We take an evidence based approach at Collingwood, much in the way an individual learns and make decisions is predetermined by their preferences and natural tendencies.
As discussed in this article there is a distinct difference between pressure and stress, pressure can bring out the best in performance, stress will only ever limit it.
I particularly enjoyed reading this article, the reason I mentioned our evidence based approach is that turning a topic from opinion to fact allows it to be acted upon with more confidence, stress is commonly agreed upon to be a performance inhibitor at work but in most workplaces it is still commonplace.
During difficult times such as these we are currently working through decision making becomes ever more important, managing leadership and employee stress is of vital importance.
Interesting stuff, thanks for the article.
As research on decision making shows, our brains are wired to be more reactionary under stress. This can mean that stressed-out leaders like Daniela resort to binary choice-making, limiting the options available to them. In tough moments, we reach for premature conclusions rather than opening ourselves to more and better options. Faced with less familiar conditions for which our tried-and-true approaches won’t work, we reflexively counter our natural anxiety by narrowing and simplifying our options. Unfortunately, the attempt to impose certainty on the uncertain tends to oversimplify things to a black-and-white, all-or-nothing extreme