WHEN THE PROBLEM IS NOT THE PEOPLE: THE PARADOX OF ORGANIZATIONAL ENGAGEMENT

Only 21% of employees worldwide report being engaged in their work. This number, widely cited in global reports, is often interpreted as a reflection of individual lack of motivation. But what if we are misinterpreting it? What if this data does not reveal flaws in people, but rather the symptom of organizational ecosystems that do not allow them to flourish?
Think with me: when nearly 80% of the global workforce does not find energy or meaning in their tasks, the problem cannot be reduced to “unmotivated” individuals. What we face is a systemic imbalance, where structures and cultures drain vitality, stifle authentic interactions, and turn work into an empty ritual.
Imagine the scene: it’s Monday morning. Everyone is present—whether in the office or a virtual meeting—but nothing moves. Superficial conversations, ideas held back, initiatives that vanish before they even emerge. You look at your team and realize: they are physically there, but emotionally absent.
Few leaders ask themselves: is your team truly experiencing the work, or merely going through a daily ritual? Because productivity is not just about completed tasks—it is engagement, belonging, and connection. It is the feeling that each effort fits into something larger.
A company’s greatest asset is not financial reports, nor cutting-edge technologies, but the human relationships cultivated within it. When culture and individual are misaligned, the impact is silent but devastating: demotivation, loss of initiative, and ultimately, talent attrition. Benefits and bonuses may ease tensions, but they do not buy lasting engagement. What sustains it is genuine belonging, authentic recognition, and living purpose—elements that flourish only in environments where trust prevails over fear and leadership connects rather than merely commands.
More than talking about engagement, we are facing a systemic question: how to transform work into a meaningful social experience, capable of generating collective energy and enabling teams to thrive? This is the true challenge of the modern leader.
Throughout this article, we will explore:
• Why engagement does not emerge from isolated efforts, but from the quality of the environment in which people are embedded.
• How collective meaning and genuine belonging can transform the way teams connect and deliver value.
• And, above all, what leaders need to understand to create living ecosystems, where work is not a burden but a space for real evolution and contribution.
This is only the introduction to a larger reflection: it is not about motivating people, but about designing environments in which motivation becomes inevitable.

FROM ORGANIZATIONAL CHART TO ECOSYSTEM
Imagine what happens when we stop seeing work as a rigid hierarchical structure and reimagine it as a living biome, where each element—from office layout to informal norms in a virtual meeting—shapes and is shaped by participants’ behaviors. This is the essence of HCCDO (Human & Organizational Cognitive Behavioral Development), a proposal that integrates:
• Environmental social psychology, which studies how contexts shape human actions;
• Social psychology, which reveals how group norms guide conformity and innovation;
• Organizational psychology, which sees structures as ecological niches;
• Behavioral psychology, which demonstrates how environmental reinforcements shape sustainable habits;
• Applied neuroscience in leadership, which shows how environments of trust, recognition, and purpose activate, for example, dopamine, oxytocin, and serotonin circuits—essential for motivation, empathy, and belonging.
Unlike traditional approaches, which are limited to isolated training sessions or monetary incentives, HCCDO proposes a systemic intervention: changing the terrain so that belonging and purpose are not imposed but naturally emerge from everyday interactions.
And here I return to the first paragraph: what if the low global engagement—only 21% of employees truly involved—was not a personal flaw, but an ecological imbalance that impacts productivity and brain reward circuits, reducing dopamine release associated with meaningful achievements?
Evidence reinforces this view: studies in environmental social psychology show that workspace design—open versus private areas—can foster or inhibit pro-social behaviors, such as spontaneous collaboration. Research indicates that subtle “environmental cues” (sensory stimuli like light, sound, and smell that influence behavior, perceptions, and memory), such as visual reminders or layouts encouraging collective movement, increase adherence by up to 30%, not through explicit persuasion but through implicit reinforcement, activating neural pathways associated with intrinsic motivation and a sense of personal efficacy.
In social psychology, self-determination theory shows that a sense of autonomy and belonging arises in contexts that nurture authentic interactions, elevating intrinsic motivation. In neuroscientific terms, experiences of belonging release oxytocin, strengthening social bonds and promoting collaborative behaviors. In organizational settings, this translates into networks that reinforce connections and reduce voluntary turnover—which still accounts for 42% of departures, many due to preventable cultural misalignments.
Why does this matter now? Because hybrid work blurs traditional boundaries. Structures such as flexible policies act as ecological niches, capable of sustaining or undermining adaptive behaviors. Studies show that leaders who integrate sustainable values into daily routines—not as mandates, but as part of the ecosystem—raise pro-environmental behaviors by up to 25%, activating social reward neural circuits when employees perceive positive collective impact.
Behavioral psychology reinforces: positive reinforcements, such as collective recognition in meetings, shape engagement habits more consistently than punishments or isolated incentives, corresponding to activation of the dopaminergic system, consolidating learning and intrinsic motivation. In contrast, toxic cultures generate chronic stress, increasing cortisol and reducing neural plasticity, impacting memory, creativity, and emotional resilience—facts reflected in alarming data: 29% of new hires leave the company within the first 90 days, and 70% determine their “fit” within the first month.
HCCDO, therefore, emerges as an ecological and neuro-integrative framework, not a rigid checklist. It proposes four dialogical pillars, inviting leaders and teams to rethink their organizational reality not as a machine, but as a living ecosystem, where behavior, relationships, and neuroscience intertwine to sustain real and lasting engagement.

Pillar 1 – Map the Social-Environmental Ecosystem
As I said, every organization is systemic and functions as a living network of interactions, pulsing with energy, alliances, and subtle tensions. Yet, many leaders only see formal organizational charts, failing to perceive the invisible flows that sustain collective life. HCCDO proposes starting by mapping this ecosystem: observing who moves fluidly between areas, where bridges are built, and where silent walls block communication and innovation.
Imagine this process as observing a river with its tributaries: some stretches flow abundantly, others form whirlpools or dry up. The environment, whether physical or digital, acts as the banks of this river—able to favor circulation or create subtle blockages. A meeting room always occupied by the same “clique,” for example, silences important voices, while a well-designed collaborative space promotes informal encounters that nourish creativity and a sense of purpose.
Social psychology shows that belonging does not emerge from slogans, but from the perception of being integrated into a mutually supportive network. Research on “collective coping” shows that teams that share challenges and build strategies together reduce feelings of isolation and strengthen common purpose.
From a neuroscientific perspective, these interactions activate the dopaminergic reward system, promoting feelings of connection and intrinsic satisfaction, while stimulating oxytocin, a key hormone for trust and empathy.
Here, my question to the leader is direct: do your team’s informal norms reinforce inclusion and collaboration, or do they stimulate predatory competition and silencing?
To address this strategically, leadership can use Organizational Network Analysis (ONA). This tool maps and measures informal interactions, revealing how work truly flows—who consults whom, who shares knowledge, who coordinates tasks or creates innovations. Unlike traditional organizational charts, ONA shows real relationships, influence, and connection gaps, becoming a powerful instrument for strategic decisions.
Practical examples:
• In a technology company, projects were delayed despite highly skilled teams. ONA revealed that key engineers were socially isolated and that decisions went through only two leaders. Simple interventions—such as interdepartmental meetings and cross-mentorships—increased collaboration, reduced delays, and raised engagement by 15% in just six months.
• In another client, including peripheral voices in decision-making rituals already generated a significant increase in engagement, without any additional financial investment.
What emerges from this pillar is simple yet profound: engagement arises from balanced relational ecosystems. Mapping is the first step to transform isolated interactions into networks of connection that nurture purpose, belonging, and productivity.

Pillar 2 – Intervene in the Habitat for Behavioral Reinforcements
If Pillar 1 demonstrates that engagement arises from balanced relational ecosystems, the second step is to redesign the organizational habitat so that positive behaviors emerge naturally. Here, environmental social psychology shows that the space—physical or digital—influences habits as much as formal policies.
Imagine the office or digital tools as a living garden. Small changes in layout can encourage casual encounters, stimulate idea exchanges, and reinforce collaborative habits without imposition. Well-planned common areas can become spontaneous connection points, nurturing innovation and belonging. In the virtual environment, rearranging communication channels or creating themed “meeting rooms” can double informal interactions, generating organic purpose and a sense of community.
Research in organizational and environmental psychology shows concrete impacts:
• Pro-environmental behaviors: visual reminders and layouts that encourage collective movement increase adherence to sustainable practices by up to 30%, through implicit reinforcement rather than direct persuasion.
• Spontaneous collaboration: strategic adjustments to rooms, coffee areas, or hybrid spaces significantly increase co-creation and knowledge exchange.
Practical example: A financial services company noticed that isolated teams shared few insights. By redesigning the space—combining open workstations and private focus areas, creating strategic meeting points—collaboration increased, new ideas emerged, and engagement rose by 12% in four months.
The central point of Pillar 2 is clear: it is not about rewarding or punishing, but shaping the environment so that desired interactions flourish spontaneously. Neuroscientifically, environments that encourage informal encounters activate the prefrontal cortex, facilitating collaborative decisions while reinforcing reward circuits for pro-social behaviors.

Pillar 3 – Cultivate Adaptive Social Dynamics
The third pillar leads us to look not only at the space but also at the social interactions that occur within it. Just as in natural ecosystems, organizations have mutualistic relationships that strengthen the collective, or predatory ones that erode trust and engagement. Organizational psychology shows that the quality of these interactions determines team behavior and performance.
Symbiotic dynamics arise when policies, norms, and practices favor collaboration, idea expression, and mutual support. Toxic niches emerge where predatory competition, favoritism, or exclusion become unwritten rules. The impact is profound: even competent employees may feel disengaged, reducing innovation and increasing turnover.
Belongingness theory shows that being accepted, heard, and valued is as motivating as financial rewards. Socially safe teams show clear gains:
• Creativity: willingness to risk ideas without fear of retaliation generates innovative solutions.
• Retention: inclusive environments reduce attrition and increase engagement, improving talent retention by up to 20%.
Practical examples:
1. A technology company experienced conflicts between product and engineering teams. By applying adaptive dynamics, leadership introduced co-creation rituals and open feedback. In six months, collaboration increased significantly, and collective engagement rose by 18%.
2. In a consultancy, dominant “cliques” silenced peripheral voices. Through cross-mentoring policies, role rotation, and inclusive meetings, the social environment became more balanced, reducing frustration and strengthening trust bonds.
My central reflection for Pillar 3 is direct: Is your leadership cultivating mutualistic alliances, or allowing toxic niches that erode the social fabric?
From a neuroscientific perspective, safe relationships involve emotions and feelings, such as fear and stress, and strengthen networks of emotional regulation, facilitating sustainable collaboration.

Pillar 4 – Monitor and Adapt Ecological Feedback
The fourth pillar turns data into action and observation into adaptation. Just as in natural ecosystems, small variations generate significant effects. For engagement to be sustainable, it is necessary to create continuous feedback loops, informing adjustments in the social, cultural, and environmental habitat of the organization.
Monitoring goes beyond traditional metrics. It involves observing interaction patterns, frequency of collaboration, participation in meetings, and support networks. These data help identify bottlenecks, silencing, or imbalances that undermine motivation and mental health.
Practical examples:
• A financial services company faced high turnover among younger employees despite well-being policies. Short, anonymous daily surveys revealed a lack of recognition and autonomy in specific teams. Micro-feedback and quick autonomy adjustments reduced stress and increased engagement by 12% in three months.
• In a technology startup, brainstorming sessions had low participation. Weekly network analysis and climate surveys revealed centralized communication. Rotating facilitators, providing space for anonymous ideas, and tracking feedback resulted in 50% more spontaneous interactions and a significant improvement in the sense of belonging.
The central concept is simple: every adjustment in the organizational ecosystem should be informed by observable data and continuously revisited. Small changes—whether in layout, communication, or policies—aligned with ecological feedback generate multiplicative effects on motivation, creativity, and mental health.
My reflection for leaders: What do your data reveal about the balance of your ecosystem? Which subtle adaptations can restore it, making work more meaningful and collaborative?
Pillar 4 ensures that HCCDO is a living, adaptive process, where engagement, belonging, and purpose emerge organically, sustained by evidence, neuroscience, and constant observation.

TRANSFORMING ORGANIZATIONS INTO HUMAN ECOSYSTEMS
As I have described so far, HCCDO is not limited to ready-made formulas or isolated solution packages. It is, above all, a philosophical invitation to adopt an investigative mindset, integrating science, behavioral observation, and human reflection to foster sustainable organizational evolution.
Companies that adopt a systemic vision not only retain talent—they become true habitats in which humans thrive. Engagement ceases to be a peripheral objective and begins to emerge naturally in balanced ecosystems, where purpose, belonging, and authentic relationships reinforce each other organically.
Studies reinforce this perspective: organizations with a clear purpose can increase talent retention by up to 40%, while employees report higher engagement when they perceive their actions contribute significantly to something greater. Even more impactful, behavioral neuroscience analyses—such as those published in Frontiers in Psychology—indicate that meaning in work activates neural resilience circuits, increasing intrinsic motivation and reducing burnout by around 30%, sustaining long-term performance.
The central point is profound: when purpose and quality of interactions become part of the ecosystem, engagement does not need to be “stimulated”—it arises naturally. HCCDO offers not only a methodology but a framework for leaders who wish to cultivate environments in which people and organizations flourish together, connecting science, philosophy, and practice in a truly transformative way.

An Integrative Approach
The paradox remains: 38.5% of voluntary resignations in 2024–2025 are attributable to cultural or leadership misalignment, although this represents a decrease from 43.3% in 2023. More concerning, 51% of employees are actively seeking new opportunities, with 42% of these departures preventable through inclusive cultures. A BambooHR report highlights that 29% of new hires left within 90 days due to toxic environments. Companies with strong cultures report that 88% of employees prioritize culture over salary, with 69% of Generation Z emphasizing this preference.
These numbers reinforce HCCDO’s premise: the problem is not a lack of individual motivation, but ecosystems that do not allow engagement and purpose to flourish. It is time to unite science, psychology, and leadership practice to create concrete, integrated strategies, transforming not only individual behavior but the entire organizational habitat.
In this context, I present four pillars for genuine engagement, belonging, and meaningful work:
1. Measure enchantment, not just satisfaction
Traditional metrics are important but insufficient. What truly drives engagement is emotional connection and perceived purpose. Gallup studies show that 70% of engagement depends on the manager, with managerial engagement dropping to 27% in 2024. Periodic surveys combined with predictive analytics allow real-time tracking of sentiments and alignment of leadership actions, reducing turnover by up to 25%.
Ask yourself: Does your team’s work resonate with each individual’s personal purpose?
2. Leadership that connects, not just directs
Great leaders inspire, not just manage. Individual listening, strategic transparency, and bidirectional feedback build trust, activate empathy, and strengthen collective resilience. Studies indicate that these practices increase productivity by 20% and reduce stress by 15%.
Ask yourself: When was the last time you allowed yourself to be vulnerable with your team?
3. Go beyond the basics
Fair salaries are essential, but deep engagement arises from purposeful flexibility, personalized recognition, and real growth opportunities. Organizations cultivating these practices observe profit increases of up to 23%, and 57% of employees would stay even in the face of challenges if cultural alignment exists. As Aristotle taught, pursue eudaimonia—intrinsic engagement that promotes virtues and collective flourishing.
4. Communication that unites, not just informs
Positive culture requires constant dialogue, anonymous feedback channels, cultural ambassadors, and “all-hands” meetings. Transparency and open communication reduce turnover by up to 40% in purpose-driven organizations—i.e., organizations, teams, or initiatives guided by a higher purpose beyond profit or task execution. In other words, all decisions, strategies, and actions are aligned with a greater meaning that inspires, engages, and gives work significance. Leaders who transform information into connection create ecosystems where work ceases to be an obligation and becomes a meaningful collective experience.

CONSOLIDATING BALANCED HUMAN ECOSYSTEMS
By consolidating balanced human ecosystems through the HCCDO, we realize that engagement, purpose, and productivity are not merely the results of well-designed processes—they emerge from collective experience and the genuine well-being of people. In this sense, workplace happiness ceases to be an individual effort or a checklist of motivational practices: it becomes a collective project, woven into interactions, culture, and the dynamics that sustain each workday.
While the HCCDO provides us with the lens to map, intervene, and adapt organizational ecosystems, the perspective of collective happiness invites us to observe how every interaction, gesture, and decision reinforces or undermines shared well-being. It is at this intersection that science, behavioral psychology, and leadership practice converge to create environments where not only tasks are completed, but where people flourish together, finding meaning and fulfillment in their daily work.
From here, it is natural to explore the three pillars of collective happiness, connecting purpose, culture, and authentic relationships, demonstrating that intrinsic engagement emerges when everyone is an active part of the human ecosystem.

THREE PILLARS OF COLLECTIVE HAPPINESS: PURPOSE, CULTURE, AND AUTHENTIC RELATIONSHIPS
When mapping human ecosystems with the HCCDO, we see that true organizational transformation is not limited to processes or structures. It emerges when purpose, culture, and authentic relationships align and mutually reinforce each other. These three pillars of collective happiness sustain intrinsic engagement, genuine belonging, and fulfillment at work.
1. Collective Purpose: The North Star Aligning Actions and Meanings
People seek meaning in their daily activities. When work is connected to a higher purpose—whether serving clients, contributing to society, or innovating strategic solutions—intrinsic motivation is triggered. Beyond goals or KPIs, collective purpose creates a compass that guides decisions and behaviors.
Practical example: Teams involved in defining strategic goals and given autonomy to propose solutions perceive the direct impact of their actions, increasing engagement by up to 40% and reinforcing a sense of belonging. Collective purpose transforms tasks into meaningful experiences, connecting individuals to something larger than themselves.
2. Culture: The Habitat That Sustains Well-Being
Culture is not decorative; it manifests daily in small interactions. How leaders communicate, handle mistakes, and share decisions shapes the team’s psychological environment. An inclusive, transparent, and trust-based culture reduces perceptions of injustice, strengthens social cohesion, and prevents toxic niches.
Organizations implementing continuous recognition, celebrating small wins, and maintaining constant feedback practices observe increased productivity, lower turnover, and greater collaboration. Culture is the fertile ground where collective purpose flourishes, making every action, no matter how small, a reinforcement of shared happiness.
3. Authentic Relationships: The Nervous System of the Human Ecosystem
No structure or policy sustains engagement if relationships are superficial or fragile. Genuine human connections—based on trust, empathy, and respect—form the invisible network sustaining the organizational ecosystem. Moments of genuine listening, constructive feedback, and intentional collaboration activate oxytocin and dopamine circuits, promoting well-being and collective resilience.
Initiatives like “intentional breaks,” cross-mentoring, or open dialogue forums not only strengthen bonds but also enhance creativity, innovation, and social cohesion. Authentic relationships transform the daily work experience into something that transcends tasks: it becomes connection, meaning, and human development.

INTEGRATING THE PILLARS
When purpose, culture, and authentic relationships connect, the human ecosystem becomes self-sustaining. Engagement, well-being, and productivity cease to be isolated goals and begin to emerge from a balanced system. Leaders and employees together build environments where every action reinforces the collective, every interaction promotes trust, and every decision aligns with a greater meaning.
Thus, the HCCDO not only guides structural interventions but also provides a lens to cultivate human ecosystems ready to flourish: environments where collective happiness, purpose, and performance walk hand in hand, creating sustainable and transformative impact.

CONNECTING SYSTEM, PEOPLE, AND LEADERSHIP
As I have emphasized, engagement does not arise from isolated individuals but from the ecosystem in which they are embedded. Previously, global data showed that only 21% of employees are engaged, while 38.5% of voluntary exits occur due to cultural misalignment—highlighting that the problem is systemic, not personal. It is in this context that the HCCDO becomes essential: an integrative lens capable of transforming structures, cultures, and interactions into fertile habitats for human flourishing.
It should be clear that mapping the social-environmental ecosystem allows us to visualize invisible networks sustaining work, identify bridges and walls, and understand that balanced environments foster genuine engagement and belonging. Interventions in the habitat—physical or digital—reinforce collaborative behaviors, demonstrating that subtle changes can generate concrete impact. Cultivating adaptive social dynamics ensures that policies and norms support collective engagement and prevent toxic niches that erode energy and trust. Continuous monitoring with ecological feedback allows real-time adjustments, correcting imbalances before they solidify.
The fact is that the integrative approach shows that engagement, purpose, and productivity are not isolated targets—they are emergent products of a well-designed ecosystem. Leaders who measure delight, connect authentically, provide meaningful experiences, and promote transparent communication build resilient, innovative organizations capable of retaining talent.
In short, the HCCDO is not merely a set of practices or tools. It is a shift in perspective that transforms:
• work from a task into an experience;
• the individual from isolated to active participant;
• leadership from process manager to cultivator of human ecosystems.
This is the convergence point of science, philosophy, and management practice, inspiring leaders to create environments where humans truly thrive. When balanced ecosystems activate feelings of belonging, promoting intrinsic engagement, collaboration, and collective resilience—the true organizational eudaimonia.

Ultimately
The central paradox is clear: the problem of engagement rarely lies with people; it resides in the ecosystems that surround them. Mapping invisible networks, redesigning physical and digital habitats, cultivating adaptive social dynamics, and monitoring real-time feedback are not mere techniques—they are practices that transform work into collective experience, the individual into an active participant, and leadership into a curator of living human ecosystems.
The HCCDO proposes a systemic and integrative perspective: it does not offer ready-made solutions but invites constant inquiry, the courage to question structures, norms, and habits, and the boldness to create environments where belonging, purpose, and collaboration emerge naturally.
The reflection I leave is straightforward: in your organization, are you dealing with unmotivated people or with an ecosystem that does not allow flourishing? If it is the latter, what changes are you willing to initiate today to transform work into a space of purpose, connection, and collective evolution?
The invitation is unequivocal: not just to manage, but to cultivate; not just to lead, but to co-create living human ecosystems. This is the true challenge of the modern leader—and the reward is profound: teams that flourish, sustainable innovation, and organizations that become habitats for human growth.

#marcellodesouza #marcellodesouzaoficial #coachingevoce #HCCDO #TransformativeLeadership #HumanEngagement #OrganizationalCulture #PeopleManagement #BehavioralDevelopment #OrganizationalInnovation #SystemicLeadership #Belonging #OrganizationalPsychology #EmployeeExperience #HighHumanPerformance #OrganizationalTransformation #HumanEcosystem #ConsciousLeadership #SustainableEngagement #CollectiveGrowth