Stress, The Nemesis of Organisational Performance

Tension is becoming better known as a performance dampener for individuals. However, there exists still little understanding about how precisely all pervading the stress problem is at work, its impact on efficiency performance and what is absolutely triggering the stress in the first place. tips to dealing with stress

The unwelcome fact is that stress is endemic in our organisational life. Where ever we see disengagement among employees, a high level of mistakes, chronic levels of customer service, low productivity, intensive waste, poor decision-making at management level and uninspiring leadership, you can make certain that stress is the underlying deciding factor. Ultimately stressed actions and stressed thinking is the basic reason why so many organisations don’t work practically as well as they could and why far too many of those fail.

What we need to take into consideration in management is that personal qualities such as excitement, enterprise, exhilaration, curiosity, group loyalty, creative problem dealing with, teamwork, quiet focus and intuitive thinking are natural to everyone we use. BUT, only if they are in their natural “brain state”.

These invaluable human attributes comprise basic survival mechanisms that are inherent to all of us. But the important fact is that these superb qualities are generally only available to all of us when we are in a low state of stress. This means that the greater stress there is in the significant environment the less these very helpful qualities are available to benefit the organisation.

Essentially, the potential and desire for highly creative and productive work is already inherent in almost every employee on your pay roll. As a result all executives really have to do to drastically improve production, is to release the organisational brakes that carry people back from actually contributing these innate attributes to the overall purpose. Take away the stress and you simply set up a focussed, energetic and enterprising work culture.

Essentially, we don’t need to motivate people, we just have to stop demotivating them.

Stress anywhere in a method will have an impact on the complete system

Stress is also important from a systems perspective. Organisations are living systems whose core components are the human creatures within it.

But a system isn’t simply a collection of fragmented events or independent components. These someones relationships, daily transactions, person aspirations and motives form the necessary drive, energetic interaction and interconnectivity which make the system work. The system functions as a whole, with the aspect parts subtly interdependent on the other person for its overall effectiveness.

A system’s intricate and dynamic flow of frequent interactivity means any new idea, action, response, enhancements made on function or change in structure that is introduced as one part of the system will incorporate some sort of impact elsewhere in the system. Changes ripple through and across a system much like ripples in a pond. These ripples impact areas that might not exactly normally be apparently connected.