CONTAGIOUS EFFECT OF BEHAVIOR AT WORK – PART 2
The Impact of Stress and Bad Habits are Transmitted in the Organizational Environment
Welcome to the continuation of our exploratory journey on the impacts of psychological and behavioral factors in the workplace. In the first part of this article, we addressed how conformity, cognitive biases, imitation, and learning shape behaviors within organizations. Now, we will delve deeper into neurobiological processes, focusing on how the limbic system influences physiological responses to stress in the workplace. Additionally, we will discuss practical strategies for creating a healthier work environment and promoting resilience and self-management among employees.
NEUROSCIENCE: THE ROLE OF THE LIMBIC SYSTEM AND PHYSIOLOGICAL RESPONSE TO STRESS
Now, I want to bring here the “Contagious Effect of Behavior at Work” through the neuroscientific perspective. In this segment, I will seek to unravel the complex interaction between neuroscience and human behavior at work, highlighting how stress is perceived, processed, and physically manifested. Central to this discussion is the limbic system, an intricate neural network that is fundamental in regulating emotions, forming memory, and modulating the stress response. This system not only enables us to feel and react to the world around us but is also crucial for our ability to adapt. We will explore the vital role of the limbic system, responsible for regulating our emotions, and how physiological responses to stress significantly impact employees’ performance and well-being. Furthermore, I will delve into the discussion of mirror neurons, essential for understanding behavioral contagion in the workplace.
Mirror Neurons and Their Relationship with the Contagious Effect of Behavior at Work
Mirror neurons are specialized brain cells that fire both when an individual performs an action and when they observe another person performing the same action. Initially discovered in monkeys in the 1990s by a team of Italian neuroscientists led by Giacomo Rizzolatti, these neurons play a crucial role in social learning, imitation, language development, and empathy. They provide a neurobiological basis for understanding the intentions and emotions of others, allowing us to “mirror” or internally simulate the actions and feelings observed in other people without needing to actively perform them.
This reflexive capacity aids in social understanding and communication, being fundamental to human interaction and social development. These neurons are activated both when we perform an action and when we observe that action being performed by another person, facilitating social learning and empathy. In the context of the workplace, mirror neurons have a significant role in how behaviors, both positive and negative, are transmitted among employees.
A practical example of the influence of mirror neurons in the workplace can be observed in hospitals during a Covid outbreak. In this scenario, healthcare teams faced a significantly increased workload, pressure to adequately attend to all patients, and the stress of potentially becoming infected. As some team members begin to show visible signs of stress—such as speaking rapidly, furrowing their brows, or demonstrating tense body language—these signals are unconsciously picked up and imitated by other team members due to the activation of their mirror neurons.
This imitation is not merely behavioral; the emotional responses associated with stress, including anxiety and worry, are also “contagious.” This occurs because, by observing signs of stress in a colleague, mirror neurons in the observer are activated, creating an empathic experience of stress. Consequently, the workplace can quickly become tense, with high levels of stress being shared among team members. This phenomenon not only affects individual well-being but can also compromise team cooperation and effectiveness in patient care.
The Limbic System: The Stage of Emotions
The limbic system, often referred to as the “emotional brain,” comprises several structures, including the hippocampus, amygdala, and hypothalamus. These areas work together to assess the emotional significance of stimuli, generate emotional responses, and regulate the body’s internal state in response to the environment. When faced with situations perceived as stressful or threatening at work, whether it’s an impending deadline or interpersonal conflict, it’s the limbic system that fires, preparing the body to react according to the famous “fight, flight, or freeze” mechanism.
The limbic system plays a crucial role in the perception and processing of stress. It is composed of various structures, including the hypothalamus, amygdala, and hippocampus, which are involved in regulating emotional and behavioral responses. When employees are exposed to stressors such as tight deadlines, work pressure, or interpersonal conflicts, the limbic system is activated, triggering a series of physical and emotional reactions designed to cope with the perceived threatening situation.
Perception and Processing of Stress
The perception of stress begins with the amygdala, which assesses the emotional significance of stimuli and determines whether they represent a threat. Once a threat is detected, the amygdala sends signals to the hypothalamus, which in turn activates the autonomic nervous system, leading to the release of cortisol and adrenaline, hormones that prepare the body to respond to stress. This heightened state of alertness has tangible physical effects, including increased heart rate, elevated blood pressure, and heightened vigilance, preparing the individual to confront or avoid the source of stress.
The activation of the limbic system triggers a physiological stress response that affects the entire body. This includes the release of stress hormones such as cortisol and adrenaline, which increase heart rate, blood pressure, and respiration, preparing the body for action. Additionally, the stress response can result in muscle tension, excessive sweating, gastrointestinal disturbances, and other physical symptoms.
Let’s imagine a common situation, and I’m sure many readers have experienced this. Imagine an employee named João, who is preparing for an important presentation to the company’s board of directors. As the deadline approaches, João begins to feel increasing pressure, characteristic of a significant workplace stressor.
Initially, João’s amygdala, perceiving the importance of the event and the fear of failure, evaluates this situation as a potential threat. This activates the amygdala, which quickly sends signals to the hypothalamus. The hypothalamus, in turn, triggers the autonomic nervous system, initiating a “fight, flight, or freeze” response. Hormones like cortisol and adrenaline are released into his body, resulting in increased heart rate, elevated blood pressure, and a heightened sense of alertness. These physiological changes are designed to prepare João to effectively confront the perceived threat, in this case, to deliver a successful presentation.
As the presentation time approaches, João may begin to experience additional physical symptoms due to chronic stress: trembling hands, rapid breathing, and even gastrointestinal symptoms, such as a upset stomach. Despite these reactions, these signs are the body’s mechanisms seeking to achieve a state of homeostasis, preparing him to cope with fear and insecurity and thus perform the task successfully.
This concrete and common example shows how the perception of stress, even in an everyday task like a presentation, involves complex neurobiological interactions that can have profound effects on both performance and the individual’s physical and emotional well-being. It also highlights the importance of stress management strategies in the workplace, such as presentation skills training, relaxation techniques, and psychological support, to help employees like João better cope with such situations.
Transmission of Signals and Physiological Response
Studies in neuroscience reveal that the response to stress is not just an internal experience but can be influenced and even triggered by external signals, including the emotional reactions of others. This phenomenon, known as emotional contagion, can be partly explained by the theory of mirror neurons, which suggests that observing another person’s emotional expressions activates regions of the limbic system in the observer, reproducing a similar emotional response. Thus, in a workplace where stress is present, it’s possible for emotional states to be ‘contagious’, with one individual’s stress responses potentially triggering similar reactions in others, creating a cycle of shared stress.
In addition to the direct effects of stress on the individual, recent research suggests that physiological signals associated with stress can be transmitted to other individuals within the workplace. For example, studies have shown that facial expressions of stress can be perceived and influence the emotional responses of others, creating this cycle of emotional contagion. Similarly, body language and other physical manifestations of stress can be contagious, affecting the emotional climate and interpersonal dynamics of the team. Even the person’s own odor. Yes, body odor can contain pheromones and other chemical compounds that can influence people’s emotions and perceptions. There are studies showing that certain smells can affect mood, stress levels, and even attraction between individuals. Therefore, it is possible for a person’s odor to have an impact on the emotions of people around them.
In summary, neuroscience offers a deep understanding of how stress is perceived, processed, and physically manifested by employees in the workplace. By recognizing the role of the limbic system and physiological responses to stress, leaders and managers can implement effective strategies to reduce stress in the workplace, promoting a healthy, productive, and sustainable environment for all employees.
In practice, imagine a performance evaluation meeting in a large corporation. Ana, the manager, is presenting the annual results and discussing goals and performances with her team. During the meeting, Ana, who is visibly stressed by the pressures to achieve high targets, begins to show physical signs of stress, such as speaking rapidly, furrowing her brow constantly, and adjusting her collar repeatedly – clear signs of discomfort and anxiety.
As the meeting progresses, these visible signs of stress start to affect the team. Team members, through their mirror neurons, begin unconsciously to mirror some of Ana’s reactions. Some start to fidget in their chairs, others avoid eye contact, reflecting the anxiety they perceive in their leader. Tension in the room increases, and even after the meeting, this tense atmosphere spreads throughout the office.
This emotional contagion not only deteriorates the overall atmosphere of the office that day but can also have lasting effects on team morale and the perception of the work environment as a whole. Employees who initially didn’t feel stressed may leave the meeting feeling overwhelmed, anxious, or demotivated, highlighting how stress can be ‘contagious’ and spread through everyday interactions.
This concrete example shows how emotional contagion, driven by the perception and response of the limbic system to stress, not only affects the individual directly under pressure but can also influence the dynamics of the entire team. It also underscores the importance of leaders being aware of their own emotions and behaviors, as these can have a significant impact on the well-being and productivity of their teams.
Chronic stress begins to affect not only Maria’s health but also her productivity over time. She finds herself unable to handle the same number of calls as before or effectively deal with customer demands. Her job satisfaction decreases, leading to periods of absenteeism, which become more frequent as she seeks to alleviate her symptoms.
The impact is not limited to Maria alone. The overall atmosphere in the call center begins to deteriorate, with many of her colleagues also exhibiting similar symptoms of stress and exhaustion. Team morale declines, and turnover rates increase as more employees find themselves unable to cope with continuous stress. The quality of customer service suffers, resulting in negative feedback that, in turn, intensifies pressure on the remaining staff.
This chain of events begins to reflect negatively on the call center’s reputation. Difficulty retaining talent and maintaining service quality begins to affect the company’s profitability as recruitment and training costs for new employees increase and customer satisfaction decreases.
This concrete example demonstrates how chronic stress not only adversely affects employees’ physical and mental health but also has significant implications for organizational health. It underscores the importance of implementing proactive stress management strategies and workplace wellness programs, not only to improve employees’ health but also to maintain productivity, service quality, and organizational competitiveness in the market. May it serve to contextualize the challenges faced and underline the need for strategic interventions that can mitigate the effects of stress, both for employee well-being and organizational success.
Towards a Healthier Work Environment
As we explore the complex dynamics of emotional and behavioral contagion in the workplace, we delve into deep layers of human interaction, psychology, neuroscience, and philosophy. We discover how the contagion of stress and unhealthy habits, mediated by the intricate ballet of emotional and behavioral responses, has the power to shape organizational culture, influencing the health and well-being of employees.
We identify the critical role of social and behavioral psychology, which teaches us about the influence of conformity, cognitive biases, imitation, and learning in the propagation of behaviors within organizations. Neuroscience, in turn, offers a window into the internal workings of the brain, revealing how the limbic system responds to stress and facilitates emotional contagion, impacting not only our mental state but also our physiology.
From these insights emerge concrete intervention strategies. At the individual level, practices such as mindfulness, emotional regulation, and self-care strengthen resilience to stress. At the organizational level, policies of flexibility, wellness programs, and conscious, empathetic leadership can radically transform the workplace environment, promoting a culture of health and support.
This is a call to action for leaders and employees to recognize the importance of proactively addressing emotional and behavioral contagion. Organizations are more than just production spaces; they are living ecosystems of human relationships. In this context, each member plays a crucial role in promoting a healthy work environment.
For leaders, the task involves not only implementing policies and practices that support employee well-being but also modeling healthy behaviors and creating safe spaces for open dialogue about mental health. For employees, it involves awareness of their own stress responses and the adoption of self-care practices, as well as providing support to colleagues.
Ultimately, moving towards a healthier work environment is a collective commitment. It requires a shift in perspective that values well-being and mental health as fundamental to organizational success. By adopting evidence-based strategies from psychology and neuroscience, we can not only mitigate the contagion of stress and unhealthy habits but also promote environments where well-being and productivity flourish side by side. This is a journey worth undertaking, with benefits that reverberate beyond the walls of organizations, contributing to a healthier and more resilient society.
- STRENGTHENING RESILIENCE AND SELF-MANAGEMENT
I will now present some reflections for you to use as insights to address each of the issues presented here, as there are no doubts for behavioral sciences and neuroscience that while we affect people through our emotions and behaviors, we are also affected, recognizing the complexity and pervasiveness of this phenomenon of organizational climate.
5.1. The Perspective of Social Psychology: Conformity and Cognitive Biases
To minimize the negative effects of conformity and cognitive biases both at the individual and organizational levels, it is essential to adopt strategies that promote a healthy and constructive work culture. Here are some specific actions that can be implemented:
5.1.1. At the Individual Level
o Education about Cognitive Biases and Conformity: Conducting training sessions that focus on increasing awareness about cognitive biases and the impact of conformity can help employees recognize and question their own patterns of thinking and behavior. This empowers them to make more conscious and authentic choices instead of simply following the group.
o Development of Critical Thinking and Problem-Solving Skills: Encouraging and providing resources for the development of critical thinking and conflict resolution skills can help employees address work situations more analytically, reducing the likelihood of adopting harmful behaviors due to conformity.
o Promotion of Self-Efficacy: Increasing employees’ self-efficacy, i.e., applying strategies to nurture self-determination by motivating their ability to successfully perform tasks, can encourage them to adopt positive behaviors and resist pressure to conform to negative practices.
5.1.2. At the Organizational Level
o Positive Organizational Culture: Establishing an organizational culture that values diversity of thought, innovation, and employee well-being. This includes recognizing and rewarding behaviors that align with the company’s values, as well as providing safe and anonymous channels for feedback and concerns.
o Behavior Modeling by Leadership: Leaders should serve as positive role models, demonstrating behaviors that reflect the organization’s values. This includes stress management practices, effective communication, and decision-making based on ethical principles.
o Leadership Development and Support: Investing in leadership development skills that emphasize empathy, open communication, and support for employees’ professional development. Leaders are significant emotional influencers. That’s why prepared leaders are essential to mitigate the negative impact of conformity and cognitive biases.
o Clear Policies and Transparent Communication: Developing and clearly communicating policies that address behavioral expectations at work, decision-making processes, and reward mechanisms. This helps create a work environment where employees feel they can express divergent opinions without fear of reprisal.
o Constructive Feedback and Fair Performance Evaluations: Implementing self-feedback systems that focus on continuous development and are perceived as fair by employees. Performance evaluations should reflect a diverse range of skills and contributions, not just compliance with group norms.
By adopting these strategies, organizations can not only reduce susceptibility to conformity and cognitive biases but also promote a work environment where innovation, mental health, and employee well-being are prioritized. This, in turn, contributes to greater job satisfaction, talent retention, and organizational performance.
5.2. Behavioral Psychology: Imitation and Learning
To minimize the negative effects of imitation and learning both at the individual and organizational levels, it is fundamental to adopt strategies that promote a healthy and constructive work culture. Here are some specific actions that can be implemented:
5.2.1. At the Individual Level
• Self-reflection and Self-awareness:
o Dedicate regular time to reflect on your own attitudes and behaviors at work. Critically evaluate whether these behaviors align with your personal values and professional goals.
o Use journals or habit-tracking apps to monitor behaviors and identify triggers for unwanted behaviors.
• Setting Clear and Authentic Goals:
o Define clear personal goals that guide behavior at work, helping to focus on actions that are productive and aligned with personal and professional growth.
o Review and adjust these goals periodically to ensure they remain relevant and motivating.
• Development of Resilience to Group Pressure Skills:
o Learn and practice active communication techniques and assertiveness to feel more comfortable expressing divergent opinions or refusing to engage in behaviors that are counterproductive or harmful.
o Participate in training or workshops that teach how to handle and respond to social pressures in the workplace.
• Seeking External Feedback and Mentoring:
o Seek regular feedback from colleagues and supervisors to gain an external perspective on your behavior and its impact on the work environment.
o Engage in mentoring relationships where you can discuss concerns about conformity and pressures to adopt certain behaviors.
By implementing these strategies, employees can not only strengthen their autonomy and personal integrity but also positively contribute to the organizational culture. By becoming models of positive and assertive behavior, they can influence their peers and promote constructive change in the workplace. By developing greater awareness of their own actions and the influence they can exert, employees are better equipped to navigate the workplace in an ethical and productive manner, maximizing their own potential while helping to shape a more positive and healthy corporate environment.
5.2.2. At the Organizational Level
• Practice Mindfulness and Stress Reduction Techniques:
o Incorporate mindfulness and meditation practices to increase awareness of one’s own behavior and reduce susceptibility to impulsive reactions.
o Utilize relaxation techniques and stress management to maintain calmness and clarity in high-pressure situations.
• Creation of Support Networks:
o Cultivate a network of colleagues who share similar values and can offer support and joint resistance against negative norms.
o Encourage each other to adopt and reinforce positive behaviors.
• Positive Leadership Modeling:
o Leaders should be aware that they are role models for their employees.
o By demonstrating ethical behaviors, work-life balance, and effective stress management techniques, they can encourage employees to adopt similar practices.
• Carefully Applied Positive and Negative Reinforcements:
o Implement a rewards system that promotes desirable behaviors, such as collaboration, innovation, and mutual respect.
o Avoid inadvertently reinforcing negative behaviors, such as overworking or responding to professional communications outside of working hours.
• Training and Development:
o Offer training that emphasizes the importance of critical thinking, autonomy, and personal responsibility in the workplace.
o Promote workshops on stress management and resilience to help employees develop healthy coping strategies.
• Organizational Culture of Openness and Support:
o Encourage a culture where employees feel comfortable expressing divergent opinions and openly discussing their concerns about work practices.
o Create safe and confidential channels for feedback and reporting of negative behaviors.
• Continuous Monitoring and Feedback:
o Conduct regular assessments of the work environment to identify and address negative practices that may be imitated or learned.
o Provide regular and constructive feedback to employees, helping them adjust their behaviors in line with organizational values.
• Fostering a Culture of Continuous Learning:
o Encourage employees to participate in cognitive behavioral development activities that expand their skills and knowledge beyond the usual scope of their work.
o Implement mentoring programs where experienced employees can share knowledge and positive experiences with new team members, thereby strengthening the transmission of positive behaviors.
By adopting these strategies, organizations can not only reduce susceptibility to conformity and cognitive biases but also promote a work environment where innovation, mental health, and employee well-being are prioritized. This, in turn, contributes to greater job satisfaction, talent retention, and organizational performance.
5.3. Neuroscience: The Role of the Limbic System and Physiological Response to Stress
To mitigate the effects of stress at both individual and organizational levels, based on neuroscience understandings of the limbic system and physiological responses to stress, several practical and effective strategies can be adopted:
5.3.1. At the Individual Level
• Stress Management Techniques:
o Practice relaxation techniques such as deep breathing, meditation, yoga, or regular physical exercise to reduce the physiological stress response.
o Learn and apply time management methods to better handle deadlines and reduce the sense of pressure.
• Self-awareness and Emotional Monitoring:
o Use journals or apps to monitor mood and identify stress triggers, helping to understand and better control emotional responses.
o Engage in therapy or counseling to develop more robust coping strategies and understanding of one’s own emotions.
• Education About the Nervous System:
o Informing oneself about how the body responds to stress can empower employees to recognize early signs and intervene before stress becomes overwhelming.
• Promotion of Healthy Lifestyles:
o Adopt a balanced diet, ensure adequate sleep, and avoid substances that exacerbate stress, such as excessive caffeine and alcohol.
5.3.2. At the Organizational Level
• Workplace Wellness Policies:
o Implement and promote wellness programs that encourage healthy practices, such as regular breaks, relaxation spaces, and physical activities.
o Offer workshops on stress management and mental health as part of ongoing professional development.
• Flexible and Supportive Work Environment:
o Establish flexible work policies that allow employees to choose work hours that best suit their personal life needs.
o Foster a supportive culture where employees feel safe to discuss their concerns about stress without fear of stigma or reprisal.
• Leadership Training:
o Equip leaders to recognize signs of stress in their teams and provide them with tools to effectively support their subordinates.
o Teach leaders to promote a balance between work and personal life, leading by example.
• Ongoing Monitoring of Organizational Climate:
o Conduct regular climate surveys to monitor employees’ emotional health and identify areas of chronic stress.
o Use collected data to tailor strategies and intervene proactively to prevent occupational stress.
5.4. Fostering a Culture of Support and Connection
Promoting a workplace environment based on trust, respect, and mutual support is essential for combating the spread of stress and unhealthy habits. Initiatives that encourage social connection and a sense of belonging, such as peer support groups and team-building events, can reinforce team cohesion and provide channels for collective expression and stress management.
Implementing intervention strategies to address the challenges of stress and unhealthy habit contagion in the workplace requires ongoing commitment from both employees and organizations. By adopting a holistic approach that integrates techniques validated by psychology and neuroscience, it is possible to build work environments that not only minimize stress and promote healthy habits but also cultivate employee well-being and professional fulfillment.
By implementing these strategies, organizations can not only reduce stress levels in the workplace but also promote a space where employees thrive. Leaders well-informed about the neuroscientific foundations of stress are better equipped to create workplaces that are not only less stressful but also more engaging and productive.
Conclusion of the Second Part
Throughout this second part, we have explored the complexities of the limbic system and its critical influence on stress reactions in the workplace. We understand how stress is not only perceived and processed internally but also how it can be exacerbated or mitigated through the environment and organizational culture. Additionally, we have discussed approaches to strengthen resilience and self-management, essential for developing a healthy and productive work environment.
The highlighted strategies not only help combat the negative effects of stress but also empower employees to better manage their emotional and behavioral responses. By implementing these practices, organizations can not only improve employee well-being but also increase overall effectiveness, job satisfaction, and talent retention.
I hope that the discussions and strategies presented in this article inspire leaders and managers to adopt a more informed and conscious approach in creating workplaces that not only thrive in terms of productivity but also promote well-being and personal development. Together, we can work to transform our workplaces into spaces where mental health and professional satisfaction go hand in hand with organizational success.
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Hello, I’m Marcello de Souza! I started my career in 1997 as a leader and manager in a large company in the IT and Telecommunications market. Since then, I have participated in important projects of structuring, implementation, and optimization of telecommunications networks in Brazil. Restless and passionate about behavioral and social psychology. In 2008, I decided to delve into the universe of the human mind.
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