Change and Stress

In previous publications, the focus has been on change and change management. When experiencing a change, people react in predictable ways. At first they may feel bewildered followed by exhibiting a defensive posture in the form of resistance. Eventually, it is hoped they will adapt and explore ways to assist the organization and possibly even embrace and commit to the change. 

One predictable outcome of change is an increase in experienced stress felt by members. This is often heightened by the fact that one’s normal work must continue while being involved in change initiatives; maybe this leads to a sense of being overwhelmed or feeling beaten down. Change processes that are managed effectively can reduce the stressful impacts. The last publication outlined actions that leaders can take; here the focus will be on stress itself and its connection to change.

Stress can be caused by personal factors such as family and financial issues and by work itself; 26% of the causes of stress are from work.¹ Leaders and organizations can act to reduce the impact of stress caused by an organizational change. However, there are limited opportunities for dealing with uncontrollable issues (like family problems), but it does not stop an organization from helping. For example, some employers have established Employee Assistance programs.  

Is stress a bad thing in organizations? "Stress is the single most common reason given for absence in the United Kingdom, and one in six Americans report they are ‘extremely’ stressed."^{2 p.359}   Therefore, leaders and organizations must pay attention to stress. Stress in the workplace alters performance and is impacted by the level of stress experienced; performance is at its peak when stress is not too low or too high (see diagram 1).¹ If too low, members may feel comfortable slacking off. If too high, workers could become overwhelmed or so consumed by the stress that it can lead to worry or feelings of hopelessness.¹

                                                    Diagram 1
    Image from: http://www.stress-management-for-peak-performance.com/types-of-stress.html, retrieved 10-4-13     

Change processes can increase stress levels. The more a leader can vest control of work to the workers, the better they will have a sense of being okay.² This can be difficult when change is about to happen. Leadership style and communication processes can also influence.²   Further, there are organizational stressors that can be managed such as "structure, climate of the organization...communication...and [degree of] politics."^{2 p.366}
 

Everyone will experience stress when a change process takes place. How a person experiences stress will lead to a behavioral outcome based on the degree of stress felt. Some of the negative outcomes have serious personal implications (increased physical illness and/or psychological impacts – tension, long-term depression) along with hits to important organizational variables like productivity, absenteeism and turnover.¹

Therefore, if the organization intervenes, it can shift the experienced level of stress positively and lead to improved outcomes.¹   One variable that leaders can control to some degree is perception. Perception is how individuals interpret events. The largest single variable with the most dramatic impact on change processes is communication; an effective communication strategy can alter one's perceptions¹ and thus influence expectations and maybe attitudes.

Another variable that can be managed, even before an individual is hired, is called locus of control. When one has an "internal locus of control" they hold the general belief that they can control outcomes (or at least influence them) and thus are more equipped to manage stress.² Since those with an internal locus of control believe they have the "power" to influence results, they are more likely to be proactive. Leaders want to hire people who have this internal belief and, therefore, a candidate's locus of control needs to be determined before hiring. In a change process, internal locus of control individuals are better prepared (or at least they feel that way) to handle the change processes. If a current employee has an external locus of control, the leader then must convince him/her they have some control over the outcomes and show them how.  

An individual's self-efficacy is a variable that can be managed before and during a change event. Prior to the change event, leaders can be sure people have the confidence, knowledge, skills and abilities to do the work; leaders can offer training, appoint mentors and/or install a formal apprenticeship.  

Stress is a normal part of life.. An optimal level of stress in organizations resides between the extremes of very low and very high stress. Organizational change can be a stressor. Leaders can control many variables that alter the relationship between the causes of stress (e.g. change process at work) and how it is experienced. If experienced negatively, it can increase negative physical, psychological and organizational outcomes, and vice versa. Leaders and their organizations have sufficient control to maintain an appropriate level of stress in an organization.

Please feel free to make comments.

References

¹ Robbins, S., & Judge, T. (2011). Organizational Behavior (14th ed.). Upper Saddle River, NJ: Pearson Education.

²  Griffin, M.A., & Clarke, S. (2011). Stress and Well-Being at Work. In S. Zedeck (Ed.), APA Handbook of Industrial and Organizational Psychology (Vol. 3, pp. 359 - 397). Washington, DC: American Psychological Association.