Viewing Stress In the Workplace As A System
Typically, when stress is talked about in the workplace, it is commonly talked about from the perspective of stress management. Stress management is typically approached from the perspective of managing the stress response after it occurs. As a long-time student of stress, I have come to appreciate that addressing stress is about more than just managing the stress response after it occurs. I now view stress as having multiple components and therefore a system.
Stress is a physiological and psychological response to thoughts, events or situations that are perceived to threaten or challenge an individual’s sense of wellbeing or equilibrium (status-quo).
Physiologically, stress triggers the release of hormones such as cortisol and adrenaline, which prepare the body for a “fight or flight” response. This response can include increased heart rate, elevated blood pressure, heightened senses, and tensed muscles, among other reactions.
Psychologically, stress can manifest as feelings of anxiety, worry, irritability, or overwhelm. It can affect cognitive functions such as concentration, memory, and decision-making.
A system is a collection of interrelated components working together to achieve a common goal or function. Addressing stress from a systemic perspective involves interventions at each component. A stress system consists of the following interrelated components:
Stressors and Triggers
Stressors can be internal or external to the individual and are pressures, events or situations. While most stressors are internal to the individual, they can also be external such as workplace or familial type stressors. Stressors are nothing more than different categories.
Since stressors are merely different categories, there must be some particular individualized trigger within the stressor which initiates a stress response within the individual. Each individual will have their own personlized list of stressors and triggers. This individualization is one of the reasons why addressing stress in the workplace can be so challenging for the employer.
Within a stress system, individuals must first recognize their stressors and triggers within each of the stressors. With this awareness, individuals can learn how to avoid their stressors and triggers or initiative a reframing process. Employers can offer training around reframing and seek to reduce or eliminate known workplace stressors.
Stress Threshold Level, and stress dissipation
Our response to stress is not always necessarily bad or toxic. Stress threshold level refers to the point at which an individual’s level of stress reaches a critical point, beyond which they may experience negative effects on their mental, emotional and physical wellbeing. This threshold can vary from person to person and depends on factors such as genetics, personality, life experiences, coping mechanisms and the nature of external stressors. When stress exceeds this threshold, it can lead to symptoms such as anxiety, depression, physical illness, decreased productivity and impaired decision-making.
Recognizing and managing one’s stress levels before they reach this threshold is essential for maintaining overall health and wellbeing. An individual’s stress threshold level can be increased through building up of the individual’s stress resistance and resilience. Am employer can offer stress resistance and resilience training and education.
Stress Response Management
In the workplace setting, the most common approach to stress is through the management of the stress response. Stress management techniques most commonly involve life coping skills and relaxation skills. It has also been found that practicing self-care, maintaining social support networks and seeking professional help when needed can also help individuals manage and reduce the impacts of a stress response.
Stress Dissipation
Even with the application of effective stress management techniques, it is not unusual following a stress response for the body to act as a reservoir for the accumulation of the body’s chemicals and hormones related to stress. While these chemicals and hormones will eventually dissipate own their own, the dissipation process can be sped up through physical activity. Engaging in physical activity and exercise, which is known to help reduce stress hormones like cortisol and adrenaline, will also stimulate the production of endorphins, the body’s natural painkillers and mood elevators. The stress dissipation process creates yet another opportunity to promote the exercise and physical activity components of its worksite wellness program.
Theoretical Underpinnings For A System’s Approach
When moving into a system’s approach to stress, an employer would be wise to establish a theoretical underpinning for its systems approach. Choosing a theoretical underpinning about stress to guide an employer’s stress system is critical for several reasons. Each reason will impact how effectively an organization can identify, manage and reduce workplace stress.
The different theories of stress provide different frameworks for understanding what stress is, its causes and its impacts on employees. The choice of a stress theory will also influence how stress is assessed and measured within the organization.
The chosen theory will also determine the interventions and strategies for managing stress in the workplace since there should be alignment with the chosen theory. Different theories may suggest different metrics for evaluating the effectiveness of stress management interventions. The chosen stress theory should also resonate with the organization’s culture and values. A mismatch can lead to resistance from staff and management, reducing the effectiveness of implemented strategies.
By carefully selecting a theory of stress that aligns with their unique organizational needs, resources and goals, employers can develop a more targeted and effective approach to managing workplace stress. This can lead to a healthier, more productive work environment and better overall organizational performance.
Currently there are four common research supported theories. They include:
- Demand — Control Model — This model proposes that job stress arises from the combination of high job demands and low job control. High demands, such as heavy workload or time pressure, coupled with low control over work decisions, can lead to increased stress levels among employees.
- Job Demand and Resources Model — This model suggests that job stress results from the interaction between job demands and job resources. High job demands, like excessive workload, are stressful unless there are sufficient job resources, such as support from colleagues or opportunities for skill development, to help employees meet those demands effectively.
- Conservation of Resources Model — This theory suggests that individuals strive to obtain, retain and protect resources, including physical, psychological and social resources. Stress occurs when there is a threat of resource loss or actual loss, leading to efforts to conserve or replenish resources. This theory provides insights into how stress can be triggered by events that threaten an individual’s resources or undermine their ability to acquire new resources.
- Effort — Reward Imbalance Model — This model focuses on the perceived lack of reciprocity between the effort exerted on the job and the rewards received in return. When employees feel that their efforts are not adequately rewarded, whether in terms of salary, recognition, or career opportunities, it can lead to heightened stress levels and negative health outcomes.
Since each of these theories has been validated by research, my suggestion to employers is that they address all four theories in some fashion by addressing demands, controls, resources and effort — reward balance.
While stress is a natural and often unavoidable part of life, understanding and addressing workplace stress through a systemic and theoretical lens is not merely beneficial, but essential for fostering a supportive and productive work environment. By integrating theories such as the Demand-Control Model, Job Demand and Resources Model, Conservation of Resources Model, and Effort-Reward Model into their strategies, employers can comprehensively address the multifaceted nature of stress.
This approach allows for the customization of interventions that not only manage stress responses, but also enhance individual resilience and organization wide wellbeing. Ultimately, by prioritizing a deep understanding of stress and its dynamics, employers are better equipped to cultivate a workplace that not only mitigates stress, but also promotes sustained employee health and organizational success.
A systems approach to stress in the workplace should encompass three goals: preventing chronic, toxic stress, successfully managing a stress response should it occur and dissipating the aftermath of the stress response so the individual quickly returns to a state of balance or homeostasis.
