By J. N. Halm
It was barely 9AM that Saturday when chaos erupted at the main gates of the bank. That particular branch sat in the middle of the Central Business District and was therefore subject to the occasional melee at its gates.
On this particular morning, a large group of market women had arrived just around the same time, but the security men were not allowing them in because there was an “issue” that was being resolved in the bank.
The front desk staff looked overwhelmed as they tried to juggle multiple demands: angry customers wanting immediate access to the banking hall, a young nurse seeking money for some immediate purchases, and an alarm that was going off incessantly in the background.
What struck me most was not the chaos itself—these things happen in the banking industry occasionally—but how the team responded to it. Instead of panicking or passing the buck, I watched as the branch manager quickly gathered her team for a brief huddle.
Within minutes, they had devised a plan: complimentary drinks for the delayed customers, priority for those customers who were just depositing money, and a clear communication strategy for the alarm situation. More importantly, they were constantly checking in with each other via their mobile devices, sharing updates and adjusting their approach in real-time.
Within the hour, what could have been a customer service disaster had been transformed into a demonstration of proactive customer service. Several customers, myself included, commented on how impressed we were with the team’s handling of the situation. It was a MasterClass in turning pressure into performance, and it got me thinking about what makes some business teams thrive under stress while others crumble.
A study examining this very phenomenon provides fascinating insights into the dynamics of team performance under pressure in the hospitality industry. The research, which analysed data from 389 members of 85 service teams in Chinese hotels, reveals how task stressors, team reflexivity, and social media tools interact to influence proactive customer service performance. The study was titled “Task Stressors, Team Reflexivity, and Proactive Customer Service Performance” and was published in the April 2023 edition of the Service Industries Journal.
The Double-Edged Sword of Stress
Stress in the workplace is often viewed as an entirely negative phenomenon, something to be eliminated or minimised at all costs. However, the reality is far more nuanced, particularly in service industries like hospitality, where unpredictability is the norm rather than the exception.
The study identifies two specific types of task stressors that commonly affect hotel service teams: Task Conflict and Task Ambiguity. Task Conflict occurs when team members disagree about how to approach their work, what priorities to set, or how to allocate resources. In a hotel setting, this might manifest as disagreements between front desk staff and housekeeping about room readiness, or between restaurant and event planning teams about venue scheduling.
Task Ambiguity, on the other hand, refers to situations where team members are unclear about their roles, responsibilities, or the procedures they should follow. This is particularly common in hotels where guest requests can be highly varied and unpredictable. A guest might request something that does not fit neatly into standard operating procedures, leaving staff uncertain about how to respond.
Both types of stressors have a direct negative impact on proactive customer service performance. When team members are arguing about priorities or unsure about their roles, they are less likely to anticipate customer needs, take initiative to solve problems, or go above and beyond to create memorable experiences. This makes intuitive sense—it is difficult to focus on exceptional service when you are not even sure what you are supposed to be doing or how to do it.
The Power of Team Reflexivity
But here is where the story gets interesting. The aforementioned study reveals that the relationship between task stressors and poor service performance is not direct—it is mediated by something called team reflexivity. Think of reflexivity as a team’s ability to step back, assess their situation, and consciously adapt their approach based on what they learn.
Reflexive teams do not just react to stressors; they reflect on them. They ask questions like: “Why are we experiencing this conflict?” “What can we learn from this ambiguous situation?” “How can we adjust our processes to handle similar challenges better in the future?” This reflective capacity acts as a buffer between stress and performance, helping teams maintain their service quality even when facing difficult circumstances.
In the hotel context, reflexivity might involve regular team debriefs after challenging shifts, open discussions about conflicting priorities, or collaborative problem-solving sessions when facing unusual guest requests. The same thing goes for banking and other industries. Teams that engage in this type of reflection are better equipped to turn stressful situations into learning opportunities rather than service failures.
The Social Media Solution
Perhaps the most intriguing finding of the study is the role that social media play in this dynamic. When we think of social media in the workplace, we often focus on its potential for distraction or unprofessionalism. However, this research suggests that when used strategically, social media tools can actually help teams cope with stress and improve their service performance.
The communication and collaboration capabilities that these platforms provide, such as instant messaging, real-time updates, group coordination, and rapid information sharing, are all very important. These are what the researchers refer to as Social Media Affordances. In many industries, these tools can be game-changers for teams dealing with task stressors.
Consider the scenario I witnessed at the bank that morning. The team’s ability to quickly share information about the situation minute-by-minute, coordinate responses to customer complaints, and adjust their approach in real-time was largely facilitated by their use of mobile communication tools. Instead of relying on slower, more formal communication channels, they could instantly update each other about changing situations and collaborate on solutions. Social media can do what memos and in-person briefings would take days or even weeks to achieve.
The study shows that social media affordances help mitigate both the direct and indirect negative effects of task stressors. They reduce task conflict by providing platforms for quick clarification and consensus-building. They address task ambiguity by enabling rapid consultation with supervisors or colleagues who might have relevant experience. Most importantly, they enhance team reflexivity by making it easier for teams to share observations, discuss challenges, and collectively develop new approaches.
The Proactive Service Advantage
The ultimate goal of all this stress management and team coordination is proactive customer service performance—the ability to anticipate guest needs and exceed expectations before problems arise. This is what separates exceptional businesses from merely adequate ones.
Proactive service does not happen by accident. It requires teams that are not only capable of handling immediate challenges but also able to think ahead, identify potential issues, and take preventive action. This level of service excellence is particularly difficult to achieve when teams are struggling with internal conflicts or unclear procedures.
The research demonstrates that teams with high reflexivity and access to effective communication tools are better positioned to deliver proactive service, even when facing significant task stressors. They can quickly adapt to changing circumstances, learn from challenging situations, and coordinate their efforts to anticipate and address guest needs.
Practical Implications for Management
What does this mean for managers seeking to improve their teams’ performance? The findings suggest several practical strategies.
First, rather than trying to eliminate all sources of stress, managers should focus on building their teams’ reflexive capacity. This might involve regular training sessions on problem-solving techniques, structured debriefing processes after challenging shifts, or creating safe spaces for team members to discuss difficulties and share insights.
Second, managers should consider how communication technologies can support their teams’ coordination and reflexivity. This does not necessarily mean implementing expensive new systems—sometimes, simple tools like group messaging apps or shared digital workspaces can make a significant difference. A simple WhatsApp group can do wonders for the coordination of team activities.
Finally, managers should recognise that task stressors are not inherently negative. When properly managed through reflexivity and supported by effective communication tools, these stressors can actually contribute to team learning and improved performance over time.
The Future of Service Excellence
As the business landscape continues to evolve, the ability to manage stress and maintain high service standards will become increasingly important. Businesses that can help their teams turn pressure into performance will have a significant competitive advantage.
The research suggests that the key lies not in eliminating stress but in building teams’ capacity to reflect, adapt, and collaborate effectively. By combining human reflexivity with technological affordances, businesses can create service teams that do not just survive under pressure—they thrive.
That morning at the bank, I witnessed first-hand how a well-prepared team can transform a potentially disastrous situation into a demonstration of service excellence. The secret was not the absence of stress but the presence of reflexivity, communication, and a shared commitment to proactive service. In today’s competitive business landscape, these capabilities may well be the difference between success and failure.
