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Our blog offers important resources, helpful articles, and practical ideas on the human resources topics that matter to you.
Home / Media / Blog / Overcoming Learned Helplessness in the Workplace
It happens in all types of organizations, for that matter, you’ve probably encountered it, but didn’t know what it was:
That sense that everyone is frustrated and venting, no one is growing, some people are regressing, problems go unresolved, people are not content, and the group think is:
“NO MATTER WHAT WE WANT TO TRY, WE WON’T BE ABLE TO FIX OR IMPROVE THINGS”.
What is this sense of helplessness and where does it come from?
In the late 1960’s, psychologist Martin Seligman coined the term after a study on dogs showed that, over time, past negative experiences can so strongly engrain a response of “unable to take control” when confronted with problem solving, that the subjects simply gave up trying to flee a bad situation. Even more surprising was that as they watched others successfully escape, they didn’t follow suit. How did this happen? Sadly, the dogs were shocked, and the consequences grew worse when they attempted to resist.
Now, put back in the context of: A particularly poor manager who grips tightly to control and lashes out with hostility when challenged; a general lack of autonomy for employees with no avenue to manage up or across; a narcissistic department lead who won’t listen to new perspectives; or a culture that is quick to belittle employees for stepping outside the box, playing in someone else’s sandbox, or challenging the status quo – we can start to see how employees might become less confident and essentially impotent in their roles after experiencing escalating negative reactions or consequences as they attempt new things.
What happens next is the complaining, the depression, poor performance, more politics, and all the negative consequences that reduced productivity brings to the bottom line. The organization becomes unhealthy and toxic and no-one is attempting to make things better.
This scenario does not have to be systemic in the organization. It could be isolated to one employee who — even as they watch others grow, thrive, and promote — is feeling they have no choices, no voice, and will not have the opportunity to succeed because of past experiences. They have resigned themselves to mediocracy, even if there isn’t someone stopping them from doing better.
Ordinarily, neuroplasticity, the brain’s ability to reorganize itself and heal from physical or emotional injury, helps us to move forward after negative experiences. Now, while some individuals experience difficultly maximizing this function because of chemical imbalances or their internal wiring, realistically, this amazing function can be triggered again with the right POSITIVE experiences to help overcome learned helplessness.
There is a way out and leadership can drive it:
Businesses know that stress and burn-out can be devastating to the bottom line. Understanding how learned helplessness plays a part in that result is relatively unfamiliar territory. However, as you look at the problem and the potential solutions, it comes down to good leadership, sound business practices, hiring the right people for the right roles, and letting employees drive their performance and the organization to success.
David Ogilvy summed it up nicely: “Hire people who are better than you are, then leave them to get on with it. Look for people who will aim for the remarkable, who will not settle for the routine.”
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