Organisational Stress

There is a considerable cost to people, in both human and financial terms, in working in an unhealthy stressful environment. It is therefore in the interest of all leaders and managers to create healthy workplaces.

What is commonly referred to as 'organisational stress' may be said to be caused by a dysfunctional culture. Where members of an organisation share a negative view of that organisation, they are not likely to be motivated to perform well. On the contrary, they may feel that work is not worthwhile and that there is little point in pursuing personal or organisational objectives or desires. The result may be a serious loss of self-esteem and when this condition prevails this will be experienced as stress.

Some of the consequences of stress have been identified as:

• Reduced productivity
• Lack of creativity
• Job dissatisfaction
• Increased sick leave
• Premature retirement
• Absenteeism
• Accidents
• Organisational breakdown

There are many ways in which organisational culture will manifest itself in a dysfunctional way. For example, the unhelpful and dysfunctional division between 'us' and 'them' which may be perpetuated by both senior managers and those at other levels of an organisation in a collusive manner. A division which results in a lack of proper communication and a sort of 'blaming' culture.

Addressing these matters is difficult work, work which cannot be adequately dealt with by managers or internal consultants because they are part of the culture, part of the hierarchy, and subject to the authority structure of the organisation.

However, this is not the total extent of the needs regarding organisational stress. There is also a need for a Stress Management Strategy that through various approaches will, in its entirety, provide for the needs of the organisation.

Such a strategy would address the following sort of issues:

The first four actions are as essential as the last. These can all be developed by internal staff who have the knowledge, skills and ability to ensure that what is provided is as good as anywhere else. There may be benefit from employing outside assistance to consult to the process but basically the experts in the field are in the organisation.

The real point is that this sort of strategy should be seen as a total package. Without addressing the issue of culture the organisation will not achieve the desired effective activities in the areas identified at 1 - 4 above. Equally, it could be ensured that the organisation had a wonderful culture but without the other activities there would be no service available to members of the organisation.

If you are an executive, manager or leader who is concerned that 'organisational stress' may be a problem in your organisation and would value a helpful discussion about what is happening and what might be done about it, please contact OPUS as follows:

Dr Lionel F Stapley. By mail at: 26 Fernhurst Road, London SW6 7JW;

By Tel & Fax at: 0171 736 3844; or, by e-mail at: LionelStapley@MSN.COM