Coping is a response to stress, says business consultant Karen L. Jones. In the workplace, stress may be caused by pressures like miscommunication, organizational change, a lack of clear policies, and even external influences like shifts in the government. Such things prompt employees to find their own paths forward, sometimes negatively impacting the organization in the process. Enter the COPE Factor — an acronym for Capacity, Operations, Performance, and Emotion/Energy — that explores how modes of coping on the job have an effect on efficiency, productivity, and, ultimately, a company's bottom line. By addressing the work environment through a sociological lens, Jones shows employers, employees, and managers — including trade show managers — how to unpack their Cope Factors and make positive changes.

EXHIBITOR magazine: In the workplace, how do you define coping?
Karen Jones: People adopt coping mechanisms when something in the organization isn't functioning properly or when they lack reasonable alternatives to deal with dysfunction.

EM: I've always thought of coping as a positive response to untoward events, whether in the workplace, at home, or on the trade show floor where circumstances can turn on a dime. But you seem to take a different approach to your definition of coping.
KJ: It's true that coping helps us navigate situations that might otherwise break us, but there are problems associated with coping strategies in the work environment, including the suppression of ideas, disengagement, disruption, and quiet quitting. These negatively impact businesses because they affect an organization's most important resource — its employees.

EM: Would you give me a few examples of reasons why people might develop coping mechanisms at work?
KJ: There are many, but I'll touch on a few here to illustrate. A big one is a failure to rectify a situation. For example, when employees strive to fix a problem, offering various solutions and suggestions, yet things don't improve, frustration sets in, which may lead to anger and resentment. Coping mechanisms might include workplace disruption and lack of cooperation, or employees may no longer try to make changes outside their immediate responsibilities. Another big one is unclear guidance or a lack thereof. Without good direction from management, there's confusion. This can hamper employees' abilities to perform, leading to a loss of confidence and, often, disengagement.

Interestingly, all the workplace coping mechanisms have one thing in common: The employee has given up in some way and enacts a fight or flight response, wherein one may choose to stay or leave the workplace to seek a more desirable situation.

EM: What are some coping strategies you've observed when an employee decides to stick it out and stay?
KJ: They can include defensiveness, sabotage, absenteeism, complacency, and withdrawal. Identifying them for what they are is critical to understanding the problems associated with them. But it's important to understand that coping strategies are not always intentional and may be subconscious.

EM: Your observation of “outside factors” as a reason for coping in the workplace is particularly important.
KJ: It's nearly impossible to ignore the intersection of our personal and professional lives. External events, such as family, health, or financial concerns, may impact an employee's behavior at work. Examples would be the COVID-19 pandemic, when our lives — at home and at work — were turned upside down, and we were forced to cope in various ways. Trade shows, which are built on the importance of face-to-face relationships, went virtual. Employees were dealing with lost income, homeschooling their kids, fear, restlessness, and more.
EM: Unrecognized potential as another reason to unleash a coping mechanism caught my eye, since employees so often feel undervalued.
KJ: True, and that can lead to low morale and withdrawal. A failure or refusal by management to acknowledge employees' potential can reduce a company's overall productivity and profitability. If you're unaware of an employee's skill set, you might assign them to an ill-fitting role. Or if you know their talents but discourage them in some way, you suppress their valuable input.

EM: What steps can organizations take to build a healthy workplace?
KJ: Determining the organization's Cope Factor as outlined in my book provides a great place to begin. It provides an in-depth look at what's going on in an organization, and it gives space for positive change. It all starts at the foundation, which is critical to establishing a well-functioning business. A solid foundation must be robust enough to support the business's start-up needs as well as its potential future growth. Regular transparent assessments at important junctures are also important to monitor goals, strategies, and values. Is everything functioning smoothly and continuing to meet the organization's evolving needs? For example, if your business values remain unchanged, but your employee base has shifted, it's time to reassess. Communication, both written and verbal, is an absolute requirement for a good work environment. So are clearly defined business values, demeanor, and role definition, among others.

EM: Generally, what information does determining an organization's Cope Factor provide?
KJ: The process measures the level of business dysfunction or, conversely, the wellness of a business. When implemented correctly, it measures the degree to which coping mechanisms are present in the workplace. A high Cope Factor indicates serious dysfunction, while a low Cope Factor indicates the organization or department has little or no dysfunction and employees are more focused and productive. The Cope Factor is ultimately determined by an assessment that involves a series of questions weighted according to employee coping behaviors like “disruptive” or “confrontational” or “disconnected.” Key factors are then rated to determine whether there's a high or low Cope Factor, and guided assessments further sharpen the overall picture. Data is compiled into the Cope Factor Organizational Assessment Checklist, the results are averaged and analyzed, and an action plan is identified.

EM: What happens after the action plan is in place?
KJ: Implementation is key to success, and this includes designating project leads, setting deadlines, and ensuring accountability. Ongoing monitoring of these factors will ensure that improvements are sustained.

EM: Can businesses complete the process themselves?
KJ: Some may find it challenging and prefer the involvement of an external or neutral party. But whether alone or with assistance, it's an essential process to foster a healthy workplace, and it offers a better understanding of what it means to cope.

EM: Have you discovered any recurring themes in your work?
KJ: “We've always done it this way,” is one. Change is difficult and resistance is not uncommon, but part of my job is to make it more palatable and meaningful. I always ask, “What makes you happy?” E