The document discusses the Inverted-U Model, also known as the Yerkes-Dodson Law, which shows that peak performance is achieved with a moderate level of pressure. Too much or too little pressure can cause performance to decline. Four main factors influence the model: skill level, personality, trait anxiety, and task complexity. Applying the model helps balance pressure and maximize performance by considering these factors when assigning tasks. The key is to avoid overloading or underutilizing people.

1. Prepared By :
Deepak Kumar Saho0
Inverted-U Model
Balancing Pressure & Performance
Yerkes-Dodson Law

2. Haveyoueverworkedonaprojectthathadatight-but- achievabledeadline,andthatneededyourunique,expertknowledgeforittobecompletedsuccessfully?
Eventhoughyoufounditchallenging,youmayhavedeliveredsomeofyourbestwork.Or,thinkbacktoaprojectyouworkedonwheretherewaslittlepressuretodeliver.
Thedeadlinewasflexibleandtheworkwasn'tchallenging.Youmayhavedoneanaveragejob,atbest.There'sasubtlerelationshipbetweenpressureandperformance.Whenyourpeopleexperiencetherightamountofpressure,theydotheirbestwork.However,ifthere'stoomuchortoolittlepressure,thenperformancecansuffer.
ThisrelationshipisexplainedbytheInverted-UModel,whichwe'lllookatinthisarticle.Thishelpsyougetthebestfromyourpeople,atthesametimethatyoukeepthemhappyandengaged.
About the Inverted-U Model :
TheInverted-Umodel(alsoknownastheYerkes-DodsonLaw),wascreatedbypsychologistsRobertYerkesandJohnDodsonaslongagoas1908.Despiteitsage,it'samodelthathasstoodthetestoftime.Itshowstherelationshipbetweenpressure(orarousal)andperformance.
Accordingtothemodel,peakperformanceisachievedwhenpeopleexperienceamoderatelevelofpressure.Wheretheyexperiencetoomuchortoolittlepressure,theirperformancedeclines, sometimesseverely.Thelefthandsideofthegraphshowsthesituationwherepeopleareunder- challenged.Here,theyseenoreasontoworkhardatatask,orthey'reindangerofapproachingtheirworkina"sloppy,"unmotivatedway.
Themiddleofthegraphshowswherethey'reworkingatpeakeffectiveness.They'resufficientlymotivatedtoworkhard,butthey'renotsooverloadedthatthey'restartingtostruggle.Thisiswherepeoplecanenterastateof"Flow,"theenjoyableandhighlyproductivestateinwhichtheycandotheirbestwork.
Balasore Alloys Ltd., Balgopalpur| Deepak Kumar Sahoo | +91 –73810 35030
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3. Skill Level
Personality
Trait Anxiety
Task Complexity
The Four Influencers :
TheshapeoftheInverted-UcurveshowninFigure1isforillustrationonly–inreality,theshapeofthecurvewilldependonthesituation,andtheindividualperson.Therearefourmain"influencers"thatcanaffectthis.
Theseare:
Skill Level.
Personality.
Trait Anxiety.
Task Complexity.
We'll now look at each influencer in greater detail:
Skill Level
People'slevelsofskillwithagiventaskdirectlyinfluencehowwelltheyperform,whichiswhyyouneedtotrainyourpeopleintensivelyifyouwantthemtocopeinhighpressuresituations.
Forinstance,ifthey'renotpracticedenoughtodoatask,they'llfeelunderseriouspressure,andtheywon'tperformwell.What'smore,peoplearelessabletothinkinaflexible,methodicalwaywhenthey'reunderpressure,whichiswhytheyneedtobeabletofallbackonwell-rehearsedresponses.
Personality
Aperson'spersonalityalsoaffectshowwellheorsheperforms.
Forinstance,somepsychologistsbelievethatpeoplewhoareextrovertsarelikelytoperformbetterinhigh-pressuresituations.Peoplewithanintrovertedpersonality,ontheotherhand,mayperformbetterwithlesspressure.
Trait Anxiety
Thinkoftraitanxietyasthelevelofaperson's"self-talk."Peoplewhoareself-confidentaremorelikelytoperformbetterunderpressure.Thisisbecausetheirself-talkisundercontrol,whichmeansthattheycanstay"inflow",andtheycanconcentratefullyonthesituationathand.Bycontrast,peoplewhocriticizeorquestionthemselvesarelikelytobedistractedbytheirself-talk,whichcancausethemtolosefocusinpressurizedsituations.
Themorethatpeopleareabletolowertheiranxietyaboutatask(withpractice,orwithpositivethinking)thebetterthey'llperform.
Task Complexity
Taskcomplexitydescribesthelevelofattentionandeffortthatpeoplehavetoputintoataskinordertocompleteitsuccessfully.Peoplecanperformsimpleactivitiesunderquitehighlevelsofpressure,whilecomplexactivitiesarebetterperformedinacalm,low- pressureenvironment.
Balasore Alloys Ltd., Balgopalpur| Deepak Kumar Sahoo | +91 –73810 35030
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4. KeyBenefits:
ThesimplestwaytousetheInverted-UModelistobeawareofitwhenyouallocatetasksandprojectstopeopleonyourteam.Mostimportantly,startbythinkingaboutpeople'sworkloads, andaboutthepressurethatthey'realreadyexperiencing.
Ifpeopleareoverloaded,seeifyoucantakepressureoffthem–thiswillhelpthemincreasethequalityoftheirwork.Bycontrast,ifthey'reunderworked(itcanhappen!),youmayneedtokeepthemsharpbyshorteningdeadlinesorfindingextrathingsforthemtodo.
Fromthere,balancetheinfluencesthatcontributetopressure,sothatyourpeoplecanperformattheirbest.
Forinstance,trytoprovideteammemberswithtasksandprojectsofanappropriatelevelofcomplexity,andworktobuildconfidenceinpeoplewhoneedit.Also,managenegativityinyourteam,andtrainyourpeoplesothattheyhavetheskillstheyneedtodoagoodjob.
TargetGroup:
SeniorandMidlevelmanagementprofessionals.
TrainingTime:
150Minutes[Includes15MinutesBreak]
AbouttheTrainer:
DEEPAKKUMARSAHOO
PGDiplomainEngineeringManagement(RCM,TPM,CBM)
B.Tech(MechanicalEngineering)
ManagerofQuality/OrganizationalExcellence-CMQ/OE(ASQ)
ExpertinLeanManufacturing||SixSigmaBlackBeltCertified(ASQ)
“Aselfinitiative,resultorientedprofessionalshavingexpertiseinReliabilityCenteredMaintenance(RCM),LeanManufacturing,ConditionMonitoring, OperationalExcellence,ChangeManagement,TotalProductiveMaintenance(TPM)andvariousCItoolswithover7yearsofrichexperienceinmultipleindustriesincludingFMCG,Oil&Gas,Petrochemicals,FacilitiesManagement,Metal&Mining(Ferro-alloys,Cement,GlassManufacturing); hadworkedinAsiaPacific,Middle-East,EasternEuropeandNorthAfricaregions.”