Stress can affect us all differently, and the diathesis-stress model helps us to understand why this is. Use this helpful guide to find out where the diathesis-stress model comes from, how it works, and why it’s useful in the workplace.
The diathesis-stress model is a psychological theory that suggests a direct relationship between diathesis (a person’s predisposition to mental health conditions due to genetics, biology, or difficult life experiences) and stressors (stressful events that happen to people).
The idea behind the diathesis-stress model is that people who have experienced certain life events or have biological/genetic predispositions may be more susceptible to the effects of stressful events. When those stressful events reach a certain threshold, the individual’s vulnerability combines with the stress to increase the likelihood of them developing a mental health condition.
For example, if someone has gone through trauma in the past and is facing pressure in their personal or professional life, they may be more affected by that pressure than someone who hasn’t experienced trauma, and therefore develop anxiety or depression.
For psychologists, the model helps to illustrate that how a person behaves isn’t purely down to nature or nurture. Instead, it reflects a mixture of both, with vulnerability and stress interacting to shape outcomes.
Factors that might predispose someone to lower stress tolerance:
These factors don’t always occur in isolation. Quite often, multiple factors layer together to create a stronger predisposition, just as multiple stressors in the workplace can combine to trigger a mental health response.
The term “diathesis” comes from Ancient Greece, where it originally meant “disposition” or “arrangement”. In the 1960s, psychologist Paul Meehl brought the term back into the spotlight when creating what we now know as the “diathesis-stress model”.
Back in the 60s, Meehl was particularly interested in how the model related to schizophrenia; however, his framework ended up gaining wider attention when others in the field recognised how it could help them understand a whole range of complex conditions, including depression, anxiety, and other mood disorders.
Busy workloads, pressing deadlines, and difficult tasks make the workplace an environment where stress can feel unavoidable. But according to the diathesis-stress model, it doesn’t affect everyone in the same way. Here’s how it differs from person to person:
Someone with low vulnerability and a higher tolerance to stress may be better at tackling high-pressure projects, taking on tasks with short deadlines, or managing a team. This is more commonly seen in employees with good coping strategies and support networks, known as “protective factors”, or in those with lower diathesis/less of a predisposition to poor mental health.
Someone who has a higher predisposition and lower tolerance to stress might struggle with tackling challenging tasks, managing others, or dealing with change. For example, an employee who has experienced trauma or instability earlier in life might find it particularly difficult to cope with a project that’s going off-track or a sudden organisational restructure, experiencing anxiety or overwhelm where others might feel only mild frustration.
Whether you’re leading a team or are an employee with high diathesis, recognising common stressors and warning signs helps to prevent stress from becoming something more serious.
Here’s what to look out for:
As we’ve identified, someone who’s predisposed to developing a mental health condition may respond differently to stressful events than their peers or colleagues. Early warning signs might include physical symptoms like persistent fatigue or headaches, emotional changes such as irritability or overwhelm, or behavioural shifts like withdrawal from colleagues or declining work performance.
Recognising these signs early is crucial because they can appear sooner and more intensely in someone with higher diathesis, making early intervention key.
So, what steps can be taken to manage stress? Someone predisposed to heightened stress and poor mental health may benefit from:
More “protective factors”: Protective factors can help to counteract the negative effects of diathesis. These include things like strong coping mechanisms, healthy connections with others, and high levels of resilience. These are all positive factors that can lower the chances of long-term negative outcomes.
Counselling/talking therapies: People who are more easily affected by stressors may benefit from talking through their problems with a trained professional. A counsellor can support a person to talk about their vulnerabilities while helping them develop the protective factors mentioned above. For example, instead of becoming panicked and flustered when a task or priority changes, a person may learn a helpful technique for handling change, which allows them to become more resilient over time.
Stress management training: Stress management training can be a useful way to identify workplace triggers and find healthy outlets for stress. If everyone in a team undergoes the same training, it creates a shared understanding and empathy. This makes it possible for colleagues to support one another during difficult periods.
Healthy lifestyle habits: Finally, positive lifestyle habits should never be overlooked. Although during a period of heightened stress, eating better or exercising might feel like the opposite of what a person feels like doing, research shows that there are clear benefits. People who move more have been shown to have improved moods, while eating a better diet can provide essential nutrients and prevent worsening gut symptoms brought on by stress or anxiety.
Yes. Vulnerabilities may still be there, but a person’s response to stress can shift with new life experiences, improved coping skills, or protective factors.
What’s considered a “normal level of stress” may be different from person to person, but from an employer’s viewpoint, it should be pressure that motivates without causing harm. Stress becomes unhealthy when it leads to persistent anxiety, fatigue, or reduced performance.
The diathesis-stress model can help employers to understand that staff respond differently to stress. This allows them to look at tailored support and proactive wellbeing strategies that suit individual needs.
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