The "General Adaptation Syndrome", (G.A.S.) is the theory that underpins the whole science of stress management. It was first identified by Hans Selye.

The three stages of the G.A.S.

1 The Alarm stage:
On first exposure to the stressor:

The initial feeling of shock. The "general call to arms" of the team (or individual) under stress. Characterised by feelings of discomfort and a temporary drop in performance.

2 The Adaptation stage:
On continued exposure to the stressor:

The constructive, adaptive change: characterised by a sharp improvement in performance, feelings of excitement, motivation and well being.

The Adaptation is a specific response to the imposed stressor.
The Adaptation stage can be prolonged, but note this: it is not infinite. The Adaptation stage has limits.

3 The Exhaustion stage:
On overexposure to the stressor:
Marks the limit of the teams (or individual's) adaptive capacity. The exhaustion stage is characterised by a sudden loss of performance, motivation and resistance to illness.

Implications to action:
1. You should memorise and be able to coherently explain the elements of the G.A.S. to others.
2. You should take the G.A.S. into account when you manage others
3. You should try to maintain the adaptive response (phase 2) in the team.
4. You should watch for signs that the team or any member is approaching the exhaustion phase (phase 3)

Hans Selye (1907- 1982) was the first to identify this principle, which is true for everyone:
"You can work hard, or you can work long. But nobody can work often, intensely, and for long periods without paying a price".

If the intensity of the stressor is high, then the duration and / or frequency of the stressors must decrease. If the intensity is lower than the duration and frequency may increase accordingly.

Anyone who frequently exposes themselves to high intensity stress, for extended periods, eventually meets the inevitable consequence: Burnout and loss of productivity.

All managers therefore, should learn to balance the intensity, duration and frequency of work stress, such that the team remains permanently in the Adaptation phase: Leading to an increase in productivity.

Recovery ability
Recovery ability one of the solutions to the stress management problem:

What is "Recovery Ability"?
Recovery ability is a measure of the team's capacity to absorb, "metabolise" and bounce back from any intense, prolonged or frequent stressor.
Recovery ability is a conscious development, an important part of your management philosophy.
Recovery ability is composed of six elements:

1. organisational
2. social
3. intellectual
4. emotional
5. physiological
6. nutritional

They combine to produce a system of team strength.

Recovery ability is that which allows the team to bear almost any pressure (that they are likely to experience), and take it more easily "in their stride".

As opposed to:

- Over dramatizing
- Over reacting
- Under-performing, or
- Going sick

Recovery ability is pre-emptive
You should help the team to develop its recovery ability BEFORE they need it.

Recovery ability does not work retrospectively
You cannot easily develop recovery ability in the middle of a panic attack.

WARNING:

Hardy anyone thinks of developing their recovery ability.
The members of your team should join the ranks of those that do.

Implications to action
Help the team to improve its recovery ability: i.e. it's capacity to metabolise stress and come back stronger.