The science of performance under pressure

Abstract

This chapter examines performance science literature, especially with regard to performance under stress or pressure. To define stress itself has also been challenging, as there have been many definitions as well as associations to many different constructs (Tepas & Price, 2001). However, one seminal view of stress is its conceptualization as an interaction among perceived demand, perceived ability to cope, and perceived importance of being able to cope with the demand (McGrath, 1970). Thus, stress is not seen as simply a mismatch between demand and ability but rather one’s perception of these two elements plus the desire to meet the demand. Relatedly, pressure is defined as a situation in which one perceives that something desirous, something at stake, is dependent on the outcome of one’s performance (Weisinger & Pawliw-Fry, 2015). Again, perception and desire are at the heart of the experience. Often stress and performance are used interchangeably, and perhaps this is justified by the shared emphasis on perception and desire. Our aim in this chapter is to highlight some of the critical findings and principles from the performance science literature that we consider especially important to advancing our understanding of therapist choices and actions under stress and pressure in psychotherapy. (PsycInfo Database Record (c) 2022 APA, all rights reserved)