Reflex Systems: Critical Analysis of Human Behavior Under Stress Introduction The purpose of this paper is to analyze the stress factors of organizational pressure and to determine what skills can be used by leaders to diffuse the stress and to get team members to align to a common goal. Engaging a team and making the team members believe that he or she is valued is a skill that leaders should adapt to reduce stress in an organizational setup (Spiers, 2012). Individuals in a team should feel as though his or her contribution to the tasks is an important one.
When members of a team feel unappreciated, the goal is subject to setbacks and sometimes failure. Analysis Reflex systems have decided to implement customer relationship management software to help the company to track follow-up sales. Reflex systems have had no problem selling its product, but rather building a rapport with its clients to ensure repeat business. Rankin and his team have taken on the task of completing and implementing the program changes in the proposed 10 weeks. Before completion of the project, one of Rankin’s team members, Sally Phillips decided that she wanted a fair chance at quality of life.
Her decision left the team short-handed, and forced Rankins and the team to make a commitment to pull her weight. The team quickly grew weary, and stress caused team members to disengage from the project. Rankins at wits end needs to decide how to change the team’s emotions to complete the project by the deadline successfully. Approaching this project, Rankins was sure that his drive would allow him to complete this project with minimal problems. One problem that Rankins did not count on was lack of drive from team members, unsatisfied team members, and loss of leadership control. A team is only as strong as its leader.
Rankin’s secondary focus was to the completion of the project. His primary focus was the boost of qualifications he would receive once the project had been completed successfully. In the back of Rankin’s mind, he could not help but think that the success of the project would land him a promotion in the future. This could be the very reason he ignored the signs of a distressed team. Recommendations As leaders, Rankins should own the culture created in the work environment of his team (Spiers, 2012). As counsel to Rankins, there are many factors that contributed to the current dismantling of his team.
The first factor is communication. Sally Phillips expressed to Rankins that she was approached by a competitor. Phillips is willing to take a decrease in pay in exchange for quality of life. Although Rankins rebutted her dismissal from the team, Rankins did not offer concern or resolution for his rebuttal. Phillips was in search of empathy from Rankins. Phillips clearly lacked job satisfaction. An easy fix to this situation simply would be to offer a rotation in weekend and nights to allow team members to refresh one’s commitment to the project.
The second issue is team members avoiding each other when they should be working together to complete the tasks. This separation and lack of communication halts the process of meeting the goal. When the team members asked how much longer the project would take, a simple response of “one more month” was given. The team members have not seen any motivation tactics from their leader. Motivation can attribute to leveling stress within the workplace. Through observation, leaders should be able to determine when his or her team is overwhelmed. As stated earlier, stress is inevitable. Stress can be present in a positive or negative form.
Stress in its positive state provides an individual with the drive to complete tasks and goals. Stress in this state, can be referred to as a motivating factor. Stress in its negative state has the opposite effect on the individual. One may endure fatigue, emotional imbalances, anxiety, aggression, and many undesirable effects (Kofoworola & Alayode, 2012). Kofoworola & Alayode states that stress can be dealt with in two ways: denial or admittance with the willingness to find a solution (2012). As a leader, Rankins must learn ways to eliminate stress and to bring his team together.
He cannot attempt this task without first recognizing that he is stressed. Rankins must become in tune with his emotional intelligence. Knowing how he feels and balances one’s emotion for the sake of one’s subordinates is essential for a leader. The team must feel confident that even through stressful situations; a leader can remain level-headed and can guide the team through any obstacles. Learning one’s threshold can be trying. Rankins must determine his learning style to determine how to best help his team. The team should also be aware of his or her learning style to be receptive to the team, the leader, and the task.
Learning one’s learning style will help the entire team to determine a level of compatibility. This technique will help to reduce stress due from incompatibility issues. To facilitate the differences in learning styles, the Rankins should play the role of Assimilator. Delegation of specific tasks to the team aids in allowing the team to feel as though he or she is an asset to the project. The loss of a team member did not prompt Rankins to reposition delegated task. Instead, Rankins owned the task solely, leaving the team to feel as though they were working long hours with no value to the project.
This decision decreased the morale of the team, and in return elevated stressors in the team member’s emotions. Conclusion At my job, I am constantly talking to my team about their goals and aspirations. To enhance commitment to implementing changes, I must first build morale. Creating an inviting environment for my team helps me to give unbiased feedback to help develop my team. Team members appreciate candid conversations about his or her personal growth. Communication with the team both as a group and individuals allows the team to observe my concern.
Using the accommodator learning style, my best form of motivation is showing an employee his or her self-worth. Most times, an individual may not be aware of his or her self-efficacy. As a leader, developing one’s self-confidence, and helping an individual to discover his or her personality traits is a technique that can deem to be beneficial to developing a dedicated team. Just as stress is inevitable, so are the differences in personalities and behaviors. As a manager and working with different personalities, I have to understand that my employees have to learn my learning style and differences from other managers as well.
Through this week’s assignments and readings, I have learned that I have an accommodator learning style. This style allows me to implement decisions previously made to complete projected plans or to implement changes. I am comfortable with standing my ground with new implementations and expect my team to fall in line with the goal that has been set forth. References Kofoworola, O. , & Alayode, A. (2012). Strategies for Managing Stress for Optimal Job Performance. International Journal of Psychological Studies, 4(2), 162-168. Spiers, C. (2012). A no-nonsense approach to stress management. Occupational Health, 64(6), 16-17.