A data-driven economy can make it easy to reduce humans to automatons. This often occurs in large-scale organizations, where in addition to pressure from employers to be productive (often while under surveillance), workers risk poor treatment from customers expecting them to behave like robots, often resulting in burnout, absenteeism, stress, and high turnover - all symptoms of an unhealthy work environment.
In recent years, greater awareness of mental health and its impact on work (partly due to the pandemic) has led to some improvements in this area. As a result, many employers have found that improved well-being benefits not just the individual, but the organization - and that motivated and engaged employees are a powerful driving force for business success.
As part of this change, many workplaces have begun to embrace concepts like psychological safety: where employers feel they can contribute opinions and make mistakes, without fear of negative repercussions. It’s about allowing employees to be human; the result of which is improved morale and motivation.
The alternative is a fear-based work environment where creativity is discouraged, mistakes are hidden (rather than improved upon or learned from) and mistrust leads to miscommunication. Common behaviors in workplaces that do not prioritize psychological safety might include:
According to Psych Safety, reducing “power gradients” (lowering the visible status gaps between team members), effective communication, and the willingness to accept human error are all fundamental to psychological safety. In a psychologically safe workplace, people feel heard, mistakes are for learning, and everyone matters, regardless of their seniority or position.
Computers are often used as a metaphor for the brain: both use electrical signals, both can store information and both are vulnerable to “malfunctions”, yet while a computer may only require a software update, mental and emotional challenges are complex and multifaceted, requiring a personalized approach.
Embracing diversity takes factors like culture, neurodiversity, and individual experience into account, with an awareness that what feels safe to one person might not for another. Equally, while teamwork is important, showing appreciation for unique skills and talents matters, and shows people that they are much more than just a number on a spreadsheet: they are valued, respected, and seen.
As the world becomes more tech-orientated, the importance of being human is increasingly relevant. This is reflected in conversations about how the pandemic has affected behavior, with some arguing that experiencing a collective crisis has promoted greater kindness.
While there are many reasons for this, one may have to do with work-life boundaries, which became increasingly blurred, especially for homeworkers attempting to balance the personal and professional all under one roof.
Where once team members might have been expected to leave their personal lives at home, there is a renewed awareness of how the intricacies of issues such as long-term health conditions or family difficulties can affect individuals, and what can be done to support them. While boundaries surrounding professional behavior are key, acknowledging these factors demonstrates support and fosters psychological safety.
It’s important to acknowledge that this is not a quick and easy solution, but a cultural shift. Some workplaces may attempt to take shortcuts via “well-being washing” (where a company focuses on appearing to care via performative initiatives or workshops, rather than actively engaging in employee well-being).
Real, sustainable, and long-term positive change focuses on broader as well as smaller, everyday changes. In addition to providing education and training on mental and emotional health and providing support for employees who need it, smaller, everyday changes can be just as impactful in helping to normalize discussions around mental health while reducing stigma.
