Anticipate, Understand and prevent risks Psycho-socials June 2010

Anticipate, Understand and prevent risksPsycho-socials

June 2010

The programDay 1

What is stress ?

The consequences

Detect and act as manager

Prevent and limit the impact of communication’s stress

Action plan

The programDay 2

Back to the action plan

Discussions on specific cases brought by participant

Role playing filmed formatting situation

Balance sheet

Understand the nature of stress

Be aware of risks it poses

Know how to act in his role of manager cope with stress

Acquire postures communication to allow reduce the severity and risk

The educational objectives

The facilitator :Michel MAESTRALI ESC, Master PNL, Master Coaching Paris 8, Process Com

licensed coach, member of the ICF

15 years experience in big companies (SNCF, SNCM) and SMEs as manager, partner, officer. Last post occupied : HRD and Finance Director in transportation business of DSP

His profession today : The accompanying change The instructional project and the formation The individual Coaching Coaching and formation at distance

Part 1 :What is stress ?

Part 1:What is stress

Study case

BrainstormingWhat is stress ?

Part 1 :What is stress

Stress ?

In the phenomenon of stress, it should be interesting to distinguish : The external stimuli, the « Stressors » (term coined by Hans Seyle who studied and developed the concept of Stress in the 30s) The stress response, all physical and psychological reactions (Adrenaline, negative emotions…) The consequences of this reaction,

unnatural behavior, irritability, sleeplessness...


The 3 stages of stress ?

In unusual situation or aggression of all kinds, the body goes through three successive stages:

The alert phase, when our brain evaluates a situation of this type, the body produces instantly hormones (ex. adrenaline), the heart rate increases…

The resistance phase, when the perceived situation persists in the time, the body is organized to endure and fight (with cortisol for example)

The exhaustion phase, if the phase of resistance extends, our resources are gradually depleted.


Illustration

The stress consists in« a transaction between the person and his environment in which the

situation is assessed by the individual to be beyond its resources and may

endanger their well-being. »

Richard LAZARUS and Susan FOLKMAN (1984)


Study case

Self – examination

Part 2 :consequences of stress ?

Part 2:Consequences of stress?

Serious consequences for the individual

FAIL

decreased motivation,difficulty for concentration,difficulties in finding solutions,pollution of family life and friendly,diseases like musculoskeletal disorders (such

as back pain, the tendonitis),diseases like cardiovascular (burn-out or

exhaustion professional, depression...)


Good stress and bad stress

Two psychologists, Yerkes and Dodson, have shown in the early 20th century that stress is good for the performance to some level, but then, it becomes harmful.

« Good » stress

Optimal stress

« Bad » stress

Intensity of the stress response

Performance of the individual


Dysfunctional personal

When we are stressed, we tend to commit errors following logic in our interpretation of the facts :

Arbitrary interference(a conclusion without evidence)

“It’s,gonna wrong"“They take me for an idiot"

The selective abstraction (consider only some facts)

“She didn’t smile, she wants me!"

Minimization (of its successes) or maximization (its failure)

“I mishandled the negotiations, I will surely lose market"“It works too well, it can’t last"

Generalization “I missed my review, I suck!"“Anyway, it’s always the same thing"

Personalization(Bring events to oneself)

“If the project fails, it’s my fault"“A computer that is loose, it only happens to me"

Dichotomous thinking(think all or nothing)

“He criticized me in a meeting, he hates me"“If I fail completely, it’s because I’m bad"

Of “Know of to manage the stress", Dr Charly Cungi, ed. Retz, 2003 and “The stress at work", Patrick Legeron, ed. Odile Jacob, 2001

Part 3 :act on stress

Part 3:Act on stress

Not all equal cope with stress

Vulnerabilities The rather impulsive personality,

angry, in a spirit of competition The « outsiders »,who events are due

to factors external (fate, others, context...)

The anxiety (personality trait) The pessimists who focus on negative The learned helplessness, following

failures, stories of life


Not all equal cope with stress

Resistance factors The personality characterized by patience,

calmness, stability emotional The « insiders », for whom events are due to

oneself and one can act on them Those who trust in them, belief in self-efficacy

(belief in its resources, capabilities) Optimism Endurance Resilience, the ability to rebuild despite

hardships (flourish integrating its failures)


Strategies for dealing with stress

Strategies focused on problem solving Dealing with the « stressor», modify,

reduce...Strategies focused on emotion

Reduce, control our emotion cope with stress

Strategies ineffective Denying the situation Avoid the problem

Part 4 :act on stress as a manager

Part 4:Act on stress as a manager

Case study

Brainstorming :What are the different role of the manager ?


A typology of 5 roles

Depending on the context, the moments and personalities, the manager, if he wants to be effective, must take on multiple roles

The main roles are The relay The actor / decision maker The innovator The unifying Attendants


The relay

In this role the manager must : pass information Upward, downward or horizontally to get directions be « bridged » decisions taken over him


The actor/decision maker

In this role the manager must : decide, take initiatives enforce its decisions follow, monitor its implementation Setting objectives Organizes work


The innovator

In this role the manager must : solve problems cope with new situations (with its teams,

its customers, suppliers…) find and invent, as needed, solutions fight against routine (process,

meetings…) by varying methods, formats, subjects, roles


The attendants

In this role the manager must : promote the development of its

collaborators lead them to greater autonomy contribute to their training manage potential


The unifying

In this role the manager must : mobilize the team, the energies give meaning, motivation promote cohesion serve as an example


The pentagram of the manager

The unifying The actor/decision maker

The innovatorThe attendants

The relay


Case study

BrainstormingThe links between the role of manager and action on stress


The pentagram of the manager and the action cope with stress

The unifying(promoting trade in the

team, communicate, manage conflicts)

The actor/decision maker(crop practices “stressful”, balance the

workloads)

The innovator(fight with routines,

promote the creativity

The attendants(be careful with staff, exchange,

make verbalize)

The relay (up the information on cases in overdue at your hierarchy and

service hr)

Part 5 :Prevent and minimize the impact of stress by communication

Part 5:Prevent and minimize the impact of stress by communication

I filters of perception

It’s important to remember that the reality on and with which we communicate is a construction and like the characters of myth Plato’s cave, we believe strongly that it is reality.To « build » this reality, we must pass through the different filters

The neurological filters The cultural filters The personal filters


The process of elaboration of the information

In addition to the filters of perception, enter involved in treatment information

The billions of stimuli we receive (perception) are processed according 3 process

The selection The generalization The distortion


Case study

To understand the concepts of representation, we will build on our numerical representations.

Translate for you, in this text, the parts in bold in numerical elements.Francis has often change (how many?) of society. He has worked in big societies (how

many employees?) and also in a small company (how many employees?).In his last job, he was very well paid (how much €/month?), but since he has a

big family (how many children?), he have loads. He makes sportregularly (how many times a month?) and has many close friends (how many?).


Go beyond the surface structure of the language

active listening

will keep listening attitudes «directed»

empathy

surface structure of language,what is communicated

Representation of experience,Deep structure of language

Lived experienceSelection, generalization,

distortion

Selection, generalization, distortion


Illustration

Listening skills, is to possess besides his own, the brains of the other.

Leonardo da Vinci


The reformulation

« Echo » or reflection

summary or abstract

clarification

reverse


Illustration

Norman MAIER has adapted the work of Carl ROGERS to the company by setting 14 point rules of good reformulation.

1. Use its own language, without trying to repeat or rehash the words of another.2. Leave an opening « is that correct ? » ; « do you think ? »3. Reformulate the thinking of other as a realization : « So you think that more means are needed » and not as a statement «So we

need more resources. »4. Accept silence without seeking to furnish5. Don’t try to rewrite everything but only the last idea made, though it summarizes the whole6. Don’t want to go beyond what is expressed7. Accept contradictions without the stress : it contradicts itself, that it evolves8. Don’t restate something that the other tries to hide, such a strong emotion9. Reformulate the hesitations, for example between : What he would do and what he thinks should be done10. Reformulate only what seems enough said11. Doesn’t evaluate, or judge12. Don’t interpret13. Knowing that a problem may hide another14. Admit that the other give itself the solution


Illustration

An unsolved problem is ill-posed problem.

Albert EINSTEIN


The two lines of questioning

OPEN CLOSED The axis of the opening, depending on the openness (which may lead to the other several types of responses) or closed (which directs to a single type of answer) questions

The axis of influence, depending on whether the issues orient in a manner by which the questions

NEUTRAL

+ + +INFORMATION

Howdid you ?

BINARY CHOICECONTROLYES / NO

Are weokay ?

INFLUENCED

THINK IN A FRAME PRE-ESTABLISHED

How to avoid thisrisk ?

INTERRONEGATIVESEARCH OF THE

YESDon’t you think ?


Effective questioning

Stay open-ended questions to obtain more information

By the more or less influencied open-ended questions, focus the attention on fields more or less extensive

Focused on one point per question

Allow time to respond (use silences)

Be synthetic


Each individual has 3 dimensions

Internal states Cognitive processes

Behaviors


Understanding by separatingthe three planes

Internal states Cognitive processes

Behaviors

Our question to win to separate the 3 plans, what is the registry of facts, the registry of feelings or of judgmentsIn addition, its allows us also to ask our interlocutor on plans he ignoresThis is especially important that the three plans are in interaction


The questioning is more efficient in asituation embodied

Situationconcrete

When our interlocutor tells us in a manner «disembodied », we do withdraw that information «intellectualized» : you don’t ever listensIt’ better get our interlocutor in an experience concrete : the last time i didn’t listened

When is it ? Where it was ? What did you do ? You thought what ? You feel what ?

Situationdisembodied


Case study

Role-playing, managerial situations related with stress

Part 6 :My action plan during intercessional

Part 6:My action plan during intercessional

Case study

Compared to what has been seen so far, what are the odds in I’ll experiment works by the next session ?

Conclusion Stress has many dimensions

Its consequences are very serious

For ourselves, as our employees we can act on stress, its causes, its consequences or a mix of both

In our role of manager we can act to limit and detect stress, in case of detection of potential situations severe : warn his superiors and HR Services

By our capacity for empathy and listening we can relativize, verbalize and thus help to reduce impact of stress

BibliographyTo go a little further…

Acting on Stress at Work – F Guez and AC Delhommeau – Nathan – Les Echos 2009

Learn to manage stress - Dr Charly Cungi- ed. Retz, 2003

Stress at work - Patrick Legeron ed. Odile Jacob, 2001

Documents

Anticipate, Understand and prevent risks Psycho-socials June 2010