EFFECTIVE SPREAD OF BEHAVIOR IN THE WORKPLACE – PART 1

The Impact of Stress and Bad Habits are Transmitted in the Organizational Environment

Since childhood, I have always heard the maxim that a rotten apple can spoil the whole barrel. I am reminded of this statement to instigate in you the proposition of today’s theme, which is precisely to bring awareness that just as a rotten apple can contaminate all others, negative behaviors and emotional states can spread and also contaminate the work environment. In other words, within a group, moods propagate when we share space and experiences over time. For example, when coworkers are constantly stressed or demotivated, there is a greater likelihood that these feelings will spread to others. Likewise, in the boss-employee dynamic, the leader’s mood can become like an unseen current, subtly influencing the performance and productivity of the entire team. This emotional contamination can be as subtle as the water in a lake, but its effects can be profound and lasting, affecting not only the employee but the entire organizational culture.

This reminds me of a reflection that fits perfectly into this context under the idea of interdependence and mutual responsibility discussed by Jean-Paul Sartre, a French existentialist philosopher. Sartre stated that “Hell is other people” (“L’enfer, c’est les autres”), a phrase often misinterpreted as a denunciation of the oppressive presence of others in our lives. However, there is an unparalleled depth in his thoughts that reveals how much Sartre was highlighting the complexity of human relationships and how we are inescapably influenced and shaped by the people around us. For Sartre, this realization is not a verdict of despair but a call to responsibility.

In “Being and Nothingness,” Sartre explores how individual freedom is fundamental to human existence, but argues that this freedom comes with an inherent responsibility. Every choice we make defines not only who we are but also influences the world around us. In this sense, our freedom is limited by the freedom of others, creating an interdependent fabric of existences.

Understanding the depth and complexity inherent in the theme of emotional contagion and behavior in the workplace helps us to delve into a meticulous exploration that goes beyond shallow perception, revealing the almost imperceptible layers that constitute the affections in any and every human interaction in the organizational context.

Following this idea, we encounter a concept both fascinating and disturbing: the idea that our emotions and behaviors are not isolated entities but fluid ones that blend systemically and spread in the face of a professional relationship, directly impacting the organizational climate. In other words, like an invisible current, stress and bad habits navigate through daily interactions, leaving a trail of influence that affects not only the individual but everyone. Stress, in particular, proves to be a kind of emotional virus. Studies indicate that professionals affected by this condition are not randomly distributed across different departments but tend to cluster in specific work units. This pattern suggests that stress is not only an individual phenomenon but also a component of the social environment.

Moreover, the reasons for this spread of stress are diverse and complex, involving neural processes such as imitation and emotional contagion, leadership styles, and interpersonal relationships. Research indicates that simply observing someone tense can trigger a stress response in our own nervous system. In fact, studies even suggest that stress can be detected by smell, as those who suffer from it exude characteristic hormones that can be subtly perceived by others, including cortisol and adrenaline. These hormones are released by the body in response to stressful situations and can have significant physical and emotional effects on people who occupy the same space.

Today, my article will delve into this topic, clarifying deeply why this occurs by emphasizing the ethics of responsibility towards the Other, or as Emmanuel Levinas would say, the face of the Other is an inescapable moral call that summons us to responsibility, even before we can affirm our freedom. More than merely ontological questions, perhaps this article will help us shed light on the awareness of our interdependence and the recognition of the responsibility we have towards each other can radically transform the way we interact in collective environments, promoting a culture of empathy, respect, and mutual care where the first responsibility in the world is towards the other human being.

This article is divided into two parts and aims to explore how concepts from social and behavioral psychology shape our interactions at work. In the first part, we will address “Conformity and Cognitive Biases” and “Imitation and Learning,” unraveling how these phenomena influence the spread of behaviors in the workplace.

THE SCIENCES OF HUMAN BEHAVIOR: BAD HABITS AND STRESS IN THE WORKPLACE ARE CONTAGIOUS

From an anthropological perspective, studying human behavior allows us to understand that human beings, by their intrinsically social nature, are susceptible to the influence of others’ emotional states. For social psychology, this susceptibility is not merely a coincidence but a fundamental facet of our survival and adaptation as a species. We are cognitively programmed to read and react to others’ emotions, a mechanism that allows us to synchronize our responses in a group context to seek a better alternative action or reaction. However, emotional contagion manifests not only in the sharing of positive feelings but mainly in the negative ones, such as the spread of stress, anxiety, sadness, and discontentment. Workspaces, with their dense interconnection of relationships and constant interactions, become boiling cauldrons where emotional contagion can thrive.

The same applies to neuroscience studies, which further clarify this condition. Even through subtle signals such as observing the facial expressions, gestures, and postures of stressed colleagues, brain regions linked to emotion and stress, such as the limbic system, are activated. This process is not only cognitive but deeply physiological, influencing our own internal states at an unconscious level. Thus, without realizing it, we may find ourselves reflecting the stress and anxiety of those around us, a true demonstration of the power of emotional contagion.

In this sense, I want to draw attention again to how necessary it is to be aware of our responsibilities in every relationship. There is no doubt 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, for example, within the organizational climate. It is not just a matter of mental health or productivity but of an intricate dynamic that touches the foundations of our social and interpersonal existence. By unveiling the layers of this topic, we begin a journey of awareness and critical reflection that has the potential to transform not only our workplaces but the essence of our human interactions.

Now, I invite you to join me in understanding this view that moods are transmitted when sharing space and experiences over time from three fundamental sciences: Social Psychology, Behavioral Psychology, and Neuroscience.

1. THE PERSPECTIVE OF SOCIAL PSYCHOLOGY: CONFORMITY AND COGNITIVE BIASES

Social Psychology is a branch of psychology that studies how people’s thoughts, feelings, and behaviors are influenced by the real, imagined, or implied presence of others. This discipline investigates the interaction between individuals and the social contexts in which they are inserted, exploring how social influences shape attitudes and actions. In the workplace, social psychology becomes fundamental to understanding the dynamics of interpersonal and organizational relationships and how these relationships affect employees’ performance and well-being.

As we delve into the complex domain of social psychology to explore the contagion of stress and bad habits in the workplace, we encounter key concepts that offer valuable insights into human behavior: conformity and cognitive biases. These concepts allow us to understand not only how, but also why we are susceptible to emotional and behavioral contagion, revealing the depth and extent of their influence in our professional lives. Let’s see:

1. Conformity

1.1. Conformity

Conformity, an intrinsic tendency to align our attitudes, beliefs, and behaviors with those of the majority, plays a crucial role in the workplace. It responds to the fundamental need of human beings to belong and be accepted by the group. This impulse, while essential for cohesion and social survival, can have a dual effect. On one hand, it promotes harmony and unity; on the other, it paves the way for the spread of bad habits and stress. When the culture of a work group leans towards negative practices, such as procrastination, cynicism, or neglect of self-care needs, the impulse for conformity can lead individuals to adopt these same destructive patterns, often without critical questioning. This means that employees may feel compelled to adopt stressful behaviors or harmful habits simply because they are widely practiced by colleagues or encouraged by organizational culture. This conformity phenomenon can be exacerbated in environments where the pressure to fit in or please others is high, creating a cycle of stress and negative behaviors.

Here I will delve into the theory of conformity, proposed by Solomon Asch and widely studied in his research on group pressure, offering profound insights into how humans are influenced by the behavior and opinions of others, often to the detriment of their own perceptions and judgments.

Since Asch’s classic experiments in the 1950s, and by many other scientists who continue in this line of study, it convincingly demonstrates how individuals can succumb to social pressure and conform to the majority opinion, even when that opinion is clearly incorrect. For example, participants were asked to perform simple tasks, such as identifying matching lines on cards, in a group setting. However, most participants were instructed actors deliberately providing wrong answers. Surprisingly, many real participants agreed with the majority’s wrong answers, even when visual evidence clearly indicated otherwise.

These results highlight the powerful influence that social conformity can exert on human behavior. Even when we know we are right, the desire to fit in or avoid conflict can lead us to follow the majority. This phenomenon can be particularly pronounced in ambiguous situations or when there is strong pressure to conform, such as in the workplace.

In the business context, this example makes it clear that the pressure to conform to prevailing social norms can lead employees to adopt behaviors harmful to mental and physical health, such as overworking, ignoring signs of stress, or participating in a culture of harmful competition. Furthermore, excessive conformity can inhibit the expression of divergent opinions and innovation, undermining the creative and disruptive potential of an organization.

Therefore, I emphasize the importance of understanding conformity theory for leaders and managers in developing healthy and productive work environments. By recognizing the influence of social conformity and creating a culture that values autonomy, critical thinking, and diversity of opinions, organizations can promote an atmosphere where employees feel empowered to be authentic and contribute to their full potential.

An example still common in many companies regarding “Conformity” is the “face-time culture,” where employees feel the need to remain in the office for long periods, often beyond necessary, simply because their colleagues do the same, and there is an implicit perception that such behaviors are valued by organizational leaders. Regardless of the real desire of the employee, the pressure to conform not only increases stress and fatigue but also affects their overall health and well-being. It is no coincidence that this type of conformity has contributed to the perpetuation of an unhealthy work culture, where long hours are seen as a badge of honor, regardless of their necessity or effectiveness.

1. Cognitive Biases

In addition to conformity, cognitive biases play a significant role in the propagation of negative emotional states in the workplace. Cognitive biases are systematic distortions in the way we process information and make decisions, influencing our perceptions and judgments about ourselves and others. For example, the availability bias leads people to overestimate the likelihood of negative events based on how easily they can recall examples of these events. In the context of workplace stress, this can mean that employees tend to perceive stress as more prevalent than it really is, especially if they are repeatedly exposed to stressed colleagues or stressful situations. Similarly, the social conformity bias leads individuals to adjust their perceptions and behaviors to align with the groups they belong to, further increasing the propensity for emotional contagion.

Thus, cognitive bias shapes our interpretation of reality in ways that often escape our awareness. In the context of emotional and behavioral contagion, the bias of social conformity leads us to overestimate the normality and acceptability of certain behaviors within the group simply because they are practiced by the majority. Likewise, the “herd effect,” much talked about today, is a real problem that can lead us to blindly follow the actions of others, especially in situations of uncertainty or stress, exacerbating the contagion of bad habits and negative attitudes.

Furthermore, the phenomenon of “group polarization,” where discussions within a group tend to lead to more extreme positions, can intensify the pressure for conformity, pushing individuals to adopt more radical behaviors and attitudes, including high levels of stress and anxiety.

You must remember the global financial crisis of 2008; most financial institutions faced significant stress and uncertainty. Companies like Lehman Brothers, under strong pressure to conform to risky investment practices, amplified by group polarization, fell victim to the herd effect, leading to decisions that exacerbated exposure to risk. Company professionals, influenced by the prevailing atmosphere of unrealistic optimism or catastrophic pessimism, tended to underestimate the warning signs indicating the imminent financial crisis. Lehman Brothers eventually declared bankruptcy, which was a significant shock to the global financial system. This event illustrates how cognitive biases can distort perception of reality and lead to behaviors that not only contribute to emotional contagion in the workplace but also have direct and severe repercussions for organizational health and sustainability.

1. The Observable Influence of Others’ Behavior

The way we perceive and interpret the behavior of others is a powerful vector for emotional and behavioral contagion. Social psychology teaches us that we are keen observers of our social environment, constantly evaluating and reacting to the emotional and behavioral cues of others. This sensitivity, while essential for empathy and cooperation, also makes us vulnerable to the contagion of negative emotions and behaviors. For example, observing a colleague dealing with stress in a counterproductive way can not only trigger an empathetic response but also predispose us to adopt similar coping strategies, especially if these strategies are seen as normative within the group.

The observable influence of others’ behavior is a fascinating and powerful phenomenon that permeates all human interactions, especially within the workplace. Our perceptions of others’ behavior play a crucial role in how we interpret the world around us and shape our own actions and reactions.

In many aspects, we are social beings by nature, and we tend to observe and model the behavior of others as a way to navigate the world and understand what is considered socially acceptable or desirable. When we witness coworkers exhibiting certain behaviors, such as productivity, collaboration, or leadership, this can have a powerful effect on our own conduct. For example, if we see a colleague being praised or recognized for their dedication to work, this can motivate us to work harder to achieve a similar level of performance. Similarly, if we observe a pattern of negative behavior, such as procrastination or lack of ethics, this can negatively influence our own work ethic and attitudes toward work. Additionally, the perceptible influence of others’ behavior can extend beyond direct interactions and affect the emotional climate and organizational culture as a whole.

If leaders in an organization demonstrate values such as integrity, empathy, and respect, this can create an environment where these behaviors are valued and encouraged at all levels of the company. On the other hand, if leaders adopt negative behaviors, such as micromanagement, lack of communication, or favoritism, this can undermine employee trust and morale and lead to a toxic culture. Therefore, it is essential for leaders to be aware of the impact of their own behavior and the behavior of others in the organization. By modeling desired values and behaviors, providing constructive feedback, and fostering a culture of support and collaboration, leaders can positively influence the behavior and performance of the entire team. This awareness and effective leadership are essential for creating a healthy, productive, and motivating work environment for all employees.

• BEHAVIORAL PSYCHOLOGY: IMITATION AND LEARNING

Behavioral Psychology plays a crucial role in understanding emotional and behavioral contagion in the workplace. This approach focuses on the analysis of observable and measurable behaviors, seeking to understand how they are influenced by external stimuli and reinforcements. In the organizational context, behavioral psychology helps us understand how habits are formed and reinforced, and how these patterns of behavior are transmitted among team members. One of the key concepts of this perspective is imitation and learning, processes through which behaviors are modeled and internalized through observation and direct experience. By understanding these mechanisms, we can identify effective strategies to promote positive behaviors and mitigate the contagion of negative behaviors in the workplace. Let’s better understand these concepts:

• Imitation: The Mirror of Social Behavior

Imitation is one of the main mechanisms through which behaviors are transmitted from one person to another. Since early childhood, humans have a natural tendency to imitate the behavior of those around them, especially those perceived as models or authorities. In the context of the workplace, employees are constantly exposed to the behaviors of their colleagues and superiors and may be influenced to imitate them, especially if these behaviors are rewarded or valued within the organization. For example, if a leader demonstrates a collaborative and effective approach to problem-solving, employees may be inspired to adopt similar behaviors in their own roles.

Imitation, a process by which we observe and replicate the behavior of others, is a fundamental learning tool and one of the cornerstones of human socialization. In the workplace, imitation serves as a fast track to adaptation and integration within groups and teams. When a new employee joins a team, for example, they often observe and imitate the routines, techniques, and even the nuances of communication of their colleagues, seeking to assimilate and be accepted by the group. This process, while effective for transmitting knowledge and positive cultural norms, can also facilitate the spread of bad habits and counterproductive behaviors.

An example of imitation in the organizational environment can be seen at Zappos, a company known for its distinctive and positive corporate culture. Zappos implements an intensive onboarding process for all new employees, focused not only on technical skills but also on assimilating the company culture. During this period, new hires are exposed to behaviors that emphasize customer service, collaboration, and innovation. Leaders and more experienced employees at Zappos consistently demonstrate these behaviors, serving as role models for new team members. The company also conducts various activities and events to reinforce its culture, such as fun team meetings and open feedback sessions, encouraging the imitation of practices that value openness and commitment to customers.

In contrast to the positive example, Wells Fargo faced a significant scandal in 2016, illustrating the negative side of imitation. Pressured by extremely high sales targets and a culture that rewarded results above all else, some employees began to open fraudulent accounts to meet these goals. This behavior was initially adopted by a few, but soon it was imitated by others within the company, as it brought rewards and was tacitly ignored (or even encouraged) by superiors. The imitation of this unethical behavior spread widely, leading to a crisis of trust and substantial legal sanctions. The fact is that imitation plays a significant role in shaping organizational culture and transmitting behaviors within organizations, both positive and negative. It is essential for companies to be aware of the behaviors that are encouraged and rewarded, as they directly influence how employees behave and interact in the workplace.

• Observational Learning: Building Habits

In addition to imitation, learning plays a crucial role in forming and reinforcing habits in the workplace. Through processes like operant conditioning, behaviors are acquired and maintained based on the consequences that result from them. If a behavior is rewarded or results in positive consequences, it is more likely to be repeated in the future. Conversely, if a behavior is punished or results in negative consequences, it is less likely to be repeated. In the context of the workplace, this means that habits are formed and reinforced based on the rewards and consequences associated with them. For example, if an employee is praised or rewarded for exceptional performance, they are more likely to continue demonstrating that behavior in the future.

Albert Bandura, one of the proponents of social learning theory, highlighted the importance of observational learning, emphasizing that much of human behavior is learned through observing models. In the organizational context, this means that behaviors observed in leaders and colleagues can serve as powerful models, for better or for worse. If leadership frequently demonstrates stressful behaviors, such as consistently working late or responding to emails outside of work hours, these behaviors may be interpreted as normative and, in turn, imitated by employees. This not only reinforces harmful behavior patterns but also establishes a work culture that values pushing personal limits at the expense of well-being.

A notable example of observational learning has often been cited in Google’s organizational environment, especially regarding its approach to work-life balance. Google has become famous for its corporate culture that not only encourages but also rewards innovation, creativity, and, most importantly, employee well-being. The company offers a variety of benefits, such as flexible work hours, relaxation areas, and recreational activities on campus, demonstrating a commitment to employee well-being. Google leaders frequently model these behaviors, demonstrating the importance of setting aside time for rest and activities outside of work. For example, by adopting “disconnect” policies after work hours, they establish clear norms against the culture of always being available. This practice is observed and then replicated by employees at all levels of the organization, creating an environment where work-life balance is valued and practiced.

Now, by contrast, it is still very common for organizations where leadership often exhibits high-stress behaviors — such as responding to emails around the clock, expecting employees to always be available, or consistently working beyond office hours — these actions become the model for employees. This observed pattern of behavior can inadvertently promote a culture of stress and burnout, demonstrating how observational learning can reinforce harmful practices if not carefully managed. Here we see the responsibility of organizations in creating policies and environments that encourage healthy behaviors, using observational learning as a tool to reinforce and maintain a positive and productive organizational culture.

• Behavioral Contagion

Behavioral psychology also teaches us about the role of reinforcement in behavior maintenance. Positive reinforcements, such as recognition, rewards, or even simple social approval, can strengthen and perpetuate certain behaviors within the workplace. If a specific behavior, even if potentially harmful, is followed by a positive reinforcement, it is likely to be repeated. Similarly, negative reinforcement, such as reduced stress or pressure after completing a last-minute task, can equally encourage the repetition of these behaviors, contributing to the formation of negative habits, such as procrastination or neglect of work-life balance.

When considering imitation and learning in the context of the workplace, it becomes evident how behaviors are transmitted and propagated among members of the organization. If positive behaviors are modeled and rewarded, they are more likely to be adopted by other employees, creating a virtuous cycle of positive influence. On the other hand, if negative behaviors are tolerated or rewarded, there is a greater risk that these behaviors will spread and become entrenched in the organizational culture. The fact is that behavioral psychology offers valuable insights into how habits are formed and reinforced in the workplace, highlighting the importance of imitation and learning in behavior transmission.

By recognizing and understanding these principles, leaders and managers can implement effective strategies to promote a healthy and productive work culture, encouraging the development of positive and resilient habits among team members. A practical example of how behavioral contagion operates within an organization can be observed in the frequent “crunch time” culture in many software development and video game companies. “Crunch time” refers to intensive periods of work, often requiring overtime and weekend work, to meet tight project deadlines.

While it may initially be seen as a team effort to achieve a common goal, the repetition of this pattern can lead to the normalization of long working hours and employee burnout. This pattern of intensive work not only negatively affects the health and well-being of employees but can also contribute to a corporate culture that values overwork at the expense of efficiency and creativity. Additionally, negative reinforcement occurs when employees feel a temporary decrease in stress or pressure after completing a project under such conditions, reinforcing the idea that “crunch time” is an effective work practice, despite its long-term consequences.

Conclusion of Part One

By understanding the impact of conformity, cognitive biases, and behavioral learning, we gain valuable insights into shaping more positive organizational practices. This analysis not only allows us to identify the challenges but also lays the groundwork for effective strategies for change and development within companies. However, this is just the beginning of our journey to unravel the complexities of human behavior in the workplace.

In the next installment, we will continue our exploration with “Neuroscience: The Role of the Limbic System and Physiological Response to Stress,” where we will delve deeper into the biological aspects of stress and how they affect our performance and well-being at work. Additionally, we will discuss how we can move towards a healthier work environment and what practices can strengthen resilience and self-management among employees. Stay tuned for the second part of this article, where we will continue to build upon the foundation established here to promote positive and lasting change in workplace environments.

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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.

Since then, I have become a professional passionate about deciphering the secrets of human behavior and catalyzing positive changes in individuals and organizations. Doctor in Social Psychology, with over 25 years of experience in Cognitive Behavioral and Human Organizational Development. With a wide-ranging career, I highlight my role as:

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