Multitask Asking
Point of View
Questions
Focus on the Pay Attention
Establish Eye
Goal With an to What is Not
Contact
Open Mind Said
44. Nonverbal Communication
It’s what you don’t say…
55% of in-person
7% of a
communication
Receiver’s
comes from 38% is based on
comprehension
nonverbal cues paralanguage or
of a Message is
like facial the tone, pace, and
based on the
expressions, volume of speech
Sender’s actual
body stance and
words
tone of voice
45. Body language
Eye contact
Facial expression
Posture
Touch
Space
Factors of Nonverbal Communication
46. Don’t Use That Tone With Me!
Changing your tone can dramatically change your
meaning.
Placement of the emphasis What it might mean…
I did not tell John you were late. Someone else told John you were
late.
I did not tell John you were late. This did not happen.
I did not tell John you were late. I may have implied it.
I did not tell John you were late. But maybe I told Sharon and José.
I did not tell John you were late. I was talking about someone else.
I did not tell John you were late. I told him you still are late.
I did not tell John you were late. I told him you were attending
another meeting.
48. Information Channel Information Richness
Information Richness Face-to-face High
conversation
Videoconferencing High
Telephone conversation High
Emails Medium
Handheld devices Medium
Blogs Medium
Written letters and Medium
memos
Selecting the best Formal written Low
communication
media is an documents
executive skill
Spreadsheets Low
49. Decisions: Verbal or Written
Communications?
Verbal communications are
a better way to convey
feelings
Written communications do
a better job of conveying
facts
50. Guide for When to Use Written versus Verbal Communication
Use Written Communication Use Verbal Communication
When: When:
conveying facts conveying emotion and feelings
the message needs to become the message does not need to be
part of a permanent file permanent
there is little time urgency there is time urgency
you do not need immediate
you need feedback
feedback
the ideas are simple or can be
the ideas are complicated
made simple with explanations
51. Email and Emotions
Emotionally-laden messages require
more thought in the choice of channel
and how they are communicated
Email communication can convey facts
quickly yet it is not a recommended choice
for sending emotional information
53. Frequent communication
is related to better job
performance ratings and
organizational
performance
External Others Superiors
23% 14%
Internal Others
17%
Who managers spend
time communicating with
at work Subordinates
46%
54. Forms of External Communication
Press Releases
Catalogs Advertisements
Customer
Web pages
Letters
55. Manage Your Communication Wisely
Do you properly use
online communications?
Be aware of remarks
Is your outgoing that
voicemail greeting FREEZE
COMMUNICATON
professional?
Do you scrutinize your
social networking Make a conscious
effort to reduce Don’t criticize,
comments that blame, order,
website? stop effective judge or shame
communication
Have you Googled
yourself lately?
57. Conflict
Intrapersonal Interpersonal Intergroup
Conflict within a Conflict between Conflict that
person. It arises two people. takes place
when a person is among different
uncertain about groups, between
what is expected a union and
or wanted, or management, or
has a sense of between
being inadequate companies, such
to the task. as companies
that supply the
same customer.
58. Is Conflict Always Bad?
High
Performance
Low
Low High
Conflict
The inverted U relationship between performance and conflict.
59. Causes of Conflict
Task Incompatible
Interdependence Goals
Limited Personality
Resources Differences
Organizational Communication
Conflict
Structure Problems
60. Outcomes of Conflict
Negative Positive
• Increased stress and anxiety • Consideration of a broader
among individuals, which range of ideas, resulting in a
decreases productivity and better, stronger idea
creativity • Surfacing of assumptions that
• Feelings of being defeated may be inaccurate
and demeaned, which lowers • Increased participation and
individuals’ morale and may creativity
increase turnover • Clarification of individual
• A climate of mistrust, which views that build learning
hinders the teamwork and
cooperation necessary to get
work done
61. Is Your Job at Risk for
Workplace Violence?
Job Characteristic Example
Caring for others either nursing home
emotionally or physically
Interacting with frustrated retail sales
customers
Supervising others manager
Denying requests others customer
make of you service
62. Is Your Job at Risk for Workplace
Violence?
Job Characteristic Example
Dealing with valuables or exchanging banking
money
Handling weapons law
enforcement
Working with drugs, alcohol, or those bartending
under the influence of them
Working nights or weekends gas station
attendants
63. Ways to Manage Conflict
Change the Structure
Change the Composition
of the Team
Create a Common
Opposing Force
Consider Majority Rule
Problem Solve
64. Level of Cooperation
Conflict Handling Styles
High
Accommodation Collaboration
Compromise
Avoidance Competition
Low
Low High
Level of
Competitiveness
65. Conflict Handling Styles
• “I don’t think there’s any problem. I feel fine
Avoiding about how things are.”
• “If it’s important to you, I can go along with
Accommodating it.”
Compromise • “Maybe we can both agree to give a little.”
• “This is what I want, and I am going to fight
Competition for it.”
• “Let’s look at the bigger picture and find out
Collaboration how we can both get what we want.”
67. Discussion
• Do you deal with conflict differently with friends and
family than you do at work? If so, why do you think
that is?
• Describe a situation in which not having enough
conflict can be a problem.
68. The Five Phases of Negotiation
Investigation
Determine your BATNA
Presentation
Bargaining
Closure
70. Determining your BATNA
B est “If you don’t know where
A lternative you’re going, you will probably
Toa end up somewhere else.”
- Lawrence J. Peter
N egotiated
A greement
71. Negotiation Strategies
Distributive Integrative Approach
Approach • An approach to
• The traditional fixed- negotiation in which
pie approach in which both parties look for
negotiators see the ways to integrate their
situation as a pie that goals under a large
they have to divide umbrella.
between them.
72. Avoiding Common Mistakes in
Negotiations
Failing to
Letting your ego
negotiate/accepting
get in the way
the first offer
Having unrealistic Getting overly
expectations emotional
Letting past
negative
outcomes affect
the present ones
73. Tips for Negotiation Success
Focus on agreement first
Be patient
Whose reality?
Deadlines
Be comfortable with silence
74. When All Else Fails: Third Party
Negotiations
Third party Mediation
Arbitration
negotiations
are intended to
help avoid a
formal trial or
hearing. Other
Resolution
Methods
75. When All Else Fails: Third Party
Negotiations
Mediation Arbitration Arbitration-Mediation
• An outside third • A process that • An arbitrator
party (the involves bringing in makes a decision
mediator) enters a third party, the and places it in a
the situation with arbitrator, who has sealed envelope.
the goal of the authority to act Both parties then
assisting the as a judge and work through
parties to reach an make a binding mediation. If they
agreement. decision to which cannot reach an
both parties must agreement, the
adhere. arbitrator’s decision
becomes binding.
76. When All Else Fails: Third Party
Negotiations
As a last resort, judges resolve conflicts. The Supreme Court of the USA is
the highest court in America and consists of nine justices: Chief Justice
Roberts (bottom center) and the 8 associate justices (left to right) Alito,
Kennedy, Scalia, Thomas, Sotomayor, Stevens, Ginsburg, and Breyer.
77. You Know It’s Time for a Mediator
When…
Personal
The parties differences The parties Obtaining a
are unable to are standing have stopped quick
find a solution in the way of talking with resolution is
themselves a successful one another important
solution
78. Ethics and Negotiations
Be honest
Keep your promises
Follow the Platinum Rule. Most people
know the Golden Rule…the Platinum Rule
takes it one step further by, “Treating
others the way they want to be treated.”
79. Negotiations Around the Globe
Countries have different thresholds for conflict.
Low Threshold (prefer Higher Threshold
harmony) (conflict is acceptable)
Japan America
Korea Germany
