ORGANIZATIONAL HAPPINESS PART 1: ARE THEY ALL JUST MYTHS?

“The man is guided in his pursuit of happiness not by reason, but by illusion.” – Arthur Schopenhauer

I will never forget a certain occasion when, after conducting a workshop on Organizational Climate for a client, the company invited me to stay and participate in the motivational training they were organizing for their employees, which was about to begin. Wow! It didn’t take long for me to sneak out of that place that seemed more like a battle of who could shout louder, like a preaching of the gospel of happiness. You know those worship services where people think God is deaf? Just like that! Only there, they were probably testing the hearing ability of their colleagues.
I cannot forget a dynamic proposed by one of the “facilitators” that he desperately wanted me to participate in. To this day, I don’t know if the guy was there to test my emotional limits or truly believed that what he was doing would bring a smile to my face at some point. Anyway, I didn’t even wait for coffee. At the first chance, I ran to the parking lot. When I got into my car, relieved but still afraid that someone abducted might be following me, a phrase said at the beginning of the “prophecy” by that facilitator stuck in my head: “… it is HAPPINESS that gives us power, makes us feel good, improves relationships, makes us more productive, and of course, happiness increases the chances of a promotion.” Really? The fact is that these events may seem fun or even bizarre, but there are still many companies taking this seriously.
This will be the focus of this and the next articles. Starting with this text today, I will publish a series of them in the coming days where I will specifically address this subject that seems to have returned to the spotlight as the “super, mega, plus” solution not only to improve productivity but also for a healthy organizational climate, as well as the elixir to minimize employee absenteeism associated with physical and mental health problems.
I know I published an article a while ago about happiness in companies, titled “The Misguided Relationship of Happiness in Companies,” but today I want to go further and deepen this understanding as well as demystify and make it clear what the real role (or should be) of a Chief Happiness Officer (CHO). With the goal, by the end of this series of articles, you will understand for sure that, contrary to popular belief, happiness is not, or at least should not be, the main focus of a CHO.
The fact is that in the quest for happiness, we unveil a labyrinth of emotions where numbers and metrics dare not enter. Amidst this complex dance, we question: is happiness the destination or the journey? For all this, I invite you to explore the intricate layers of this quest, where human essence transcends measures and reveals itself in the twists and turns of existence.

A Preview

Have you ever heard of the Western Electric industry in Hawthorne, California? Well! It was part of the history of organizational behavioral development. The Western Electric factory is famous for being the location where the Hawthorne experiments took place in the 1920s and 1930s.
The Hawthorne experiments refer to a series of studies conducted to investigate how environmental and work factors affected the productivity and satisfaction of workers. These studies had a significant impact on the field of industrial psychology and management theories, contributing to understanding the importance of social relationships, motivation, and the work environment in the productivity and well-being of employees. Behind these studies was George Elton Mayo, considered the main reference of the Human Relations School – one of the classical schools of management. He ended up being the target of numerous criticisms at that time for being accused of manipulating his studies and forcing the result that his theory had worked.
The fact is that regardless of the criticisms, it represented a paradigm shift in management, emphasizing the importance of human and social dimensions in the workplace and providing the basis for the following five classical management schools: Behavioral Theory, Bureaucratic Theory, Contingency Theory, Systems Theory, and Structural Theory.
The Human Relations School contributed to shaping contemporary management theories, highlighting that satisfaction, motivation, and interpersonal relationships are fundamental factors for organizational success, such as: Emphasis on social relationships, Focus on the worker as an individual, Emphasis on motivation and satisfaction, Importance of the group, and of course, Participative leadership.
Since then, the motivational behavioral proposal emerged. Scholars and executives became obsessed with increasing employee productivity, and the classical schools were responsible for numerous studies on human behavior. At the same time, on one hand, it intrinsically helped improve the studies of behavioral and social psychology, on the other hand, it provided arguments for opportunists who began to distort behavioral sciences to offer magic pills and ready-made answers. Who doesn’t remember “How to Win Friends and Influence People,” Reengineering, or “The Seven Habits of Highly Effective People,” or even worse, “The Eighth Habit of Highly Effective People.” Anyway, the list goes on, just as there is no shortage of gurus to tell us what we have to do. There is no shortage of examples of reheated and outdated pseudoscientific theories to deceive the unwary. Until we reach the Chief Happiness Officers (CHOs) – the so-called Directors of Happiness – who began to emerge as a position in companies from the 2000s.
Since then, its popularity and recognition have significantly increased over the last decade. It’s everywhere in the media. With the growing focus on organizational cultures, employee well-being, and productivity, many companies began to believe that there is real importance in promoting a positive and healthy work environment, where the secret is to keep people happy. It’s no coincidence that the creation of the Chief Happiness Officer (CHO) position becomes the focal point for leading initiatives related to employee satisfaction, engagement, and well-being within the company.
But, the term CHO really gained prominence after the creation of a course called “The Chief Happiness Officer” at Harvard University. The course was developed by Professor Tal Ben-Shahar, an American and Israeli, a professor and writer in the areas of positive psychology and leadership. It was in 2007 when he offered his first course on happiness in the workplace, focusing fundamentally on positive psychology, leadership, and well-being. From this course, the concept of having a happiness officer in companies really gained momentum and began to spread and attract more attention. But, what are we really talking about? What happiness?
In the first few minutes of the course, Tal Ben-Shahar says something very similar to: “If you haven’t experienced disappointment, you probably can’t be happy. Disappoint once, twice, ten times, as many times as necessary for it to be possible to find happiness.” Perhaps, in other words, Tal Ben-Shahar is really interested in inciting his students to understand that the ability to experience happiness is somehow related to the ability to face disappointments and challenges. That is, first, we can understand that disappointments and challenges are inevitable in the trajectory of any individual. The essence behind this statement is that by facing and overcoming these difficult moments, people develop resilience and learn to value moments of joy and satisfaction more deeply.
Furthermore, the comparison between moments of disappointment and happiness is a central idea of the course. The idea is that by contrasting these opposite emotional states, we are able to more fully appreciate the positive moments in our lives. Additionally, there is personal growth derived from experiences of disappointment, which is fundamental for a reflective life. Through internal reflection and overcoming challenges, people can develop greater self-awareness and a deeper appreciation for life, resulting in a more authentic sense of happiness.
Of course, Tal Ben-Shahar shows us how important it is to emphasize that dealing with disappointments can contribute to a more realistic acceptance of reality. Recognizing that disappointments are a natural part of human existence can prevent the relentless pursuit of an idealized happiness and allow us to find contentment in the small things of daily life. However, this is not exactly what has been circulating among the functions of a CHO.
This also reminds me of a book I read some time ago called “The Happiness Industry” by Will Davies. This author offers a valuable and critical perspective on the emergence and function of the Chief Happiness Officer (CHO) position. Through the well-founded critique presented by Davies, it is possible to examine the role of the CHO in a deeper and more contextualized way, considering the subtleties and complexities involved in promoting happiness in the workplace. From his reading, it is possible to reflect on the idea of designating a specific position to promote happiness. It helps raise questions about whether this is an authentic approach or an attempt to control the perception and feelings of employees.
As Davies said: How would it be possible to measure happiness? What are the metrics of happiness that are not susceptible to manipulation and use as tools of influence? In the case of the CHO, it would not be possible to assert that a happiness manager would not measure employee satisfaction guided by organizational interests, instead of genuinely prioritizing the well-being of employees. In other words, this instigates reflection on the extent to which the CHO’s actions are influenced by institutional agendas, rather than addressing the true needs of employees.
By the way, behind this, what is the impact of happiness marketing on individual choices and perceptions of value? This has direct implications for the role of the CHO, as it may be at the center of initiatives promoting a culture of well-being and happiness, isn’t it! The critical exploration of these strategies can raise concerns about creating an idealized image of the workplace, masking deeper issues and potential challenges faced by employees. In this sense, it is necessary to encourage questioning the authenticity, motivations, and impacts of this role. The critical exploration of these aspects contributes to a more comprehensive understanding of the role of the CHO in modern organizations and opens up space for an informed discussion about the true purpose behind promoting happiness in the workplace.

When we delve into studies and research on the impact of happiness in companies, what we find is an abyss without any possibility of measurement. It is still unclear whether encouraging happiness at work is always a good idea. Of course, there is ample evidence to suggest that when an employee feels good in their work environment, they are less likely to leave their job, tend to satisfy customers better, are more reliable, and are likely to be more committed to the company. However, there are real questions that demonstrate the importance of happiness, and everything may just be myths. I invite you from now on and throughout the articles to reflect on some of them:

How to Measure Happiness

Particularly, this may be the part that I like the most, and you will soon understand why. The fact is that measuring happiness is almost impossible because people are unique, and happiness is entirely subjective. The complexity of translating emotions, feelings, and internal states into numbers or objective scales is a challenge that science and psychology have sought to face, resulting in a variety of approaches and metrics. However, the multifaceted nature of happiness, influenced by cultural factors, personal experiences, and unique moments, makes this process an ongoing and, in many ways, individualized journey.

Once, I was in the dentist’s office waiting for my turn, and I saw one of those super “sanitized” magazines that aim to show how the rich live. On the cover, it was highlighted, “Happiness – Take the test and measure your happiness.” Curious as I am, I took the test, and it almost depressed me. According to the magazine, my result was between deep depression and a potential candidate for suicide. How come? I didn’t even know I was doing so badly.

The fact is that, for the magazine, questions like whether I have the house of my dreams, the car of my dreams, a wife with the aesthetic beauty of my dreams, the trips I dream of, in short, whether I “Have” what I want is the big reference to know if I am really “Being” happy or not. But what caught my attention is that there was no question about my Self. My “Being.”

Actually, I honestly confess that I have no idea whether having a Rolls-Royce Boat Tail, a house with more rooms than friends, or a trip to stay at the “Burj Al Arab” will really change my life to the point of making me a person who exudes happiness. Now, I confess that I am a bit of a nerd, and spending hours talking to Antonio Damásio or Suzana Herculano-Houzel, having the opportunity to attend classes by Clovis Barros or Marilena Chaui, or maybe being present in the front row of a lecture by Luc Ferry or Byung-Chul HAN might really be the peak of my pleasure, and at this moment, this “Self” will probably be happy.

The Neuroscience of Happiness

In the same vein, it is true that neuroscience has evolved a lot. Today, we can see even a neuron being born and connecting to many others. Yes! It has contributed greatly to the understanding of happiness through studies that explore the neural bases of emotions, feelings, and well-being and mental health. Advances in neuroscience have allowed the identification of brain patterns and chemical reactions associated with positive emotional states that a decade ago were still unknown. However, it is a field in evolution, and the findings themselves are still unable to interpret when it comes to happiness. Some approaches such as:
• Brain Activity: Through functional magnetic resonance imaging (fMRI) and electroencephalography (EEG), researchers have mapped patterns of brain activity associated with positive emotions. For example, activity in areas such as the prefrontal cortex and the limbic system, including the nucleus accumbens (associated with reward), has been correlated with feelings of happiness.

• Neurotransmitters and Hormones: Neurotransmitters such as serotonin, dopamine, and oxytocin are associated with positive emotional states and well-being. Through biochemical tests, scientists can measure levels of these substances and relate them to subjective experiences of happiness.
• Emotional Responses: Studies have examined how the brain responds to positive stimuli, such as images or music that evoke feelings of joy. Variations in brain responses to these stimuli can be indicative of the degree of happiness experienced.
• Brain Connectivity: The connectivity between different brain areas can also provide insights into emotional well-being. Communication networks between the prefrontal cortex and other regions can be mapped to understand how happiness is processed by the brain.
• Longitudinal Studies: Observing individuals’ brains over time, especially after significant events or interventions, allows understanding how brain changes are related to lasting happiness.

However, despite all of this, we still don’t know what the neural relationships are between past and present experiences that can trigger such activities. We barely have an idea of how our history relates to the creation of our reality. Everything is still very abstract.
Happiness is a subjective and multifaceted experience, and neural responses can vary from person to person, situation, moment, environment, meaning, motive, perspective, among many other possibilities involved in the present moment. Additionally, cultural, contextual, and psychological aspects also strongly influence how people experience happiness. Therefore, while neuroscience offers valuable insights, the complex understanding of happiness requires a multidisciplinary approach that includes both subjective and objective aspects that cannot be measured in spreadsheets and tests.
Yes! I know you might now say that there are various tests and questionnaires developed to measure people’s happiness and subjective well-being. And these tools are used in academic research, psychological studies, and also in clinical contexts. For example:

• Satisfaction with Life Scale (SWLS): This is one of the most widely used instruments to assess overall life satisfaction. Participants are asked to rate how much they agree with statements related to their life and satisfaction levels.
• Gross National Happiness (GNH): This is an indicator developed by the Kingdom of Bhutan to measure citizens’ well-being. It takes into account nine dimensions, including health, education, culture, governance, among others.
• Positive and Negative Affect Schedule (PANAS): This scale assesses both positive and negative feelings experienced by a person at a given moment. It is often used to evaluate the current emotional state.
• World Happiness Report: While not an individual test, the World Happiness Report ranks countries based on various factors contributing to happiness, such as GDP per capita, social support, healthy life expectancy, freedom to make life choices, generosity, and corruption.
• Subjective Well-Being Scale (SWLS): This scale assesses an individual’s subjective well-being, combining both life satisfaction and the presence of positive emotions.
• Oxford Happiness Questionnaire: This questionnaire assesses individuals’ psychological well-being, focusing on areas of affect, satisfaction, and eudaimonia (meaning and purpose in life).
• Authentic Happiness Inventory: Developed by Martin Seligman, this scale assesses authentic happiness, based on engagement, accomplishment, and meaningful relationships.
• Biological Measurements: Some research investigates biological reactions, such as levels of hormones linked to stress and well-being, to assess happiness.

After so much time studying this subject, I can say that all, absolutely all of them, despite their representative approaches, do not necessarily indicate a person’s happiness from the perspective of “Being.” After all, even though there are various tests and questionnaires developed to measure people’s happiness and subjective well-being, these tools are highly subjective and easily influenced by specific circumstances. They reflect an emotional state of “Being,” not the deeper sense of “Being.” Moreover, a measure that works in one context may not be as relevant in another. The complexity of translating emotions and internal states into numbers or objective scales is a challenge that science and psychology have sought to address, resulting in a variety of approaches and metrics.
Here, it’s worth mentioning Friedrich Nietzsche again. This philosopher had an approach to happiness contrasting with many traditional and optimistic perspectives on the subject that are still so relevant today. Nietzsche saw the pursuit of happiness as a futile and often illusory endeavor. He believed that society, especially modern society, was rooted in values he considered harmful, such as the morality inherited from religion, which preached renunciation of the world and the pursuit of happiness in the afterlife. Nietzsche saw this perspective as a denial of life and a source of suffering.
For Nietzsche, the pursuit of happiness often led to “resentment,” a feeling of bitterness and envy towards those who seemed to be happier. He argued that traditional morality fostered resentment as it encouraged the denial of natural impulses and the suppression of desires and instincts.
It’s important to recall that Nietzsche introduced the idea of “amor fati,” which means “love of fate.” He proposed the unconditional acceptance of life, including its difficulties and sufferings, rather than seeking happiness as a primary goal. For Nietzsche, life is composed of a complex interplay of contradictory forces, and true fulfillment comes from embracing all these forces, including the dark ones. It’s not that he was against happiness; on the contrary, he opposed the simplistic and superficial idea of happiness as a primary aim in life. His ideas against conventional notions of morality propose a more intricate perspective that involves accepting life in its entirety, including its pains and challenges, rather than pursuing an illusory happiness based on society-imposed standards. It’s worth remembering that he once said that happiness “is the feeling that power increases, that resistance is overcome.”
What I hope you understand is that happiness is a subjective and multifaceted experience, and neural responses can vary from person to person, situation, moment, environment, meaning, motive, perspective, among countless other possibilities involved in the present moment. Additionally, cultural, contextual, and psychological aspects also strongly influence how people experience happiness. Therefore, while neuroscience provides valuable insights, a comprehensive understanding of happiness requires a multidisciplinary approach that includes both subjective and objective aspects that cannot be measured in spreadsheets and tests.
At the end of the day, and even if it sounds repetitive, I say it clearly here: the quest to understand the nature of happiness transcends metrics and numbers. It leads us to explore the depths of the human experience, to delve into the complexity of emotions, and to embrace the richness of individual interpretations. Happiness, after all, is a subject that challenges rigid definitions and invites us to reflect on what truly matters in our lives, beyond quantifiable surfaces. It is, ultimately, an invitation to explore ourselves, our relationships with the world, and the meaning we attribute to each lived moment.
Do you want to understand better? Then, in five lines, describe: what is happiness for you? Then, ask ten colleagues to do the same. What’s the chance they will arrive at the same conclusion? Didn’t get it? If you’re interested in finding specific studies that follow the approach I just mentioned, I suggest searching academic databases like PubMed, PsycINFO, Google Scholar, among others, using keywords such as “subjective nature of happiness,” “individual differences in happiness perception,” “cross-cultural happiness definitions,” and similar. I’m sure this will help you find articles and studies that align with the perspective that we know little or almost nothing about happiness.
Not even the combination of various approaches and consideration of the context are essential for obtaining a more complete understanding of happiness. Here, I’ll make a hypothetical provocation: you wake up feeling great. You leave home feeling fulfilled. But, at the first corner, someone cuts you off, or a thief steals your phone, or when you arrive at work, the internet crashes right at the time of that crucial meeting with your boss about your promotion. What changed?

Happiness Has Nothing to Do With Productivity

In the book “Psychodynamics of Work: Analysis of the Pleasure, Suffering, and Work Relationship: Contributions of the Dejourian School to the Analysis of the Pleasure, Suffering, and Work Relationship” by Elisabeth Abdoucheli, Christophe Dejours, and Christian Jayet, there is a very interesting study on work productivity. Published in 1994, the authors describe an inconsistency that has established itself in the market, referring mainly to the quality of life and satisfaction in society, which is increasingly shifting towards a collapse.
Their research, which began in the 1980s, related suffering to the capacity for production in contemporaneity. In their studies, they propose that, in the face of modern capitalist immediacy, where the number of responsibilities, the accumulation of work, and the intensity of demands constantly increase, people’s suffering has clearly intensified. The great contradiction is that they demonstrated that suffering makes people produce more and more, exponentially, and this is exactly what the corporate economic world, after the second industrial revolution, had already perceived.
Dejours and his colleagues found that, in the right dose and for a determined time, it is possible to create controlled environments to explore this suffering, resulting in growth in individual production. In other words, according to psychology, suffering generates an unconscious blockage of consciousness, in which the individual enters into a constant repetitive cycle: need, action, and suffering. This cycle is established when the person stops thinking and starts keeping busy (to avoid thinking), as thinking then causes them suffering. It’s like a kind of anesthesia. By becoming roboticized, they allow themselves to live completely on autopilot, as described by Kahneman, incapable of perceiving their own environment and the survival conditions to which they are exposed, exactly as described in the myth of Sisyphus, in the philosophical work of writer Albert Camus.
Not surprisingly, there are certain lines of research that show contradictory results regarding the relationship between happiness—often defined as “job satisfaction”—and productivity. Numerous studies even suggest a negative correlation between job satisfaction and business productivity: the more unhappy employees were, the higher the profit. Of course, this doesn’t imply the opposite, meaning that happiness doesn’t boost productivity or the quality of employees’ contributions.
What is intended to be conveyed here is that the existence of a connection between emotional content and work and productivity is highly debatable, especially when the focus is on results. After all, this intricate interaction between emotions, motivation, and performance challenges us to recognize that, at times, the balance between personal well-being and productivity can be more subtle and intricate than we imagine at first glance.
In this journey of exploration, we encounter an intriguing duality: happiness as an engine for productivity and, at the same time, suffering as an unexpected catalyst for an exponential increase in production. This intersection between an individual’s emotional aspects and their professional performance invites us to question the nature of the relationship between personal satisfaction and the delivery of tangible results.
The conventional idea that a happy work environment automatically translates into higher productivity is challenged by these and many other studies. After all, when considering the pressure and demands of the modern business world, human reactions can become complex and sometimes even contradictory. The quest for a deeper understanding of these mechanisms leads us to a provocative conclusion: the obsessive pursuit of happiness may not be the path to unlocking the maximum potential of your employees, let alone a guarantee of a healthy environment and an organizational climate worthy of excellence.
Organizational Climate and Organizational Culture
When investigating this dichotomy, crucial elements come into play: organizational climate and organizational culture. These factors are the foundations that shape how individual emotions intertwine with the goals and expectations of the company. A healthy organizational climate, grounded in trust, support, and collaboration, goes beyond merely fostering happiness. It creates a space where relationships are nurtured, engagement is promoted, and where people feel belonging, recognized, and respected. It is intrinsically linked to values that transcend fleeting happiness and embrace the substance of human meaning.
On the other hand, an organizational culture excessively focused on the pursuit of happiness can inadvertently pave the way for a toxic environment, despite apparent moments of joy, such as when generous bonuses are received after achieving goals. The relentless pursuit of happiness, when devoid of genuine consideration for the well-being of employees, can lead to the creation of a scenario where constant pressure and exhaustion become the norm. In this reality, productivity can clash with emotional demands, corroding the potential for individual performance.
This reflection leads us to the complex intersection of happiness, productivity, organizational climate, and culture, revealing a network of influences that do not follow a linear trajectory. It is, essentially, an intricate web of interconnections, where each element triggers a synergistic effect on the others. Creating an environment conducive to personal and professional flourishing requires a delicate balance and a deep understanding of these intertwined dynamics.
As we aim for the maximum empowerment of our employees and the organization as a whole, we are called to explore these nuances with sensitivity and to tread a path that places human essence at the heart of the business scenario. Finding harmony between the search for meaning, genuine engagement, and productivity demands a conscious approach shaped by respect for the diversity of human experiences and a pursuit of holistic well-being.
Moreover, and here I speak practically again, having observed behavioral development in companies for years, I assert without any doubt: measuring happiness in companies using tests and metrics poses various risks and challenges. Simplifying the complex human experience into numbers or scales can lead to misleading conclusions, ignoring nuances. Additionally, there is a risk of pressuring employees to report higher levels of happiness, especially if metrics influence performance evaluations. This can distort results and not reflect true satisfaction.
The emphasis on measurement is likely to create a culture of pretense, where employees feel they need to show constant happiness, masking genuine emotions. Furthermore, the complexity of happiness is not adequately captured by tests, which do not consider personal, cultural, and situational context. The lack of contextualization can lead to misinterpretations.
Other risks include unintended effects, such as creating competition among employees to appear happier and potentially generating aversion to change. Therefore, when adopting these metrics, it is essential to balance concerns and ensure that the approach is sensitive to employees’ uniqueness, values their experiences, and does not subject them to unnecessary pressures. But all of this, we will explore in detail in the upcoming articles on “Chief Happiness Officer – Do You Really Know What It Is and What He Does (or Should Do)?”
I hope this first part already allows you to understand that talking about happiness in companies and understanding the true role of a Chief Happiness Officer goes far beyond yellow smiles or euphoric war cries. I look forward to seeing you in the next chapter. Until then!

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Hello, I am Marcello de Souza! I started my career in 1997 as a leader and manager in a major IT and Telecommunications company. Since then, I have been involved in important projects structuring, implementing, and optimizing telecommunications networks in Brazil. Restless and passionate about behavioral and social psychology. In 2008, I decided to dive 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 diverse career, I highlight my roles as:

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