Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, December 18, 1994 TAG: 9412200011
SECTION: BUSINESS PAGE: F-3 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Nancy Healy, a lecturer in computer science at Hollins College, notes that ``technostress results in more than the noticeable carpal tunnel syndrome increase. In addition, employees suffer back, eye, neck and shoulder strain.''
In the ideal setting, Healy says, ``employees are happy and productive. When one isn't productive and doesn't know why, it may be the workplace impeding performance. The ergonomic possibilities are insidious'' and affect productivity.
One doesn't have to redesign offices to gain benefits, according to Healy. Begin by ``thinking in terms of right angles, with feet on the floor. The feet should be at right angle to shins, back and hips at right angles, etc. For keyboarding, knuckles are slightly bent or hanging forward. Fingers should be no higher than 10 degrees above elbows.''
If furniture isn't working, order the necessary equipment to provide the most productive setting. Healy recommends adjustable furniture; this increases comfort level and future flexibility.
In addition, Healy advocates ``15-minute breaks every two hours, using screen hangers to position paper copy, positioning monitors and lights to reduce glare, and frequently looking from screens to focus on a faraway object as a way of reducing strain. Blinking frequently also helps.'' She adds that ``folks who wear bifocals should consider computer glasses to reduce strain.''
Healy believes the body sends signals that shouldn't be ignored. Investing in minor re-equipping now saves on personnel costs in the future.
Q: My male supervisor listens when I present a problem but offers solutions before hearing mine. I rarely get to implement carefully considered solutions. How can I get my thoughts heard?
A: Deborah Tannen addresses this common occurrence in ``You Just Don't Understand: Women and Men in Conversation'' (1990, Wm. Morrow & Co.) and in ``Talking from 9 to 5: How Women's and Men's Conversation Styles Affect Who Gets Heard, Who Gets Credit and What Gets Done at Work'' (1994, Wm. Morrow & Co.). Tannen argues that, although we use the same language, men and women have very different expectations from conversations.
Tannen believes women are reared to expect men to fix things; as a result, men believe they must be able to offer solutions to problems. This is a quality admired in managers, male or female. In other words, your supervisor is doing what he is supposed to do.
On the other hand, women in management must problem-solve and offer solutions if they are to advance to higher levels.
Preface future discussions with ``I have a solution, and I want your input. Let me outline the problem to make sure you have the facts necessary to evaluate my answer.'' Then give a brief summary of the issues and a full review of your intended response to the problem.
When stakes are low, try implementing solutions without consultation. Once implemented, give your supervisor an analysis of the problem, its resolution and the outcome. Your on-target actions will demonstrate that you're a problem-solver, something at which every manager is expected to excel.
Linguistic and problem-solving habits are hard to break, but with persistence and patience, your supervisor eventually will learn to look to you for answers.
Q: It's December, and people are in the holiday mode. They don't return phone calls because of vacations, days off and office parties. How does one get work done?
A: It's too late now to do more than grin and bear it. Do plan for next year so you aren't stressed by those who enter into the full spirit of the season.
Open your 1995 calendar to September, and block off several hours for planning. Make a note to pay special attention to project timing through December.
In September, review projects, deadlines and routine work; consider which tasks will suffer because of holiday activities. Note that every activity falling from late November through early January will take more time as people are less available.
Plan additional lead time, impose earlier deadlines, and reschedule projects. Even with careful planning, you may have a few frustrations, but the bulk of your work should be completed on schedule. And, you'll be less stressed next year.
by CNB