UNIT 4 Professional Stress & PI in AI world.pdf

Module 1
Unit 1 Basics of Professional Intelligence
A. Definition of Intelligence, Meaning of Human Intelligence, Gardener’s Theory of
multiple intelligence, Types of intelligence, Concept and features of PI, Importance
to firm and individual,
B. Process of developing PI, Factors affecting PI, Qualities required for PI, Challenges
of PI
Unit 2 Principles and Impact of PI
A. 21 Principles of PI, Impact of PI on: Recruitment, Organisational culture, Employees
B. Reasons for PI, Risk in PI
Module 2
Unit 3 Emotional Intelligence and Spiritual Intelligence
A. Meaning of Emotional intelligence, Dimension of Emotional Intelligence- Self�awareness, self-motivation, empathy, Social Skills, Mayer &Saloveys(1997)
Cognitive model of EI, Golemans (1995) model of EI
B. Spiritual intelligence, Methods to learn & develop spiritual Intelligence- Meditation,
Detached Observation, Reflection, Connecting, Practice
Unit 4 Professional Stress & PI in AI world
A. Stress- Definition, Physical and Mental Health, Meaning of Professional Stress, Job
design, work systems, World Health Organizations study on Job Stress, sources of
job stress – Survival Stress, Internal Stress , Environmental Stress, Fatigue.
Degrees of Stress - Acute Stress, Emotional distress, Chronic stress, Coping
mechanism of Stress
B. Accountability Ladder in Professional Intelligence, Distinction between Professional
intelligence and artificial intelligence

1. Professional Stress & PI in AI
World
Unit 4
1DR VIJAY VISHWAKARMA

2. Unit 4 Professional
Stress & PI in AI world
•A. Stress- Definition, Physical and Mental
Health, Meaning of Professional Stress, Job
design, work systems, World Health
Organizations study on Job Stress, sources
of job stress – Survival Stress, Internal
Stress , Environmental Stress, Fatigue.
Degrees of Stress - Acute Stress, Emotional
distress, Chronic stress, Coping mechanism
of Stress
•B. Accountability Ladder in Professional
Intelligence, Distinction between
Professional intelligence and artificial
intelligence
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3. STRESS
•Stress can be defined as a state of
worry or mental tension caused by
a difficult situation.
•Stress is a natural human response
that prompts us to address
challenges and threats in our lives.
•Everyone experiences stress to
some degree.
•The way we respond to stress,
however, makes a big difference to
our overall well-being.
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4. Professional Stress
Professional stress refers to the stress that arises from the demands, pressures, and
challenges encountered in the workplace or professional environment. It can stem from
various sources such as tight deadlines, heavy workloads, challenging projects, difficult
coworkers or supervisors, job insecurity, or conflicts between work and personal life.
Professional stress can manifest in physical symptoms such as headaches, fatigue, or
muscle tension, as well as emotional symptoms like irritability, anxiety, or depression.
Managing professional stress is essential for maintaining overall well-being and
productivity in the workplace. This can involve strategies such as time management,
setting boundaries, seeking social support, and practicing self-care.
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5. Job Design
Job design isthe process of establishing employees' roles and
responsibilities.
Its main purpose is to optimise work processes to create value and
maximise performance.
But, it's also a key element in creating good quality jobs which
benefit both workers and employers.
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6. Principles of Job Design
The objectives of job design will vary according to business demands and the
organisation’s approach. But, the following will feature to some extent:
Business purpose. Jobs should support the organisation’s purpose and what it
needs to do to succeed.
Health and safety. Jobs must not risk thewellbeingorsafetyof the job holder,
their colleagues, customers or others.
People capability. Consider existing capabilities both internally and in the
wider labour market.
Quality. Jobs should minimise the risk of errors and include self-checking by
employees to ensure high quality.
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7. Principles of Job Design
Quality. Jobs should minimise the risk of errors and include self-checking by employees to ensure high
quality.
Speed. Jobs should ensure that time to complete tasks is appropriate to the job.
Productivity. Jobs must ensure the primary focus of the job holder is on things that matter and add value to
the business.
Sustainability. Jobs should enable organisations to respond flexibly to economic, social and political
change. There should also be room to develop the job in response to changing individual and organisational
capabilities.
Quality of working life. Jobs should have enough flexibility, breadth and challenge to ensure individuals
areengaged and motivated, not under excessive or prolonged stress, and have opportunities to develop.
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8. World Health Organizations study on Job Stress
Work-related stress is the response people may have when presented
with work demands and pressures that are not matched to their
knowledge and abilities and which challenge their ability to cope.
Stress occurs in a wide range of work circumstances but is often made
worse when employees feel they have little support from supervisors and
colleagues, as well as little control over work processes.
There is often confusion between pressure or challenge and stress, and
sometimes this is used to excuse bad management practice.
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9. Pressure at the workplace is unavoidable due to the demands of the
contemporary work environment. Pressure perceived as acceptable by an
individual may even keep workers alert, motivated, able to work and learn,
depending on the available resources and personal characteristics.
However, when that pressure becomes excessive or otherwise
unmanageable it leads to stress. Stress can damage an employees' health
and the business performance.
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10. Research findings show that the most
stressful type of work is that which
values excessive demands and
pressures that are not matched to
workers’ knowledge and abilities, where
there is little opportunity to exercise
any choice or control, and where there
is little support from others.
Workers are less likely to experience
work-related stress when demands and
pressures of work are matched to their
knowledge and abilities, control can be
exercised over their work and the way
they do it, support is received from
supervisors and colleagues, and
participation in decisions that concern
their jobs is provided.
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11. •Work contentsincludes job content (monotony, under-stimulation,
meaningless of tasks, lack of variety, etc); work load and work pace (too
much or too little to do, work under time pressure, etc.); working hours
(strict or inflexible, long and unsocial, unpredictable, badly designed shift
systems); and participation and control (lack of participation in decision-
making, lack of control over work processes, pace, hours, methods, and
the work environment).
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12. •Work contextincludes career development, status and pay (job insecurity, lack
of promotion opportunities, under- or over-promotion, work of low social value,
piece rate payment schemes, unclear or unfair performance evaluation systems,
being over- or under-skilled for a job); the worker’s role in the organization
(unclear role, conflicting roles); interpersonal relationships (inadequate,
inconsiderate or unsupportive supervision, poor relationships with colleagues,
bullying/harassment and violence, isolated or solitary work, etc.); organizational
culture (poor communication, poor leadership, lack of behavioural rule, lack of
clarity about organizational objectives, structures and strategies); and work-life
balance (conflicting demands of work and home, lack of support for domestic
problems at work, lack of support for work problems at home, lack of
organizational rules and policies to support work-life balance).
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13. Sources of
Job Stress
Survival Stress:
1.Definition: Survival stress occurs when individuals
perceive a threat to their basic needs or security in the
workplace.
2.Example: In the context of the AI industry, survival stress
may arise when employees fear layoffs due to
restructuring or downsizing within the company. The
uncertainty about job security can lead to heightened
stress levels as individuals worry about their financial
stability and future career prospects.
3.Impact: Survival stress can manifest in various physical
and psychological symptoms, such as anxiety, insomnia,
and decreased productivity. It can also erode morale and
motivation among employees, affecting overall team
dynamics and organizational performance.
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14. Internal Stress:
1.Definition: Internal stress originates from
individual perceptions, beliefs, and reactions to
work-related situations or challenges.
2.Example: Within the AI industry, internal stress
may stem from self-imposed pressure to meet
high performance standards or unrealistic
expectations. Data scientists like Emily may
experience internal stress when striving for
perfection in their analyses or feeling
inadequate compared to their peers.
3.Impact: Internal stress can lead to feelings of
inadequacy, imposter syndrome, and burnout. It
may also hinder individuals from seeking help or
support, exacerbating their stress levels and
impacting their overall well-being and job
satisfaction.
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15. Environmental Stress:
1.Definition: Environmental stress refers to external factors
in the work environment that contribute to job-related
stressors.
2.Example: In the AI industry, environmental stressors may
include factors such as tight deadlines, heavy workloads,
and constant technological advancements. For instance,
data scientists like Emily may experience environmental
stress when facing intense project timelines or having to
adapt quickly to new software or methodologies.
3.Impact: Environmental stress can lead to feelings of
overwhelm, fatigue, and decreased job satisfaction. It
may also contribute to a negative organizational culture
characterized by high turnover rates and reduced
employee morale.
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16. Fatigue:
1.Definition: Fatigue results from prolonged
exposure to physical, mental, or emotional
exertion without adequate rest or recovery.
2.Example: In the AI industry, fatigue may arise
from long hours spent analyzing data,
debugging algorithms, or attending back-to-
back meetings. Data scientists like Emily may
experience fatigue from the cognitive demands
of their work, leading to decreased
concentration and decision-making abilities.
3.Impact: Fatigue can impair job performance,
increase the risk of errors or accidents, and
contribute to health problems such as insomnia,
headaches, and chronic stress. It may also affect
employees' ability to maintain a healthy work-
life balance, leading to dissatisfaction and
burnout over time.
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17. Degrees of Stress
Acute Stress:
1.Definition: Acute stress is a short-term reaction to a specific
event or situation that is perceived as threatening or
demanding.
2.Example: In the AI industry, acute stress may occur when a
data scientist like Emily faces a tight deadline for a critical
project or receives unexpected feedback from a client. The
sudden pressure to deliver results within a limited timeframe
can trigger acute stress.
3.Coping Mechanisms: Coping strategies for acute stress
include:
1.Time management: Breaking tasks into smaller,
manageable steps and prioritizing them based on urgency.
2.Deep breathing exercises or mindfulness techniques to
reduce immediate feelings of anxiety or panic.
3.Seeking support from colleagues or supervisors for
assistance or guidance in managing the stressor.
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18. Emotional Distress:
1.Definition: Emotional distress refers to intense feelings of sadness, anxiety, or
frustration that arise in response to prolonged or unresolved stressors.
2.Example: In the AI industry, emotional distress may manifest when Emily
faces repeated setbacks or challenges in her projects, leading to feelings of
frustration or self-doubt.
3.Coping Mechanisms: Coping strategies for emotional distress include:
1.Seeking emotional support from friends, family members, or a therapist to express
feelings and gain perspective on the situation.
2.Engaging in activities that promote relaxation and emotional well-being, such as
exercise, hobbies, or spending time in nature.
3.Practicing self-compassion and positive self-talk to challenge negative thoughts and build
resilience in the face of adversity.
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19. Chronic Stress:
1.Definition: Chronic stress results from prolonged exposure to persistent
stressors over an extended period, often leading to physical and mental
health problems.
2.Example: In the AI industry, chronic stress may develop when Emily
consistently faces high workloads, tight deadlines, and demanding clients
without sufficient opportunities for rest or recovery.
3.Coping Mechanisms: Coping strategies for chronic stress include:
1.Establishing boundaries to protect personal time and prioritize self-care activities, such
as regular exercise, healthy eating, and adequate sleep.
2.Seeking professional support from a counselor or therapist to develop coping skills and
address underlying issues contributing to chronic stress.
3.Implementing stress management techniques such as mindfulness meditation, relaxation
exercises, or progressive muscle relaxation to alleviate symptoms and promote overall
well-being.
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20. The Accountability Ladder
The Accountability Ladder – The
book “The Oz Principle - Getting
Results Through Individual and
Organizational Accountability,” by
Conners, Smith and Hickman, is a
fantastic book in understanding
accountability.
Their definition of accountability
is a great one, “a personal choice
to rise above one’s circumstances
and demonstrate the ownership
necessary for achieving the
desired result.”
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21. Among other things, this book helps supervisors diagnose where their employees may be on the
ladder of accountability. Included below are the eight levels of the Accountability Ladder:
The first and lowest level is someone who isunaware of the situation. This may be someone who is
new, on medical leave or just clueless as to what the expectations are.
The second level moving upward is someone whoblamesothers for what is going on. They sound
something like this,“If it wasn’t for my new boss, I wouldn’t have to do it this way”or“This new
software program is terrible and it adds more work to my plate”or “My new co-worker is making
me look bad.”I am sure you have heard blaming like this.
The third level on the ladder isrationalizing.A person who rationalizes will say something similar
to,“I’ve been doing it this way for 20 years, it works just fine and I’m not about to change
now.”Sound familiar?
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22. Level four ishope it goes away.This is someone who thinks that if they just wait long enough, or
wait until their boss isn’t looking; they can go back to doing what they want to do.
Level five isacceptance.This level is at least accepting of the new change, process, software,
technology, etc.
Level six is look formy role.This is someone who is not only accepting of whatever it is that has to
be done, but looking to specifically identify their role in it.
Level seven islook for solutions.In every new process or new way of working, there can be conflict
or challenges. Instead of letting it stop them, this person actively looks for solutions to these
challenges.
And finally level eight isjust do it!This is the person who does what it takes to get the job done.
https://www.kent.edu/yourtrainingpartner/just-do-it-how-identify-and-address-8-levels-accountability
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23. 1.Level 1: Lay Blame
1.At this level, individuals tend to avoid responsibility and blame external factors or other people for problems
or failures. They may make excuses, deny their role in the situation, or point fingers at others rather than
taking ownership of their actions.
2.Level 2: Justify
1.Individuals at this level acknowledge their involvement but justify their actions or decisions. They may
rationalize their behavior by explaining why they believed their actions were justified or necessary, even if
they contributed to the problem.
3.Level 3: Shame
1.At this level, individuals recognize their mistakes or shortcomings but feel ashamed or guilty about them.
They may dwell on their failures, feeling inadequate or incompetent, which can hinder their ability to move
forward and take positive action.
4.Level 4: Obligation
1.Individuals at this level accept responsibility for their actions out of a sense of duty or obligation. They
understand that they have a role to play in addressing challenges or achieving goals, but their motivation may
be driven more by external pressure or expectations than personal commitment.
5.Level 5: Responsibility
1.This is the level where true accountability begins. Individuals at this level take full ownership of their actions
and their consequences. They understand that they have the power to influence outcomes and actively seek
solutions to problems rather than waiting for someone else to fix them.
6.Level 6: Self-Accountability
1.At the highest level of the Accountability Ladder, individuals hold themselves to the highest standards of
accountability. They are proactive in identifying opportunities for improvement, learning from mistakes, and
taking decisive action to achieve their goals. They demonstrate integrity, self-discipline, and a commitment to
personal and professional growth.
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