Aside from the stress and burnout associated with an overload of work, one of the most common stress generators in the workplace is that associated with change. This is especially true in the case of major changes that come with reorganizations and/or layoffs. Natural fear of the unknown, and the real or perceived threat of job loss will create stress. Under these circumstances, you may find yourself spending a lot of time communicating and counseling workers. Don't view this as unproductive time, since the sooner workers get over change-related stress the quicker operations will get back to normal.

The starting point for minimizing change-related job stress is to keep workers informed about potential changes on a continuing basis. Surprise from a sudden change is obviously going to create a good deal of worry and concern on the part of workers. Avoiding this sort of climate is best done if you have a corporate environment where change is promoted on a continuing basis as a way for the company to remain competitive and provide job security for its workers. When they are expected and discussed beforehand, they are easier to adapt to. Furthermore, if workers are solicited for input on prospective changes, they will feel they have some control over the process. This negates the feeling of helplessness which can lead to stress.

Naturally, the amount of change-related information that flows from top to bottom within the company isn't within your control. But even if corporate communications aren't the best in the world, this shouldn't deter you from doing your best to keep your workers informed. Employees will also take their cues from you in how they react. If you pretty much take changes in stride, then those who work for you will tend to adopt a similar attitude.

Another useful device for minimizing the stress related to change is not to overdo it by making all kinds of major changes either simultaneously or consecutively. People need time to adapt and learn how to function in a different way after a change takes place. Until they learn how to settle into this new pattern, they are vulnerable to stress if still further changes are forthcoming. Here again, if the changes originate with upper management you may have little control over their frequency. However, for those changes over which you can exercise control, try not to overdo it in pushing several changes through within a short period of time.


     Listing # 0080