how to manage stress at work?

Why is it important to know how to manage stress at work?

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Why is it important to know how to manage stress at work?:

These are the reasons why it is essential to know how to manage stress at work context.

What is stress management? How does it affect us in the professional field?

These are very pertinent questions considering that many work contexts are very given to putting ourselves in uncomfortable situations to which we must know how to adapt as quickly as possible: presentations to department colleagues, coordination of a team to carry out a special event, accumulation work, etc.

However, not everyone considers them, since many times they fall into the trap of considering that stress is simply something we have to suffer, a type of discomfort before which we can not do anything. Fortunately, reality reflects the opposite. In this article, will teach you how to manage stress at work.

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Why should we know how to manage stress at work?

manage stress at work
Why should we know how to manage stress at work?

It would be very simplistic to assume that stress is just a personal problem, specific to each individual; Whoever is stressed does not do so because their brain experiences a spontaneous change, but because something in their interaction with the environment has changed; For example, someone has assigned you a task to complete in 24 hours, and you feel like you won’t be able to do it. In other words, stress arises between the person and the context in which that person is, and it would be just as valid to say that there are stressed people, as to say that there are stressful situations.

That is why there is no magic recipe to make stress disappear from our lives as if taking a potion surrounded us with an anti-stress bubble: the reality is that stress-generating contexts are not going to disappear. However, that does not imply that we cannot do anything to manage our emotional stresses in the best possible way and the difference between knowing how to modulate our stress and not knowing how to do it can be key.

That is why areas such as psychology have been investigating for decades what are the best coping strategies to adapt to stressful situations so that even though we are not able to control everything that happens in our lives, we take advantage of our room for maneuver in what we can control.

Therefore, today we have some useful and effective strategies that, without detracting from the usefulness that anxiety and stress have for our survival and predispose us to solve problems and avoid unnecessary dangers, help us to make our emotions play our way. favor, and not against us.

As a result, there are currently many professionals who are trained in these theoretical-practical principles that help manage stress at work and that can be applied both to oneself and to others, workgroups. The importance of taking advantage of this is fundamental, especially in organizations in which many times work under pressure, as we will see. Here are strategies for managing stress in the workplace.

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How does poor stress management at work affect us?

manage stress at work
People who regularly experience excess work stress become more vulnerable to a wide variety of psychological disorders, including depression, insomnia, and addictions.

These are different ways that problems at work can arise due to poor stress management, with examples.

  1. The propensity to experience conflict

In the context of organizations, it is inevitable that from time to time clashes of interests will arise; however, the key is in how these conflicts are resolved. Knowing how to adopt a negotiating and empathetic attitude implies obtaining very different results from those we would obtain if, for example, we let everything run its course and “may the strongest win.”

In times of great anxiety or continuous stress, many people become significantly more irritable, and they are not able to react well to what causes them feelings of frustration. For this reason, in this psychological state, the discussions become more heated and it is easier not to seek to reach a consensual solution but to immediately give an outlet to this accumulated discomfort.

For example, a department head who does not know how to manage his stress well could try to disavow an intermediate position in front of the team or even humiliate him, something that in addition to personally damaging the latter, is bad for the organization’s work dynamics.

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  1. Greater exposure to psychological disorders

People who regularly experience excess work stress become more vulnerable to a wide variety of psychological disorders, including depression, insomnia, and addictions.

We must not forget that if things do not work out well in our way of adapting to a job, that implies suffering psychological wear and tear for many hours a week and that in companies highly based on the value of competitiveness, this discomfort it can become almost uninterrupted and accompany the person home during their free time hours.

  1. Abandonment of goal orientation

A very important aspect of making a professional project work is always goal-oriented. That is, not just “comply” and that’s it, but adapt one’s behavior depending on the problems that arise, without having to wait for others to indicate to us on their initiative that there is a change in plans.

When we allow stress to accumulate in us and we do not give it a satisfactory outlet, this leads us to a state of fatigue that significantly limits our performance at work. For example, even if we keep reaching the minimum daily, weekly or monthly goals, we will probably be leaving aside other “unofficial” sub-goals that are important to attend to out of common sense, beyond the direct indications of our superiors.

  1. The appearance of a bad work environment

As a result of all the above, managing stress in an inappropriate way causes the way of functioning of the entire company in general, or of certain departments in particular (if the problem only affects those people) deteriorates, generating a bad environment This is evident both in the work dynamics and in the formal and informal relationships between workers: distrust, resentment, fear of new projects arising in which to work as a team, etc.

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