Assignment #3 (December 6, 2009)
What are the two most frequently experienced causes of frustration of IS professionals and users while working on an IS plan? (3000)
The company or organization that me and my group mates in Management Information System 2 subject was the Davao Light and Power Corporation, Bajada, Davao City. There we were able to meet students from the Institute of Computing who were graduate students and some of them were undergraduates. However the main person who was our interviewee in the company was their head of the Information Technology Information Systems department. I honestly forgot the name of our interviewee, I do not know why but I just forgot his name but if happen to see his face I can recognize him, but I was able to remember the things the he told us that day. We were not actually just there to interview about the frustrations of Information Systems professionals and users while working on the Information Systems plan. We were also there for other interview reasons. Obviously all of it was for academic purpose.
First we are going to define what a frustration is. Frustrations, as what I have read from the web, are a common emotional response to opposition. Related to anger and disappointment, it arises from the perceived resistance to the fulfillment of individual will. The greater the obstruction, and the greater the will, the more the frustration is likely to be. Causes of frustration may be internal or external. In people, internal frustration may arise from challenges in fulfilling personal goals anddesires, instinctual drives and needs, or dealing with perceived deficiencies, such as a lack of confidence or fear of social situations. Conflict can also be an internal source of frustration; when one has competing goals that interfere with one another, it can create cognitive dissonance. External causes of frustration involve conditions outside an individual, such as a blocked road or a difficult task. While coping with frustration, some individuals may engage in passive-aggressive behavior, making it difficult to identify the original cause(s) of their frustration, as the responses are indirect. A more direct, and common response, is a propensity towards aggression.
To the individual experiencing frustration, the emotion is usually attributed to external factors which are beyond their control. Although mild frustration due to internal factors (e.g. laziness, lack of effort) is often a positive force (inspiring motivation), it is more often than not a perceived uncontrolled problem that instigates more severe, and perhaps pathological, frustration. An individual suffering from pathological frustration will often feel powerless to change the situation they are in, leading to frustration and, if left uncontrolled, further anger.
And next is to define what an information system is. Information systems are the software and hardware systems that support data-intensive applications. The journal Information Systems publishes articles concerning the design and implementation of languages, data models, process models, algorithms, software and hardware for information systems.
Subject areas include data management issues as presented in the principal international database conferences (e.g. ACM SIGMOD, ACM PODS, VLDB, ICDE and ICDT/EDBT) as well as data-related issues from the fields of data mining, information retrieval, internet and cloud data management, web semantics, visual and audio information systems, scientific computing, and organizational behavior. Implementation papers having to do with massively parallel data management, fault tolerance in practice, and special purpose hardware for data-intensive systems are also welcome.
All papers should motivate the problems they address with compelling examples from real or potential applications. Systems papers must be serious about experimentation either on real systems or simulations based on traces from real systems. Papers from industrial organizations are welcome. Theoretical papers should have a clear motivation from applications. They should either break significant new ground or unify and extend existing algorithms. Such papers should clearly state which ideas have potentially wide applicability. In addition to publishing submitted articles, the Editors-in-Chief will invite retrospective articles that describe significant projects by the principal architects of those projects. Authors of such articles should write in the first person, tracing the social as well as technical history of their projects, describing the evolution of ideas, mistakes made, and reality tests. Technical results should be explained in a uniform notation with the emphasis on clarity and on ideas that may have applications outside of the environment of that research. Particularly complex details may be summarized with references to previously published papers.
During our interview we asked our interviewee about the cause of frustrations that their department usually encounter when planning for an information system. The first cause of frustration the he stated to us in the lack of support from the company. He said that there are many big companies that are flourishing and growing but not all of them are completely knowledgeable and or aware of the current trends of information system. No matter how good the information technology or the information systems department is but as long as the company or the organization does not support the views and beliefs of the department. If this is so then the department would become useless. Our interviewee said that in their company they encounter less support and yet a lot of resistance especially from their old workers, especially the workers who happen to be working in the company for many years. Now their group has been developing solutions to the problems of the company so they have been developing solutions to ease, hasten and optimize their business flows but not all of these developed systems are accepted because there is what they call the legacy systems. Newly developed systems, even a hundred percent effective, are not completely accepted because the people who get to use or interact with the system are not at ease towards the new system because they have already adapted to the so called legacy system or what I call traditional system. Resistance is the reason why some people, especially the old ones (I am not completely criticizing old people inside companies however I am just basing my inferences on observations and facts), neglect or reject new changes in their environment or work flows and it poses a big threat to the department who are developing new systems and doing their best to solve problems inside a company.
What is resistance? Resistance or Resistance to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them. Key words here are 'perceive' and 'threat'. The threat need not be real or large for resistance to occur. In its usual description it refers to change within organizations, although it also is found elsewhere in other forms. Resistance is the equivalent of objections in sales and disagreement in general discussions. Resistance may take many forms, including active or passive, overt or covert, individual or organized, aggressive or timid. As a personal view I do not want to criticize old people in my post or view but it is just an observation. Old people tend to neglect new things and continue to use what they have been doing in a very long time or traditional way because they think that they could not learn like young people do. Some people think that they could not learn it and they think that it would just cost them their time and money. Or some just think it would be troublesome. I find this kind of attitude troublesome because it degrades the attitude of the Filipino people. We are supposed the working class. We were always the ones who are hard working, willing to change for the better even if it means adapting to things that are outside of their comfort zone. One scenario in our history that supports this is the time when we Filipinos were invaded and colonized by two different cultures.
One other reason why people tend to neglect new technology is because of their lack of confidence and or confidence for the new technologies. They do not believe the way as other people believe in technology. One other reason that I can think of is that when their company or organization adapts a certain technology, an information system for example, they become threatened or become afraid that they might be replaced by these new technology and or might lose their job. I also found top ten reasons why people resist to change and these are the following:
1. THE RISK OF CHANGE IS SEEN AS GREATER THAN THE RISK OF STANDING STILL
Making a change requires a kind of leap of faith: you decide to move in the direction of the unknown on the promise that something will be better for you. But you have no proof. Taking that leap of faith is risky, and people will only take active steps toward the unknown if they genuinely believe – and perhaps more importantly, feel – that the risks of standing still are greater than those of moving forward in a new direction. Making a change is all about managing risk. If you are making the case for change, be sure to set out in stark, truthful terms why you believe the risk situation favors change. Use numbers whenever you can, because we in the West pay attention to numbers. At the very least, they get our attention, and then when the rational mind is engaged, the emotional mind (which is typically most decisive) can begin to grapple with the prospect of change. But if you only sell your idea of change based on idealistic, unseen promises of reward, you won’t be nearly as effective in moving people to action. The power of the human fight-or-flight response can be activated to fight for change, but that begins with the perception of risk.
2. PEOPLE FEEL CONNECTED TO OTHER PEOPLE WHO ARE IDENTIFIED WITH THE OLD WAY
We are a social species. We become and like to remains connected to those we know, those who have taught us, those with whom we are familiar – even at times to our own detriment. Loyalty certainly helped our ancestors hunt antelope and defend against the aggressions of hostile tribes, and so we are hard wired, I believe, to form emotional bonds of loyalty, generally speaking. If you ask people in an organization to do things in a new way, as rational as that new way may seem to you, you will be setting yourself up against all that hard wiring, all those emotional connections to those who taught your audience the old way - and that’s not trivial. At the very least, as you craft your change message, you should make statements that honor the work and contributions of those who brought such success to the organization in the past, because on a very human but seldom articulated level, your audience will feel asked to betray their former mentors (whether those people remain in the organization or not). A little good diplomacy at the outset can stave off a lot of resistance.
3. PEOPLE HAVE NO ROLE MODELS FOR THE NEW ACTIVITY
Never underestimate the power of observational learning. If you see yourself as a change agent, you probably are something of a dreamer, someone who uses the imagination to create new possibilities that do not currently exist. Well, most people don’t operate that way. It’s great to be a visionary, but communicating a vision is not enough. Get some people on board with your idea, so that you or they can demonstrate how the new way can work. Operationally, this can mean setting up effective pilot programs that model a change and work out the kinks before taking your innovation “on the road.” For most people, seeing is believing. Less rhetoric and more demonstration can go a long way toward overcoming resistance, changing people’s objections from the “It can’t be done!” variety to the “How can we get it done?” category.
4. PEOPLE FEAR THEY LACK THE COMPETENCE TO CHANGE
This is a fear people will seldom admit. But sometimes, change in organizations necessitates changes in skills, and some people will feel that they won’t be able to make the transition very well. They don’t think they, as individuals, can do it. The hard part is that some of them may be right. But in many cases, their fears will be unfounded, and that’s why part of moving people toward change requires you to be an effective motivator. Even more, a successful change campaign includes effective new training programs, typically staged from the broad to the specific. By this I mean that initial events should be town-hall type information events, presenting the rationale and plan for change, specifying the next steps, outlining future communications channels for questions, etc., and specifying how people will learn the specifics of what will be required of them, from whom, and when. Then, training programs must be implemented and evaluated over time. In this way, you can minimize the initial fear of a lack of personal competence for change by showing how people will be brought to competence throughout the change process. Then you have to deliver.
5. PEOPLE FEEL OVERLOADED AND OVERWHELMED
Fatigue can really kill a change effort, for an individual or for an organization. If, for example, you believe you should quit smoking, but you’ve got ten projects going and four kids to keep up with, it can be easy to put off your personal health improvement project (until your first heart attack or cancer scare, when suddenly the risks of standing still seem greater than the risks of change!). When you’re introducing a change effort, be aware of fatigue as a factor in keeping people from moving forward, even if they are telling you they believe in the wisdom of your idea. If an organization has been through a lot of upheaval, people may resist change just because they are tired and overwhelmed, perhaps at precisely the time when more radical change is most needed! That’s when you need to do two things: re-emphasize the risk scenario that forms the rationale for change (as in my cancer scare example), and also be very generous and continuously attentive with praise, and with understanding for people’s complaints, throughout the change process. When you reemphasize the risk scenario, you’re activating people’s fears, the basic fight-or-flight response we all possess. But that’s not enough, and fear can produce its own fatigue. You’ve got to motivate and praise accomplishments as well, and be patient enough to let people vent (without getting too caught up in attending to unproductive negativity).
6. PEOPLE HAVE A HEALTHY SKEPTICISM AND WANT TO BE SURE NEW IDEAS ARE SOUND
It’s important to remember that few worthwhile changes are conceived in their final, best form at the outset. Healthy skeptics perform an important social function: to vet the change idea or process so that it can be improved upon along the road to becoming reality. So listen to your skeptics, and pay attention, because some percentage of what they have to say will prompt genuine improvements to your change idea (even if some of the criticism you will hear will be based more on fear and anger than substance).
7. PEOPLE FEAR HIDDEN AGENDAS AMONG WOULD-BE REFORMERS
Let’s face it; reformers can be a motley lot. Not all are to be trusted. Perhaps even more frightening, some of the worst atrocities modern history has known were begun by earnest people who really believed they knew what was best for everyone else. Reformers, as a group, share a blemished past . . . And so, you can hardly blame those you might seek to move toward change for mistrusting your motives, or for thinking you have another agenda to follow shortly. If you seek to promote change in an organization, not only can you expect to encounter resentment for upsetting the established order and for thinking you know better than everyone else, but you may also be suspected of wanted to increase your own power, or even eliminate potential opposition through later stages of change.
I saw this in a recent change management project for which I consulted, when management faced a lingering and inextinguishable suspicion in some quarters that the whole affair was a prelude to far-reaching layoffs. It was not the case, but no amount of reason or reassurance sufficed to quell the fears of some people. What’s the solution? Well, you’d better be interested in change for the right reasons, and not for personal or factional advantage, if you want to minimize and overcome resistance. And you’d better be as open with information and communication as you possibly can be, without reacting unduly to accusations and provocations, in order to show your good faith, and your genuine interest in the greater good of the organization. And if your change project will imply reductions in workforce, then be open about that and create an orderly process for outplacement and in-house retraining. Avoid the drip-drip-drip of bad news coming out in stages, or through indirect communication or rumor. Get as much information out there as fast as you can and create a process to allow everyone to move on and stay focused on the change effort.
8. PEOPLE FEEL THE PROPOSED CHANGE THREATENS THEIR NOTIONS OF THEMSELVES
Sometimes change on the job gets right to a person’s sense of identity. When a factory worker begins to do less with her hands and more with the monitoring of automated instruments, she may lose her sense of herself as a craftsperson, and may genuinely feel that the very things that attracted her to the work in the first place have been lost. I saw this among many medical people and psychologists during my graduate training, as the structures of medical reimbursement in this country changed in favor of the insurance companies, HMO’s and managed care organizations. Medical professionals felt they had less say in the treatment of their patients, and felt answerable to less well trained people in the insurance companies to approve treatments the doctors felt were necessary. And so, the doctors felt they had lost control of their profession, and lost the ability to do what they thought best for patients.
My point is not to take sides in that argument, but to point out how change can get right to a person’s sense of identity, the sense of self as a professional. As a result, people may feel that the intrinsic rewards that brought them to a particular line of work will be lost with the change. And in some cases, they may be absolutely right. The only answer is to help people see and understand the new rewards that may come with a new work process, or to see how their own underlying sense of mission and values can still be realized under the new way of operating. When resistance springs from these identity-related roots, it is deep and powerful, and to minimize its force, change leaders must be able to understand it and then address it, acknowledging that change does have costs, but also, (hopefully) larger benefits.
9. PEOPLE ANTICIPATE A LOSS OF STATUS OR QUALITY OF LIFE
Real change reshuffles the deck a bit. Reshuffling the deck can bring winners . . . and losers. Some people, most likely, will gain in status, job security, quality of life, etc. with the proposed change, and some will likely lose a bit. Change does not have to be a zero sum game, and change can (and should) bring more advantage to more people than disadvantage. But we all live in the real world, and let’s face it – if there were no obstacles (read: people and their interests) aligned against change, then special efforts to promote change would be unnecessary.
Some people will, in part, be aligned against change because they will clearly, and in some cases correctly, view the change as being contrary to their interests. There are various strategies for minimizing this, and for dealing with steadfast obstacles to change in the form of people and their interests, but the short answer for dealing with this problem is to do what you can to present the inevitability of the change given the risk landscape, and offer to help people to adjust. Having said that, I’ve never seen a real organizational change effort that did not result in some people choosing to leave the organization, and sometimes that’s best for all concerned. When the organization changes, it won’t be to everyone’s liking, and in that case, it’s best for everyone to be adult about it and move on.
10. PEOPLE GENUINELY BELIEVE THAT THE PROPOSED CHANGE IS A BAD IDEA
I’ll never forget what a supervisor of mine said to be, during the year after I had graduated from college, secure as I was in the knowledge of my well earned, pedigreed wisdom at age twenty-two. We were in a meeting, and I made the comment, in response to some piece of information, “Oh, I didn’t know that!” Ricky, my boss, looked at me sideways, and commented dryly, “Things you don’t know . . . fill libraries.” The truth is, sometimes someone’s (even – gasp! – my) idea of change is just not a good idea. Sometimes people are not being recalcitrant, or afraid, or muddle-headed, or nasty, or foolish when they resist. They just see that we’re wrong. And even if we’re not all wrong, but only half wrong, or even if we’re right, it’s important not to ignore when people have genuine, rational reservations or objections.
Not all resistance is about emotion, in spite of this list I’ve assembled here. To win people’s commitment for change, you must engage them on both a rational level and an emotional level. I’ve emphasized the emotional side of the equation for this list because I find, in my experience, that this is the area would-be change agents understand least well. But I’m also mindful that a failure to listen to and respond to people’s rational objections and beliefs is ultimately disrespectful to them, and to assume arrogantly that we innovative, change agent types really do know best. A word to the wise: we’re just as fallible as anyone. The reasons stated above the individual sources of resistance. However there is also what we call organizational resistance.
Factor built in the organizational system also lead to resistance to change. It has been observed that organizations are conservative and are therefore slow to change. 1. Inertia of a structure: A number of built-in mechanisms provide stability to organizations. Every organization has got its own systems, processes, policies, and procedures, which ought to be followed for uniformity and formalization of the process. Consequently any change in the structural aspects has cascading effect on other related systems and processes. This creates a hurdle in introducing organizational change. In organizations where structural changes are introduced, it takes long for people to accept and assimilate the structural change. 2. Threat to power dynamics: Structural change with ensuing changes in decision-making pattern can destabilize power relationships established over a period of time. Changes in decision-making process from centralize decision making process to participative or democratic decision-making process form centralized decision-making can threaten managers affected by it. 3. Group pressure: Group norms evolved by an organization over the years become a bottleneck in bringing about change. It is common observation that a single member of a group accepts change suggested by management willingly. However, his group affiliation with a union does not allow him to do so. Therefore, he is likely to resists change. 4. Blinkered view of change: Any organization consists of four elements namely task, structure, technology, and people. Focus on any one of the elements of the organization will bring about corresponding change in other elements as well. Therefore, change cannot have lopsided and limited perspective.
Resistance inside a company or an organization is inevitable. Companies do not seldom encounter this because there is resistance everywhere. Now if the company does not find solutions in countering this resistance the company or the organization will never prosper or grow according the views, vision and the mission of the company. A company can never stay as it is. Change is constant and that if you do not ride with the flow you will be left behind.
MANAGEMENT STRATEGIES TO OVER COME THE RESISTANCE:
1. Counseling: counseling has been found to be very effective in reducing individual resistance. Individual resistance occurs because of anxieties and fears and by letting people talk through their problems and anxieties can help them come to terms with change. This techniques is used on one-to-one and also in formal communication system with the whole team.
2. Force-field analysis : this technique provides an assessment of any change situation and presents a balance between the driving forces and the resisting forces. The participants are advised by the change agent to identify these forces. While identifying the restraining forces the group develops insight about ways of handling them. In a number of organizations this technique is used effectively to create a shared change processes for thinking through specific changes.
3. Commitment Charting : in any change there will be people who gain and others who lose. Therefore, in order to get the commitment of the people who are likely to loose, it is important to handle them with care, as they will be sensitive to any action. For a change to succeed it is important to have a critical mass and also to minimize the pain it causes to the affected. In order to do that a chart is prepared listing the names of key players and their commitment level to the change. The chart indicates the status of the people who have commitment at present and whose commitment needs to be ensured for change to be successful. Also the people who have no commitment need to be focused for gaining commitment.
In this regard our organization follows the ways as suggested by Watson (1969) to reduce the resistance. These relate to ownership of change, nature of change and the process of changing.
Ownership: resistance is likely to be low if the change is perceived as being the need of and suggested (sense of belongingness ) by those affected by it. And when it has the top management support. Nature of Change : Resistance is reduced by joint and agreed diagnosis of the problems and burdens, conforming to the core values of the group, offering new and interesting experience to the group, and does not threaten autonomy and security.
Change process : Resistance is reduced by joint and agreed diagnosis of the problem, consensus on the board design of change, listening to “objections’(and learning from them), periodical review and feedback, development of high interpersonal trust and cohesive teams and openness to revision.
I can also think of another reason why people tend to resist changing and this other reason is the attitude of skepticism. Skepticism is the Western philosophical tradition that maintains that human beings can never arrive at any kind of certain knowledge. Originating in Greece in the middle of the fourth century BC, skepticism and its derivatives are based on the following principles: There is no such thing as certainty in human knowledge and all human knowledge is only probably true, that is, true most of the time, or not true. Skeptics or some other people call unbelievers are those people who lack faith in some things, in this case the lack of faith to new technology. Most skeptics think that these new technologies are nothing compared to the traditional ways. However I think it is the other way around. These new technologies are derived from the traditional processes and if people tell that the new technology is irrelevant or not reliable then why should the traditional systems be any different? I mean, technologies were derived from these traditional systems. They were made to enhance the traditional systems, not make them even more useless.
Other factors include communication gap. What is communication? Communication is the exchange of information between individuals, for example, by means of speaking, writing, or using a common system of signs or behavior. Communication is essential especially in the planning process. No proper communication within the company especially the persons in charge of the planning will likely end up in a bad plan. Part of an Information Planning is the communication; it is often define as a process of transferring information from one entity to another. Communication processes are sign-mediated interactions between at least two agents which share a repertoire of signs and semiotic rules. Communication is commonly defined as "the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs". All forms of communication require a sender, a message, and a receiver. Communication requires that all parties have an area of communicative commonality. Now let’s define Communication gap; it is define as a state that occurs when what is being said is not been communicated to the addressee properly and completely. There can be many causes of communication gap depending on where it exists. Actually Communication gap is the biggest hurdle in achieving the organizational goal and does not help at all in achievement of organizational goal. Communication gap in an organization means that the goals and objectives that are set by the top management are either not communicated to the employees of the organization at all levels or if communicated they are not been understood properly by the employees. This can be because of improper communication channels, unrealistic goals, inappropriate language etc.
We already discussed what resistance is an the other causes of frustrations in the information systems plan process. So far the two causes stated by our interviewee. The two causes are lack of support and the resistance that the workers of the company exert towards technology. These two cause frustrations. I read about frustration and I also happened to read about how to deal on frustrations. So how do we deal with frustrations? Well, perhaps the first and most immediate thing I do is to stop and take my mind off the things that frustrate me. I conserve whatever energy is left in me and use it to recharge myself. I do what my favorite poem tells me, “Rest, if you must, but don’t you quit.” I shut down everything temporarily and go inside my sanctuary – armed with music and my favorite comfort foods; I drive around the city without a destination. Yes, this routine has been very therapeutic for me for the past years. I would spend a couple of hours without worries inside my car and let all my troubles settle at the back of my mind. Other than driving, I’ve also managed to come up with other things to do whenever I’m feeling depressed and frustrated. Some of which are spending time and talking with friends, writing my frustrations down and then burning the paper (I know, how dramatic) and sometimes, I simply jog inside our village. I guess the key here is to release the frustrations in a non-aggressive way. Of course, your problems won’t get solved by simply doing that. Chances are, it will still be in the same state when you come back from taking a break. However, what I hope to be different this time is my enthusiasm to tackle the difficulties once again. Moreover, with revitalized energy, I am now more capable to think and act towards succeeding this time. Upon my return, I take stock of everything at hand and systematically analyze the situation by asking myself such questions: Furthermore, I always keep in mind that frustration may lead to aggression and procrastination. Remembering so helps me act consciously without negativity and delay. When your goals seems to be so near yet so far, take positivity from the small accomplishments you’ve already attained and learn to also reward your efforts, not just your results. In the end, when you finally achieve, you’ll find yourself stronger in character and more ready to face greater challenges. Dealing with your finances can be frustrating at times, especially when you’ve been working so hard to save and invest and then a financial emergency would come and ruin your plans. As a blogger, I’ve also become familiar with common frustrations in having a website such as spending long hours optimizing for income and traffic only to get less than expected results. How about in your case? What has been your frustration lately and how are you dealing with it? Kindly share them below and continue the conversation
We are all likely to encounter frustration while pursuing our goals. But how do you usually deal with it? Do you vent your frustration through aggression in the form of physical or verbal abuse? Or do you walk on the path of persistence by working through each obstacle? The first sign of trouble usually results in people giving up. So what can you do to smooth the journey of perseverance and attaining eventual reward?
1. Desire. From the beginning, if you wish strongly for something, you will likely sacrifice time, money and effort to achieve it. Those who are intent on satisfying their fondest desire are often the ones who have the strongest motivation and desire to do so. On the same note, if your heart is not into what you do, it will translate into equivalent non-action through mind and body.
2. Self-confidence. Naturally, the more confident you are of your abilities, the more willing you would be to continue working through sticking points. But confidence can be a fragile state of mind. Difficult to build, easily shattered. A good way is to break your goals into smaller and achievable targets. Each positive result will contribute to a greater realization that you are heading in the right direction. Note that self-realizing prophecies cannot be more apparent in these situations - the more negativity you allow yourself to be in, the closer you will sink to greater depths. Practice the art of succeeding instead.
3. Magnitude. Just as well you should break a goal into smaller targets to build confidence; it also changes a much larger problem into bit-sized issues that you can have greater control and success over. Remember how you decided to skip an exam question when it seemed insurmountable given the time and pressure you were under? If the question had been broken down into several parts instead, it would have been tackled without a second thought. Chop your frustration to pieces by making problems smaller in magnitude.
4. Proximity. Another reason why breaking down your problems into bite-sized chunks would lessen your frustrations and channel it towards positive action - solutions and closure become that much closer and bring you nearer the ultimate satisfaction. Having sub goals or milestones will have the added benefit of seeing success progressively, providing assurance and lessening frustration.
5. Ability and Options. By understanding your own abilities, it can allow assessment of each situation in better light, rather than be weighed down by frustration. You can decide whether an obstacle is worth the effort to persevere or there could be a need to adjust goals accordingly. Note that changing goals do not necessarily preclude giving up - other options might have opened up in the realization, and they could very well lead to brighter futures.
These 5 factors are keys to how you can handle frustration and lessen it in the long run. It is natural to feel the stakes are stacked against you from time to time, but remember that it is what you do to face it that will remove that feeling, not wallowing in self-pity or frustration. What are some of the methods that you have personally used to manage frustration to build and achieve your own goals?
In conclusion we should know how to face and handle frustrations because we do not know when we might encounter it. If we do not know how to handle frustrations then we might end up sulking in a corner because we feel rejected. Frustrations can cause downfall and sometimes complete failure on a man, an organization or a company.
References:
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