Pressure and its effects.
WHAT STRESS IS
The response to demands exceeding the capacity to meet them.
WHY SOME PRESSURE IS NORMAL
Demand that is manageable and time-limited is not harmful.
WHAT MAKES IT HARMFUL
It is sustained There is no control over it There is no recovery Support is absent
WHY CONTROL MATTERS SO MUCH
Demanding work with autonomy is tolerated; demanding work without it is not.
WHAT THE COMMON CAUSES ARE
Workload Unclear expectations Conflicting demands Lack of control Poor relationships Job insecurity Insufficient support
WHAT TO NOTICE IN PEOPLE
Withdrawal from colleagues Irritability Errors increasing Absence Working excessive hours Loss of interest in the work
WHY CHANGES RATHER THAN BEHAVIOUR
The change is the signal.
WHAT TO DO
Ask, privately, without assumption.
WHAT TO ASK
How things are going Whether the workload is manageable What would help
WHY THAT LAST QUESTION
It frequently produces a practical answer.
WHAT TO AVOID
Assuming it is personal rather than work-related Suggesting the person is not coping Offering wellbeing activities instead of addressing causes
WHY THAT LAST POINT
Providing relaxation while leaving the workload unchanged is recognised as avoidance.
WHAT TO ADDRESS
The causes within your control.
WHAT THOSE USUALLY ARE
Workload Clarity Support How the person is treated
WHAT TO ESTABLISH
That raising difficulty is acceptable.
WHY
Fear of appearing unable prevents disclosure until it is serious.
