Stressful events can motivate and challenge an individual. However, they can also have adverse effects such as causing distress. Distress occurs along a continuum from mild to severe and its prevention and management are key components. The sources of distress are numerous and include the following:
Distress can affect individuals in various ways including:
Distress can have serious consequences which can negatively impact work unit morale and operational readiness. These include increased risk taking and accidental injuries, decreased job performance, alcohol dependency, depression and possibly suicide.
The ability to cope with distress is highly individualized and is dependent on a combination of many things:
Although distress can be prevented with timely interventions to mitigate the impact of stressful life events, once it appears, distress management is essential. An individual’s unique coping skills, perception of the problem and social support will determine how successfully they deal with their distress. Leaders can assist by preventing the individual from isolating themselves and linking them with the appropriate helping agencies.
II. Community Capacity and Leader SupportIn communities identified as having what is called "high community capacity," leaders, organizational helping agencies, and members and their families share responsibility for the general welfare of the community. They also demonstrate competence in taking advantage of opportunities for addressing community needs and confronting situations that threaten the safety and well-being of community members. Leaders promote the development of connections between members and families in their work groups, and demonstrate knowledge and skill in helping members and families balance work and family issues. Leaders also help members and families secure support services. An expected benefit from this approach is that leaders will encounter fewer members whose personal and family related problems impact individual or organizational readiness.
Leaders are responsible for their personnel and play a vital role in preventing and managing distress. They must know their people and their organization and be aware of the resources available to assist them in dealing with distress.
To know your people, as individuals, you must spend time with them and listen to what they have to say. Attentive, reflective listening may reveal the concerns that are causing distress. Send the message that you are interested in hearing about the member’s problem(s), be supportive of them and assist them in identifying what help they might find most useful. Emphasize that seeking help in times of distress displays strength, responsibility and good judgment. Recommend individuals seek needed counseling.
Just like individuals, units can suffer from distress. Organizational stress affects the unit’s morale and in turn can impact the mission. Signs of organizational stress are increased work-related accidents, a disproportionate number of health complaints, and decreased quality of service or production. Methods for reducing organizational stress include the following:
Because of the potential negative consequences of distress on individuals, leaders should encourage active management of distress as a good long-term investment in well-being. Accountability for one’s own well-being is strengthened by the example set by leadership and the emphasis attached to the effective management of distress. Leaders can remind people in distress that their personal well-being is crucial. Improving communications reduces uncertainty and helps reduce barriers to help-seeking behaviors. Advocating a climate that supports the early identification and referral of distressed personnel is an essential part of maintaining a healthy climate.
Friends and other members of a person’s social network offer things that are very important; support, protection from feeling all alone in the world, a sense of identity and purpose, understanding, and guidance. Leaders can take opportunities to "orient" new personnel into the organization, helping them feel welcome and a vital part of the unit. Leaders can then follow-up and let each team member know where they fit in the organization, voicing appreciation for the member’s efforts in making the team successful. The duty section is often the key "community" for many members, so anything leaders can do to foster this sense of community will yield great rewards for their personnel.
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