Emotional impact of work
- Dossier
- Jul 24
- 7 mins
In today’s intricate, fast-paced and interconnected world, feelings of instability and uncertainty remain constant. Evolving and competitive work environments present the ongoing challenge of navigating pressure and stress, often hindering communication and interpersonal relationships. It is incumbent upon organisations to cultivate healthy work environments that facilitate teamwork and where fulfilment is derived from the successful execution of tasks.
Work is fundamental to our sense of self. When faced with the prospect of losing it, or when we’re suddenly without it, emotions can arise that might push us towards isolation and stagnation. Coping effectively with these emotions and striving for balance in an ever-changing environment are crucial for maintaining efficient, fulfilling and healthy work habits.
The contemporary workplace is characterised by its extreme complexity, uncertainty and instability. Terms like the VUCA environment (an acronym for volatility, uncertainty, complexity and ambiguity) have emerged, later replaced by another acronym, BANI (brittle, anxious, non-linear and incomprehensible). In both cases, they describe environments that cultivate the emergence of two of the most challenging emotions for humans to navigate: the feeling of instability and the ensuing anxiety it provokes.
In contemporary society, as Zygmunt Bauman argues, we are at the mercy of the market’s whims. Safety nets dissipate, along with the human bonds that offer protection. The notion of striving for the common good and cooperating towards shared goals loses its significance, giving way to individualistic behaviours, both in daily life and in the workplace.
In these work environments, the uncertainties result in heightened discontent, exacerbated by high demands and the expectation to meet them with fewer resources than necessary. This situation amplifies stress levels. In the UK, for example, over 90% of adults have experienced high or extreme levels of pressure at some point, according to a study by Mental Health UK. Continuous exposure to these levels of stress leads to an increase in cases of burnout syndrome. A study conducted in 2023 by the Adecco Group suggests that up to seven out of ten workers have experienced it.
This is a society marked by hyper-productivity, hyper-connectivity and an extremely low tolerance for frustration. It mirrors shifts in markets and technological advancements, ushering in new modes of work and remote employment, as well as new professions, while also posing the risk of obsolescence for existing ones.
Lack of spaces for contemplation, leadership and relationship models
Uncertainty often triggers significant anxiety, and frequently we transition from this emotional state to impulsive actions, neglecting the crucial step of thoughtful consideration. Time has become a scarce resource, extending to the workplace, organisational dynamics and employees’ lives. Opportunities for introspection regarding work and team dynamics are exceedingly rare, rendering us emotionally exposed in a fast-paced environment.
These spaces for reflection, which can take various forms, are often seen as time wasted. However, they actually bring significant benefits, as the strategies and decisions made in them tend to yield better results and streamline processes. They are essential for fostering teamwork, which is crucial for maintaining mental well-being in the workplace. Collaborative efforts usually produce superior outcomes compared to individual work, fostering a stronger sense of group belonging and distributing responsibilities and “blame”, thereby providing a sense of protection within the group. Conversely, when teamwork isn’t possible, individualistic behaviours emerge, leading to a decline in work quality and exposing group members to psychosocial risks.
Organisations should strive to cultivate healthy workspaces, guided by leadership that prioritises individuals and acknowledges its fundamental and irreplaceable role in addressing the group’s concerns. This is where the real challenge lies. And it’s no surprise, considering: is there anything harder than leading teams? Why is it crucial for team leaders to address the issues within these groups? Because workplace dynamics are shaped by relationships and communication. Neglecting these aspects makes it difficult to identify potential interpersonal conflicts that may arise.
In work environments where unhealthy relationship dynamics prevail, there’s a surge in absences due to anxiety, depression and stress.
Relational conflicts can create instability and significant discontent. This leads to a fear of unfavourable outcomes, fostering feelings of uncertainty and subsequent anxiety. In work environments where unhealthy relationship dynamics prevail, there’s a surge in absences due to anxiety, depression and stress. This is often accompanied by a decline in performance and service quality, as well as a heightened risk of burnout. Such challenges come with substantial emotional costs, manifesting in somatic symptoms (muscle tension, gastrointestinal issues, headaches, palpitations, etc.), psychological impacts (sadness, apathy, etc.) and behavioural changes (irritability, aggression, passivity, etc.). These reactions are natural responses to untenable situations that, unfortunately, due to a lack of public resources, often become overly medicalised and pathologised, thus further escalating economic costs.
Organisations bear the responsibility of fostering a healthy work environment. Organisational culture plays a pivotal role in workplace health, as evidenced by the extreme case of France Télécom.[1]
Coping with the emotional impact of job loss
In the world of work, uncertainty, as defined by Leonard Greenhalgh and Zehava Rosenblatt, revolves around the perception of potentially losing the desired job stability in a precarious work reality. This exposes us to situations that can profoundly affect our lives. The fear of losing one’s job, the subsequent loss of purchasing power and the risk to one’s own and dependents’ livelihoods…
Individuals with a greater need for control tend to feel more anxious when confronted with uncertainty compared to those who are more adaptable to change.
Several factors can affect how uncertainties are experienced and managed in the workplace. Individuals with a greater need for control tend to feel more anxious when confronted with uncertainty compared to those who are more adaptable to change. In addition, factors such as one’s emotional and financial situation, family responsibilities and age can also play a role. For instance, in the latter stages of their careers, individuals may perceive fewer opportunities for change.
Work is more than just a means of making ends meet; it’s woven into our identity. We don’t usually say, “I work as a doctor,” “as a psychologist” or “as a plumber”; we say, “I am a doctor”, “I am a psychologist”, “I am a plumber”. Therefore, the prospect of losing our job, or when it actually happens, brings not only practical consequences but also more subjective losses to the forefront. Those who find themselves jobless must navigate a process of mourning, often accompanied by feelings of shame that can lead to isolation, posing significant risks to mental health.
If the job search drags on, it takes a toll on one’s self-esteem and fosters pessimistic thoughts regarding personal capabilities and employability prospects, ultimately leading to a sense of stagnation. Amidst the 2008 economic downturn, with a sharp rise in long-term unemployment, numerous emotional support initiatives were initiated. However, the turnout remained disproportionately low. Many were deeply entrenched in a relentless struggle for survival, making it hard for them to address their emotional needs. Consequently, they struggled to recollect instances of overcoming major challenges in their lives. This, in turn, impeded their ability to acknowledge their strengths, rendering them less adept at seizing the few opportunities that arose. In such circumstances, a supportive social network played a pivotal role in helping individuals navigate this intricate situation.
Ultimately, amidst a turbulent sea, with waves coming from various directions, some of significant magnitude, managing uncertainty and instability – and consequently, workplace well-being – now more than ever hinges on both professionals and their organisations finding emotional balance. This entails effectively confronting challenges without compromising the quality of their work – a significant safeguard for mental health – or the sustainability of the business.
To achieve this, as Daniel Goleman puts it, we need to understand our inner world, the external world (context) and the world of others (important for everyone, but especially for leaders). Another good strategy is to manage our expectations and stay focused on the present, on what we can control. Furthermore, embracing the advantages of collaborative work, building networks and fostering healthy relationships that protect us and enable us to find fulfilment and meaning in our work.
References
IV Edition of the Global Workforce of the Future Survey 2023. Adecco Group, 2023.
Bauman, Z. and Corral, C. Tiempos líquidos: vivir en una época de incertidumbre. Tusquets, Barcelona, 2007.
Cascio, J. Facing the Age of Chaos. Medium, 2020. https://medium.com/@cascio/facing-the-age-of-chaos-b00687b1f51d
Goleman, D. Focus. Desarrollar la atención para alcanzar la excelencia. Kairós, Barcelona, 2013.
Greenhalgh, L. and Rosenblatt, Z. “Evolution of Research on Job Insecurity”. International Studies of Management & Organization, 40(1), 6-19. 2010.
Johansen, B. and Euchner, J. “Navigating the VUCA World”. Research Technology Management, 56(1), 10-15. 2013.
Waters, S. “Workplace Suicide and States of Denial: The France Telecom and Foxconn Cases Compared”. TripleC, 15(1), 191-213. 2017.
[1] The suicides of 19 employees at the company resulted in members of the management facing legal action, accused of moral harassment and intimidation, including threats of ongoing relocations and unattainable goals. via.bcn/ncnS50RAc4w
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