Working Smarter

IF EACH OF US had a blooper reel, our most forehead-slapping moments would come at times when we were late, rushing, on deadline, under pressure, times when we were under the influence of stress. That’s when brains take leave of their faculties and default to impulsive decisions that make it appear we have the IQ of a panicked wildebeest.

Stress reroutes thoughts from the top floors of the brain to the lower ones—to the irrational emotions of the limbic system and to rote mode. We don’t have command of our chief productivity tool, full attention, when focus and the tenuous grasp of working memory are hijacked by the perceived crisis of stress.

RELENTLESS SABOTEUR

When racing on deadline, we send emails with typos, forget attachments, or overlook important calculations and may have to do the task all over again. When late to a flight, we leave smartphone charge cables behind and worry about whether the front door is locked. When stress sets off sudden anger or rage, we may lash out in ways we regret later.

A raft of studies show that stress is a relentless saboteur of attention, and without the ability to manage it, we subvert intellect and devolve to a state as reckless as someone who’s had too much to drink. We do things under its command that we never would with full, unsidetracked presence of mind. That means stress has a major impact on all the things we need attention for: productivity, engagement, and work-life balance.

“Acute stress impairs the intention-based attentional allocation and enhances the stimulus-driven selection, leading to a strong distractibility during attentional information selection,” note the authors of one study (Sanger, Bechtold, Schoof, Blaszkewicz, Wascher).

The stress hormone of cortisol sends us on a chemical bender, a detour away from goals, focus, and the directed concentration of what’s known as “top-down” attention (you choose what you pay attention to) to “bottom-up” attention, a survival mechanism that hijacks the higher brain in moments of perceived threat.

As Daniel Kahneman reported in his sweeping survey of how wrong our brains can be in “Fast and Slow Thinking,” there are two basic cognitive gears. System 1 thinking is a rapid, if not instant, response to a stimulus, and its triggers include the stress response and danger. It’s marked by rash, impulsive, jump-off-the-cliff, knee-jerk familiarity, and mostly speed. There’s no time for weighing pro and con. There’s just an immediate reaction.

STRESS DUMBS US DOWN

System 1 thinking refers decisions to emotions and feeling. This can help extricate you from a life-and-death event in which you would have no time to think your way out, but it’s of little use when trying to make decisions that require thought and reflection. It shreds focus with intrusive thoughts that fan the flames of the perceived crisis of the moment.

The other type of thinking, System 2, is what we use for thoughtful analysis, complex decisions, planning, anything with a goal attached to it. It’s essential for concentration and decision-making, and utilizes the direction and discipline of the higher brain. You are in charge, not an external event.

Subjects in the study above under the command of stress-induced bottom-up attention made a lot of mistakes. Stressed individuals were prone to mis-weighting the information in the tests they participated in and confusing less relevant data with test targets. This is one of the things stress specializes in, causing us to make decisions without considered examination. Errors for the stress group included “a very large portion of response misses, emphasizing a lack of top-down controlled selection bias toward the less salient target feature.”

Stress makes us reach for quick answers, easy fixes, because it forces us to make decisions before we have adequate information to base them upon and ones clouded by raw emotion. It dumbs us down to retaliatory and reflex behavior in which we react before we think. Our job is to build in the thinking before or after the reaction. The key to that is the very thing stress steals: attention.

Attention is the act of choosing from a stream of information and data what you want to pay attention to. It’s a selection process in which your executive attention function in the high brain screens the incoming data and chooses the information that best matches your goal, task, or the tenuous thought associations at top of mind in your working memory. Stress impairs your brain’s ability to stay focused on the task. The release of stress-fueled cortisol impairs intention-based thinking and, suddenly the tail, external stimuli, is wagging the dog.

Minds that can’t stay on task or focus take longer to the get the job done and may have to do the work over again after errors. Obviously, then, the drain of attention has a big impact on productivity. Highly stressed employees don’t just have lower productivity; they also have poor engagement, a survey by Watson Towers found. 

Instead of ignoring the siege of devices and interruptions that afflict most offices these days and the stress they aid and abet, we ought to be finding ways to bring stress management tools to every office to combat attention hijackers. The more stress we have, the less attention and productivity. The more attention we have, the less stress. It's simple, but yet impossible to achieve unless stress management strategies can take root.

The solution is more absorption in every moment of every task we do. Studies show that when we have full attention and engagement, we get the job done faster, remember it longer, and like it more.

The same goes for life outside the job. The more we can stay immersed in the moment, the happier we are, our problems emanating from the realm of the other two tenses. Harness attention, and we can tap the power of the most potent motivation, intrinsic goals, doing our work for the inherent interest, and find optimal experience, when our skills meet a challenge. 

It all starts with doing things that increase attention--putting limits on device time, participating in activities that build concentration (chess, dancing, learning a language), reading, and strategies such as mindfulness and other forms of target focus that increase the attention center in the prefrontal part of the brain and decrease the self-referential hub, where the thoughts and anxieties of stress live and badger us.

In the era of distraction, you still have the power to direct your mind and reduce stress and increase productivity by boosting top-down attention and reducing bottom-up attention. That's if you can regulate the impulsivity of System 1 and let System 2 take back your mind from the attention-stealers.

If you would like to increase attention and productivity on your team or in your company, please click on the button below for details on our stress management, productivity, and work-life balance programs.

Dozens of studies have shown the connection between job stress and cardiovascular disease and heart attacks. Now an important new study has found that high job strain also increases the risk of strokes, or brain attacks, by 22%. The risk is higher in women, 33%, and for the most common type of stroke, ischemic stroke, which cuts off blood flow to the brain, job strain increases the stroke risk by 58%.

As much as we would prefer to ignore it or call it something less charged, unmanaged stress has real consequences no one can afford to turn a blind eye to, whether employee or employer. This latest evidence shows that failure to control job strain can blow up the very source of productivity itself, the brain. This is an unforced error that doesn’t make sense. There are enough competitors out there ready to slice and dice. We don’t need to be doing it from within.

Stroke is the fourth leading cause of death in the U.S., affecting 800,000 people every year. It occurs when there is an interruption of blood flow to the brain, which prevents brain cells from getting the oxygen and nutrients they need, and they can die as a result. Stokes are caused by artery blockage or narrowing, which happens in the 85% of cases that are ischematic, by blood hemorrhaging in brain arteries, or by temporary blood clots in the brain, known as transient ischemic attack (TIA). Stroke can lead to temporary or permanent disabilities and paralysis.

DEMANDS VS. CONTROL

The Chinese researchers who conducted the meta-study analyzed data from six prior studies on three continents, including one in the U.S. They looked at the effects of strain on a sizable 140,000 people. Their report measured how the subjects fared over four categories of jobs, each with varying degrees of psychological demand, or strain, and control over demands, the key factors in whether you feel you can cope with a challenge or not. Lack of control in the face of high demands flips on the danger switch in the body's ancient defense mechanism, the amygdala, and the stress response kicks into fight-or-flight mode.

The risk of stroke is least for people in low-cognitive strain jobs, such as manual labor, and highest for people whose jobs have high levels of mental load, time pressure, and management and coordination, but who have little control over their work. Even if you have high demands, if you feel you have some control over events, what's known in the stress literature as "latitude," that creates a sense of coping capacity, countering the strain. High threat-vigilant work has been shown to be the most stressful, which includes bus drivers, taxi drivers, nuclear facility workers and air traffic controllers.

High strain jobs are proliferating with the speedup in pace, inundation of email and interruptions, which slow things down and increase time pressure, and leaner operations, which increase workload and the perception you are overwhelmed. Without strategies to adjust these conditions and the perceptions they create, chronic stress can develop, and that is where the serious health and productivity blowback occurs. 

BUILDING COPING CAPACITY

As has been shown in Japanese studies of karoshi (death by overwork) victims, chronic high stress leads to unhealthy lifestyle choices—eating fatty foods, smoking, drinking, and no exercise, as well as other decisions that increase stroke risk. Meanwhile, chronic stress jacks up blood pressure, lowers the immune system, increases the bad cholesterol, decreases the good cholesterol, and boosts the risk of plaque buildup in arteries, which can lead to cardiovascular disease, a proven risk factor for stroke.

As with heart issues, it's critical to know the warning signs. Symptoms of stroke include numbness of the face, arm, or leg (often on one side), vision problems, headaches, speaking and understanding problems, dizzyness, and unsteady gait. 

The good news is that we don’t have to let high strain develop into stress. We can control it in our bodies and companies by making adjustments to how we work that turn high strain into manageable pressure. Our stress management training, for instance, gives individuals tools to increase their perceived control over tasks and events, which moderates strain and builds coping capacity. Simple changes to processes and operations can dramatically reduce stress triggers within the organization and increase performance along the way. There are few blocks to performance as effective as unmanaged stress, which drives absenteeism, cynicism, conflict, mistakes, crisis mentality, fatigue, and exhaustion.

BRAIN MANAGEMENT

Stress management is brain management, and brain management is productivity management. Stress constricts the brain to the perceived crisis of the moment, so it stifles planning and complex decision-making, which require a leap out of the current worry loop.  Brains under chronic stress make rash decisions, since the faculties of the analytical mind get hijacked by the impulsive, emotional caveman brain.

Most of us individually try to avoid things that make us unhealthy—cigarettes, high-cholesterol foods—but when it comes to stress, we don’t act or ignore the problem. We have been programmed to believe that it’s just the way it is, or that we can take it. Smoking increases the risk of heart disease by 20%. This new study says that job strain is just as risky for stroke, and considerably higher, 33%, for women.

Companies spend heavily to recruit and train the best talent, but then can jeopardize those skilled minds by not being proactive about stress management. The latest scientific evidence shows that job strain is no longer something that can be written off as just part of the day. The activation of stress itself is a signal that something is perceived to be an emergency.

I hope these latest findings can move us closer to a time when we see this threat for what it is—the single biggest threat to the nation’s health ($1 trillion a year in costs annually, according to U.C. Irvine’s Peter Schnall), and to the effective functioning of any organization in a time of digital, 24/7 demands.

If you would like to learn more abou how to control stress in your organization or get details on our stress management programs, click the button below. Manage stress, and unleash performance.