We all have stress in organizations, and it is as simple as having water. However, it becomes all the more difficult when we do not understand the exact causes, and what we can do under any given set of circumstances.

Let us take a typical example. There are six colleagues who are as qualified, skilled, and experienced as you are. But roles overlap, and since there is some confusion, you are subject to stress. The simplest solution is to sort it out with your colleagues, by opening up and letting them know that you care for them, and their success. If this does not get you anywhere, intervention of the immediate boss or the big boss might as well solve your problem.

Often, our own fears and inhibitions come in the way, and cause stress. The moment we believe in ourselves, and exhibit that extra bit of positive body language, we will have achieved a little more than what we normally think is possible. Try this, and you can positively reduce stress.

Distractions, and living through our personal problems can also cause stress, as we would be wasting time in organizations on matters that are purely personal -- differences of opinion with wives or cousins, or even parents. If this gets on you, try your best to shake off such thoughts. It is eminently possible to do this, provide we attempt it with all sincerity.

Yet another cause of stress is the terrific amount of crisis management that is now part of our everyday lives. However, this is once again a myth, and even if we are part of it, solutions to surmount the same can be truly rewarding, if only we try. For instance, it is wise to find system-related solutions to any non-value adding activity. A massive dose of computerisation for instance, has been introduced in matters pertaining to employee attendance, or compliance with statutory requirements. Every problem related to crisis management can be solved, for instance, through the PDCA approach, where once starts with planning, does the implementation of the plan, checks for accuracies or mistakes, and takes corrective action as required. In fact, the learning is standardised, so that every process is split into several small bits of action that needs to be taken, in conformance with some definite plans. The Japanese are known to be experts at doing this in Toyota and in several other organizations round the world.

Modern management concepts dictate that once we are clear about both short-term and long-term goals, it becomes easier to manage stress. For instance, for saving money, there are several long-term plans in India, though it could be different in different parts of the world. But once one is very clear on the amount of money that he or she needs, it will become easily possible that stress related to money in a futuristic perspective is reduced to that extent.

Hence, in organizations, we need to just try and innovate. Certain or sometimes most solutions can come from those who are very successful in reducing stress, in any organizatonal context. While this article is by no stretch of imagination original or complete, I do hope that I have made some points. I shall welcome comments from any reader.