In the case of downsizing, the stress levels can be extremely high, because the manager is charged with conveying very upsetting information. Stress is part of the job, but in times of change, it is critical that you recognize that it may cause you to act in ways that are less effective than usual. As with anything connected with change, the major concern is not short term but long term. If your stress levels result in marked loss of effectiveness, the risk is that a vicious cycle will be set up, where ineffective leadership results in creating more long term problems, which increases your stress, which reduces your effectiveness even more. A common response to unpleasant change is to ignore the situation.
Avoidance can take many forms.
Most commonly, the avoiding manager plays only a minimal role in moving the organization through the swamp. The outcomes of this tactic can be devastating. By avoiding situations, the manager abdicates any leadership role, when staff needs it most, during and after significant change. In addition, the avoidance results in the manager becoming out of touch with the people and realities of the organization. While avoidance serves a need for the manager in the short run, it destroys the manager's credibility, and results in poor decisions.