T3. w. 12 Career Sustainability, Managing relationships & stress Flashcards
Positive workplace relationships can help you lead and influence others at work
Leading & influencing others is related to building & maintaining positive relationships with people at work. Can make it easier to gain support for a change you’d like to achieve or to achieve performance goals
Building relationships take time, so
be authentic, honest & trustworthy, accepting others for who they are.
Identifying & pursuing common goals, values & interests are
another tool to connect, people more comfortable with ‘similar’ people. IF it doesn’t seem like there’s lots of common ground, be curious to find out their interests.
CEO’s 6 steps to networking
- meet people (have good body language)
- get to know people (active listening, don’t talk too much)
- give help (before you get help, introduce to someone else etc)
- give your perfect pitch
- end conversation when you think it’s ready
- follow up & follow through
stress
an emotional response or adaptive reaction to a perceived threat
Stressor – stimulus that triggers stress
Work-related stress –
Work-related stress – when job demands do not match or exceed personal capabilities
stress can be
acute (short term)
chronic (long-term from ongoing situations)
stress and performance can be
functional & motivational, not enough stress can leave you bored, but moderate amount of stress can be really good
too much stress
high = anxious —–> panic, anger or violence = when overloaded
performance lowers
not enough stress
inactive –> a bit more stress = laidback ,
lowish performance
job demands-control model
Karasek’s (1979)’s
Stress is highest when the job demands are high and individuals have little control over the situation.
Karasek’s (1979)’s job demands-control model
→ dystress
Impact of high job demands can be offset be having control over important aspects of the work environment → creates
Karasek’s (1979)’s job demands-control model
Eustress (Challenging or demanding tasks combined with high control is activating)
Low job demand & low control
Karasek’s (1979)’s job demands-control model
- passive stress, induces boredom
Low demands combined with high control results in
Karasek’s (1979)’s job demands-control model
in low strain
Karasek’s (1979)’s job demands-control model highlights that
demands and control over demands on the person produce different types of stress
need autonomy at work to deal with stress
primary intervention for managing stress
designing & managing work to minimise harm, removing ambiguity, restructuring communication systems
most proactive action, aims to reduce or eliminate sources of strain in the work environment
Secondary interventions -
modify reactions and responses of individuals to stressors instead of changing the nature of the environment.
Stress management training which focuses on the development of conflict development and time management skills
Tertiary intervention:
Mental illness
Counselling or guidance for people -vely affected by workplace stressment.
Treatment and rehab, ie, the employee assistance program
at an organisational level how should firms manage stress?
increase awareness of mental health & reducing stigma
support worker’s recovery from mental illness
promote and facilitate early help seeking
what can individuals do to reduce stress at 2ndary intervention
enhance personal resilience, generally and for those at risk
what can teams/organisations doe btw primary and secondary intervention level to reduce stress?
promote protective factors at an organisational level
Strategies for managing stress:
(Carlopio, Andrewartha, & Armstrong, 2001)
(Carlopio, Andrewartha, & Armstrong, 2001) Strategies for managing stress:
- change/eliminate the stressor
- Build personal resources like resilience, you’re better equipped to withstand stress
- Change your response to stress through developing strategies (exercise, health)
- Build personal resources like resilience, you’re better equipped to withstand stress
Maintain a purpose, vision or focus, a guideline for managing and evaluating goals
Be flexible
Be organised
Being proactive in initiating and responding to stress or change, seek support
Increase awareness of your personal strengths
Develop self-management skills for responses - be patient, calm, collected and compartmentalise stress
steps to self-compassion
- Notice suffering in yourself
- Be kind to yourself in the presence of suffering
- Know that suffering is part of the shared human experience
(Enables you to be more forgiving of perceived personal failures and personal shortcomings and those of others, lowers anxiety & shame)
negative thinking traps
1) All-or nothing thinking (e.g., “It’s not perfect, so I failed”)
- –Vulnerable to self-criticism
2) negative filtering (e.g., “They are just saying that”)
- —Ignoring the positive feedback, they don’t mean what they’re saying,
3) Magnifying and minimising (e.g., “People asked questions but nobody really cared” —-Emphasising the size of negative factors vs positive factors
4) Global labelling (e.g., “I’m just bad at that”)
- —Something will never go well, occurs if we always blame ourselves, easy to slip in defensive mindsets around public speaking
mindfulness
“paying attention in a particular way: on purpose, in the present moment, and non-judgmentally” (Kabat-Zinn, 1994,
3 axioms of mindfulness
1) Intention
Sets the stage for what is possible, reminding you of the purpose of your actions
Dynamic & evolving,
Ie, a stressed person may start mindfulness to reduce stress, as they continue they may develop additional intention of relating more kindly to colleagues
2) Attention
Observing your moment-to-moment internal and external experiences
3) Attitude
Open acceptance & curiosity, free of judgment or evaluation
Four benefits of mindfulness
- Stronger focus
- Staying calmer under stress
- Better memory
- Good corporate citizenship
(Jamieson, Mendes, & Nock, 2013)
Improving Acute Stress Responses: The Power of Reappraisal
Our responses to situations largely depend on
how a situation and our body’s responses are construed
Biopsychosocial model of challenge and threat
offers an explanation of how appraisals and situations interact to shape stress responses
Physiological changes when stressed might
not be a bad thing - if we can change our response to it through cognitive processes (mostly reappraisal)
Recent research on arousal reappraisal has taken seriously the idea that the body and mind
interact reciprocally and that embodiment effects are situated in a broader context
Reappraisal typically involves
the reinterpretation of the affective meaning of contextual cues
Reappraisal is not aimed at eliminating or dampening stress arousal but instead focuses on
changing the type of stress response – e.g. emotional regulation
how to maximise networking advantgae
- shift mindsets
- capability
- systems
