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Facing Your Fear

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Moving the Workplace Forward

Fear and the Workplace: A Look Back

It’s scary to think that tomorrow is November, but we covered a lot of ground this month. If you stuck with me throughout October, you likely picked up on my desire to truly understand something before diving into strategies and tactics to address the challenge. In my opinion, if we don’t dig deep enough into something, we can only dive into the shallow end. 

Better to warm late than never!

When introducing this month’s topic, we discussed how fear evolved from a primitive survival mechanism to something that can affect our emotional experience and behavior. We also took a look into the intermingling of fear and stress and how they show up at work. 

Then I was stumped. I couldn’t bring myself to proceed with my original outline, taking me back to the drawing board. I didn’t want to head into various strategies and tactics that aimed to disarm fear in a uniform way. There was this overwhelming sense of urgency to highlight that fear is incredibly nuanced; our identities and experiences shape our fear responses. 

Today, we’ll discuss strategies for mitigating fear in the workplace and some of the consequences if it’s left unchecked. However, it’s essential to recognize that fear is deeply personal, and there is no one-size-fits-all solution. To effectively address fear—both in yourself and in supporting others—you must take the time to genuinely understand individual perspectives and experiences. This can be challenging in a professional setting, where we must balance empathy with the demands of the job, but building this understanding and forging genuine human connection is critical for creating meaningful, supportive solutions.

So, fear in the Workplace…

You’ve been there before. Your heart is pounding, your mind is racing. The rush of blood through your system thumps in your ears. Your neurons are sending a chaotic stream of sensations through your body. Just a few seconds to make a move. For all you know, it could be your last. 

A bead of sweat grazes your forehead and suddenly, it’s clear: this isn’t life or death, but right now, it feels like everything. As you click send on the email, you begin to run your floor routine of mental gymnastics flipping, twisting on every word in your report, and how it may affect you and your survival. It’s as if life hangs in the balance of the age-old question: Did you use too many exclamation points in your email?

Then you hear the three quick knocks come through your speakers before you can see it. Funny how workplace chat notifications always seem to come like lightning and thunder that way. 

Since it’s Halloween you can choose your own adventure to see how this plays out in a workplace marred by fear and how this plays out in workplaces with more supportive cultures.

The fear-ridden workplace
the supportive workplace

Workplace fears—concerns like job security, speaking up, and judgment—are real and powerful. They’re not just personal concerns but commonplace when operating in high-stakes environments. And these days, it seems like everything is high stakes. Let’s look at these more closely.

Fear of failure and job insecurity includes concerns about making mistakes or facing criticism. This can lead to anxiety and lower productivity. This fear often discourages employees from taking risks or suggesting new ideas, limiting innovation and growth.

Fear of speaking up generally manifests when employees feel they can’t safely express opinions, voice concerns, or offer dissent. It reduces open communication, feedback, and adaptability across the organization.

Fear of Judgment and Exclusion is tied to our human need to belong. The worry about being judged, excluded, or undervalued in the workplace can drive self-censorship and silence. This diminishes creativity and a sense of belonging in teams. 

These fears don’t merely affect individuals; if unaddressed, they corrode trust, stifle collaboration, halt innovation, and make organizations less adaptable and resilient in the face of change. 

Addressing Fear in the Workplace

To address these common yet pervasive workplace challenges, I’m adapting the socioecological model to explore fear at the individual, interpersonal, and organizational levels. This approach helps build psychological safety and inclusion, essential elements for reducing fear in the workplace. Living in a swing state this close to an election, I will stay away from the broader dimensions focusing on society/policy (but a friendly reminder to vote). 

Let’s break it down level by level!

Individual

At the individual/intrapersonal level, fear is shaped by personal characteristics, experiences, and psychological factors, such as past experiences and trauma, self-efficacy, and resilience among other things. In the workplace, employees bring their unique fears—whether of failure, rejection, change, or the unknown—based on these personal histories and traits (See more about the personal aspects of fear here).

Some ways organizations can mitigate/address these individual-level fears include: 

  • Creating or refining mentorship programs 
  • Encourage skip-level meetings (and have leaders initiate them)
  • Normalize ongoing feedback and development coaching
  • Conduct goal-setting and role-clarity exercises to reduce ambiguity
  • Celebrate effort and learning over output and outcomes
  • Involve employees in decision-making processes that impact their work

People who know their organization has resources for growth and development tend to fear failure less than those who believe mistakes could end their careers. Knowledge of support systems reduces fear because it offers a buffer against potential negative outcomes.

Essentially, when individuals feel equipped and supported, their personal fears become less overwhelming.

Interpersonal

You will notice that these strategies require interpersonal connections in the workplace. As we look at addressing fear at the interpersonal level, let’s look at workplace relationships.

Relationships with colleagues, managers, and mentors play a significant role in influencing fear responses at work. Trust, communication, and support (or lack thereof) within teams can either alleviate or exacerbate individual fears. For example, fear may increase in a team environment with low psychological safety, where people feel judged or unsupported.

Employers can train managers and team leaders to recognize and reduce fear-based dynamics by fostering open communication, constructive feedback, and a non-punitive approach to mistakes. Encouraging mentorship and peer support networks can also provide employees with trusted sources of guidance and reassurance.

Organizational

At the organizational level, we look towards organizational culture, policies, and structures that shape how fear is collectively experienced and managed. An organization’s attitudes toward failure, risk, and transparency have an outsized influence on employees’ comfort in taking initiative, sharing ideas, or challenging the status quo.

Fear-reducing practices include establishing clear, fair policies on performance and feedback, as well as promoting a growth mindset where failures are treated as learning opportunities. Additionally, transparency in decision-making and a consistent application of values contribute to a predictable environment that minimizes fear of ambiguity and uncertainty.

I fear we’ve reached the end

In every organization, fear exists—and that’s normal. What’s not normal, or sustainable, is leaving it unchecked. Fear at work can hinder creativity, collaboration, and overall well-being. As we’ve explored, fear doesn’t respond to blanket solutions; it requires a thoughtful approach that takes into account the individual, relational, and organizational dynamics that shape each employee’s experience.

Facing workplace fears means actively addressing them at each of these levels. At the individual level, we can support employees with clear feedback, development-focused coaching, and inclusive goal-setting. Interpersonally, managers and peers can foster trust and open communication, creating spaces where people feel safe to voice concerns and take risks. Organizationally, we need structures and policies that celebrate learning, respect diversity, and enable transparency.

Let’s move forward together. This isn’t just about removing fear but about creating something better in its place—a culture of safety, belonging, and resilience. Reflect on where fear might be limiting your team and consider the strategies we’ve discussed here. Start conversations, make incremental changes, and build that supportive culture where every employee feels empowered to bring their whole self to work.

So here’s the challenge: Take one action this week to address fear in your workplace. Whether it’s a one-on-one conversation, a team check-in, or providing feedback on a policy, every small step counts in creating a workplace where people thrive, not just survive. Let’s work toward a future where courage and growth replace fear and limitation.

To bring our series to a close, if we work to understand what drives our fears we can figure out how to address them, after all a behavioral reaction could be fear of the dinosaur or fear of the dinosaur getting cold sitting by the door, and maybe. Just maybe, you might have four ways to fix that issue.

The Supportive Workplace

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Your heart still races as the Slack notification arrives, but this time, you pause, a sense of curiosity mixed with anticipation. You open the message, and your manager’s name is at the top. “Great job! One small note for clarity, but let’s talk more about your insights here—I think we can build on them!” You exhale, the tension in your shoulders easing. Here, feedback isn’t a threat; it’s an invitation. You’re supported, and encouraged to grow from each project, to refine your approach, and to share your ideas openly.

In this environment, the fear that once felt paralyzing now feels more like energy—like a chance to learn. You think back to last month’s “post-mortem” review, where even mistakes were reframed as learning moments. When your teammate miscalculated a projection, the discussion wasn’t about blame but how the team could adjust next time. No one feared speaking up because trust was woven into the culture here. Leaders here model vulnerability, sharing their own learning experiences, and team members don’t hesitate to ask questions or offer new ideas.

And it’s not just leadership that makes the difference. Your colleagues are right there with you, actively listening, giving thoughtful feedback, and cheering each other on. Diverse perspectives aren’t just tolerated—they’re actively sought out and celebrated. Each person has a voice, and together, your team collaborates with a level of safety and inclusion that pushes you all forward. In this culture, it’s understood that every effort, even the imperfect ones, adds something valuable to the whole. You feel yourself becoming bolder, realizing that, here, fear is just a brief step before growth.

The fear-ridden workplace

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Your pulse races, eyes fixated on the screen, waiting for what feels like the inevitable. That Slack notification sits there—a tiny, pulsing threat, waiting to reveal itself. You hover, hand shaking, as if bracing for impact. Finally, you click it, and the message pops up: your manager wants to “discuss” your report. Your mind spirals, playing out a dozen scenarios. Maybe you missed a point, used the wrong data, or phrased something “incorrectly.” The stakes feel overwhelming, each word carrying a heavy risk.

You try to calm yourself, but the environment here doesn’t allow it. One misstep, and you’re back to square one. You’ve seen it happen before—once confident colleagues reduced to hushed voices and careful, calculated emails. Risk-taking, growth, and innovation? Hardly. Here, they’re just empty slogans on posters in the breakroom. The real culture thrives on judgment, with team members too afraid to make a move without triple-checking every detail. You’ve been conditioned to tread lightly; failure is less a lesson here than a liability.

You know, in this place, speaking up is risky business. One wrong move, one misinterpreted comment, and it’s a permanent mark on your reputation. You’re not alone, though—you’ve seen colleagues cycle through the same mental gymnastics, caught in the same traps. Innovation, creativity, and collaboration are all stifled by a fear that festers in every corner. There’s no safety net here, no room for error. You’re a tightrope walker, but there’s no applause, no exhilaration—just an exhausting balancing act that leaves you looking over your shoulder.

Fear is Universal?

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Fear at Its Core: Why Fear is Universal

Fear has one main job: survival. It’s the body’s alert system, telling us when something threatens our safety. When you sense danger—whether it’s encountering a bear in the woods or facing a looming deadline—your brain kickstarts. Your fight-or-flight (or-freeze-or-fawn) response engages, priming you to react quickly. This physiological response is universal across humans and many other species, highlighting fear’s deep biological roots (Ekman, 1992).

But Wait! Is Fear Universal?

Paul Ekman, a pioneer in the study of emotional expression, lists fear as one of seven universal emotions (Ekman, 1992). Further research shows the amygdala’s structure and other brain areas involved in the fear response are consistent across groups and cultures (Chiao & Blizinsky, 2010). While these structures exist universally, the activation of these areas can differ based on learned sociocultural influences. Additionally, genetic factors and brain chemistry contribute to individual variations in fear responses (Canli, 2008).

Ekman and his team also identify differences across groups, such as variations in facial expressions, the stimuli that evoke emotional responses, and the language used to define and describe emotions. Understanding these variations helps us see that while fear is universal, the way it manifests is highly individual and differs across groups and cultures.

Social Learning, Cognitive Appraisal, and Differences in Fear

Psychologists Albert Bandura and Richard Lazarus provide additional insights into how fear develops through social learning and cognitive appraisal. Bandura’s (1977) social learning theory emphasizes that fear behaviors and cognitive interpretations are shaped through observation. Additionally, Lazarus and Folkman’s (1984) work on cognitive appraisal explains how individuals evaluate fear-triggering situations based on personal and cultural factors. Together, these processes help shape not only what people fear but also how they respond to it. 

In essence, fear is shaped by a combination of personal history, cultural influences, and social context, all intertwined with cognitive appraisal and social learning. These factors don’t just determine what we fear; they shape how we express and react to it. This complexity makes fear both a personal and culturally grounded experience.

Fun fact: Richard Lazarus shares his name with a character from Doctor Who. Haunted by his experiences as a child during World War II, Lazarus pursued immortality to confront his deep-seated fear of death. 

Cultural Differences in Fear: What We Fear and How We Express It*

Culture plays a major role in shaping our emotional lives, including fear. Different societies have unique expectations about what kinds of fear are generally acceptable to express, what situations should invoke fear, and how we “should” cope with it.

For example, in collectivist cultures (e.g., many East Asian societies), harmony is prioritized, and fear of disrupting familial or social relationships is common. In contrast, individualistic cultures (e.g., the U.S. or Western Europe) often emphasize personal achievement, so fears around career success and self-sufficiency may be more prevalent (Markus & Kitayama, 1991).

In collectivist societies, failure is feared because it may reflect poorly on the group—whether family, coworkers, or the broader community. Conversely, in individualistic societies, the fear of failure is more about personal consequences, such as reputational damage or missed future opportunities. This cultural lens reminds us that our relationship with failure isn’t only about personal risk but is also deeply shaped by social context.

The way we express fear also varies across cultures. For example, in some African and Latin American communities, openly sharing fear and emotions can foster a sense of connection and solidarity (Matsumoto et al., 2008). In contrast, in cultures that prize stoicism, such as those in Northern Europe, fear is often something people are expected to keep in check, particularly in public settings (Hofstede, 2001).

The Intersection of Identity and Fear: How Social Identity Impacts Fear Response

Beyond culture, various social identities and circumstances—like gender, race, and socioeconomic status—influence how we experience and cope with fear.

1. Gender and Fear

Men and women are socialized to experience and express fear differently. Research shows that women often report higher levels of fear than men, particularly around safety and security issues (Gallup, 2022). This difference is due in part to social learning, where women are more likely to be cautioned about personal safety, while men may face social pressure to suppress fear (Vandello & Bosson, 2013).

It’s important to recognize that individuals who identify outside the traditional male-female gender binary often face distinct challenges and fears related to social stigma, discrimination, and safety concerns, particularly in spaces structured around a binary view of gender (Center for American Progress, 2022; Trauma Psychology News, 2020).

2. Racial and Ethnic Differences in Fear

People’s experiences of fear are often shaped by their racial and ethnic identities. In the U.S., for instance, Black, Indigenous, and other People of Color (BIPOC) frequently face unique fears related to systemic issues like racism, police violence, and social inequities (Williams & Mohammed, 2009). These stressors can influence everyday behaviors and interactions, including in the workplace, where they may lead to heightened caution and stress.

3. Socioeconomic Status and Fear

Economic insecurity is another source of fear, particularly for individuals in lower socioeconomic groups, where concerns about job stability, healthcare access, or family provision are paramount. For those in more affluent positions, fears might center on reputational risks or underperformance in high-stakes environments (Luthans et al., 2007).


Fear in the Workplace: How Employers Can Respond

Fear: universally understood, welcomed, and loved in the workplace!

Understanding fear’s roots in identity, culture, and social context is essential for creating a psychologically safe workplace. Here are a few specific actions leaders can take:

  1. Foster Open Communication: Leaders should create spaces where people can share their experiences without the compounding fear of retaliation or judgment. For instance, use anonymous feedback tools or regular pulse surveys to gauge and respond to employees’ concerns.
  2. Build Cultural Competency: Train managers to recognize how different cultural backgrounds influence how fear shows up at work. Understanding when fear might manifest as avoidance, anger, or disengagement is key to providing support.
  3. Address Systemic Inequities: Certain groups experience fears tied to discrimination or microaggressions; address these issues head-on through policies and practices that promote equity and inclusion.
  4. Offer Flexible Support Systems: Recognize that fears related to job security, safety, or identity vary widely. Tailor support systems like mentorship offerings and professional development opportunities to address employees’ unique needs.

These efforts help build a workplace culture that respects each person’s identity, reducing the negative impacts of fear and promoting a more supportive, inclusive environment.

Conclusion: Embracing the Universality and Uniqueness of Fear

Fear is a fundamental human experience, but fear isn’t entirely universal; it’s shaped by factors like personal identity, lived experiences, and social or cultural contexts. Recognizing these unique, identity-linked dimensions of fear is essential for building mutual understanding, which in turn supports psychological safety—a foundation for true inclusion and belonging.

By integrating culturally sensitive resources, offering specialized training, and establishing support networks, organizations can address diverse experiences of fear and resilience.

*Please note that this post addresses several dynamics from a general perspective. When discussing trends across different communities, certain nuances may not be fully captured and several dimensions of diversity are omitted here. This narrative is not intended to be exhaustive, nor should it be interpreted as applying universally within or across specific groups, communities, cultures, etc. 

References

Bandura, A. (1977). Social Learning Theory. Prentice Hall. 

Canli, T. (2008). The Character Code. Scientific American Mind, 19(1), 52. https://doi.org/10.1038/scientificamericanmind0208-52 

Center for American Progress. (2022). The state of the LGBTQI+ community in 2022. Center for American Progress. Retrieved from https://www.americanprogress.org/article/the-state-of-the-lgbtqi-community-in-2022/

Chiao, J. Y., & Blizinsky, K. D. (2010). Culture–gene coevolution of individualism–collectivism and the serotonin transporter gene. Proceedings of the Royal Society B, 277(1681), 529-537. https://royalsocietypublishing.org/doi/full/10.1098/rspb.2009.1650 

Ekman, P. (1992). An argument for basic emotions. Cognition & Emotion, 6(3-4), 169-200. https://www.tandfonline.com/doi/abs/10.1080/02699939208411068 

Frijda, N. H. (1986). The Emotions. Cambridge University Press. https://psycnet.apa.org/record/1987-97938-000 

Gallup (2022). Personal Safety Fears at Three-Decade High in U.S. https://news.gallup.com/poll/544415/personal-safety-fears-three-decade-high.aspx 

Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. SAGE Publications. https://www.sciencedirect.com/science/article/abs/pii/S0005796702001845?via%3Dihub 

Lazarus, R. S., & Folkman, S. (1984). Stress, Appraisal, and Coping. Springer. 

Luthans, F., Luthans, K. W., & Luthans, B. C. (2007). Organizational Behavior: An Evidence-Based Approach. IAP. https://www.infoagepub.com/products/Organizational-Behavior 

Markus, H. R., & Kitayama, S. (1991). Culture and the self: Implications for cognition, emotion, and motivation. Psychological Review, 98(2), 224-253. https://doi.org/10.1037/0033-295X.98.2.224 

Matsumoto, D., Yoo, S. H., & Fontaine, J. (2008). Mapping expressive differences around the world: The relationship between emotional display rules and individualism versus collectivism. Journal of Cross-Cultural Psychology, 39(1), 55-74. https://doi.org/10.1177/0022022107311854 

Pew Research Center (2019). U.S. Public Views on Climate and Energy. https://www.pewresearch.org/science/2019/11/25/u-s-public-views-on-climate-and-energy/ 

Trauma Psychology News. (2020). Working with trauma in trans and non-binary (TNB) communities: Brief review of a burgeoning literature base. Trauma Psychology News. Retrieved from https://traumapsychnews.com

Fear and Stress Responses: Their Impact in the Workplace

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In my last post, I discussed how the fear response closely resembles what’s often referred to as the stress response. Given how deeply they are intertwined in the context of work, I wanted to take some time to provide a deeper explanation of their similarities and differences, highlighting how they show up at work.

Fear and Stress Responses

Generally speaking, the fear response is activated by an immediate, identifiable threat—something that presents an actual danger, like the fear of being called out in a meeting or receiving a poor performance review on the spot. It prompts a rapid, sometimes intense reaction designed to protect you in the moment.

In contrast, the stress response doesn’t usually require an immediate threat. Instead, it’s triggered by ongoing pressures or demands, such as looming work deadlines, interpersonal dynamics in the office, or persistent worries about job security. These stressors may not be dangerous in the moment but can accumulate over time, leading to significant mental and physical strain (LeDoux, 2012; Phelps & LeDoux, 2005; Lazarus & Folkman, 1984).

The Commonalities of Fear and Stress

Fear and stress are both physiological and psychological responses triggered by perceived threats or challenges. They activate similar systems in the body, particularly the amygdala, which leads to increased heart rate, heightened alertness, and the release of stress hormones like cortisol.

Both responses can trigger emotional reactions, such as anxiety, and physical responses, like muscle tension. While fear tends to be tied to an immediate, tangible threat and stress builds up due to ongoing pressures or future uncertainties, both fear and stress prepare the body for action (Phelps & LeDoux, 2005; Lazarus & Folkman, 1984).

In certain instances, the arousal of fear activates the stress response (Rodrigues et al., 2009), which is why it’s so easy to confuse the two. So how can we differentiate between when we are stressed vs. truly afraid?

Key Differences Between Fear and Stress

While fear and stress share common biological foundations, they differ in important ways:

  • Duration: Fear is usually short-lived, subsiding once the threat is removed. Stress, on the other hand, can linger and manifest as either short-term or chronic, depending on how long the stressors persist (McEwen, 2007).
  • Function: Fear is about immediate survival—it triggers the fight-or-flight response to avoid danger. Stress helps manage ongoing challenges but can take a toll on your body and mind if not properly managed, eventually leading to burnout (Selye, 1976).

Here’s a real-life scenario to illustrate these differences:

  • Experiencing Fear: You’re in a meeting, and your boss asks you to explain your team’s progress. You weren’t expecting to speak, and you feel a surge of panic. That’s fear, as your body reacts to a sudden, immediate challenge. Not exactly a bear in the woods, but you get the idea!
  • Stress example: You’ve been juggling multiple projects for weeks, and the deadlines are approaching fast. Each day, the mounting pressure leaves you feeling drained. This is stress, which builds over time due to ongoing demands.

How Trauma Impacts Fear and Stress

Let’s briefly touch on how trauma can complicate our fear and stress responses.

When someone relives a traumatic event, both fear and stress responses are activated. The amygdala triggers fear by perceiving the past event as an immediate threat, while the hippocampus may struggle to differentiate between past and present contexts.

At the same time, the stress response activates the hypothalamic-pituitary-adrenal (HPA) axis, releasing cortisol and intensifying physical symptoms like increased heart rate and hypervigilance.

This dual activation of fear and stress creates a heightened state of emotional and physical arousal, which is common for people experiencing post-traumatic stress disorder (PTSD) (LeDoux, 2007; Lazarus & Folkman, 1984).

For managers, it is critical to understand how trauma affects fear and stress responses to create a more trauma-informed workplace where employees feel supported and safe. Fostering a trauma-informed workplace helps minimize the risk of compounding employee stress with additional triggers.

Workplace Implications: Fear and Chronic Stress

In the workplace, fear and stress are often interconnected, forming a feedback loop that can damage both employee and workplace well-being.

Fear might initially be triggered by specific events—such as the fear of forgetting to remove a “Needs Peer Review” sticker in a client presentation (so I’ve heard), public failure, criticism from a boss, or job loss.

Over time, if these stressors remain unresolved, they can transform into chronic stress, manifesting as ongoing worry, physical ailments, and burnout (World Economic Forum, 2021).

Take the fear of job loss, for example. This can be a powerful motivator in the short term, but if this fear persists, it transitions into chronic stress, leading to decreased productivity and even health challenges (Kalleberg, 2011).

Similarly, repeated fear of criticism or failure in a highly competitive work environment can lead to long-term stress, resulting in burnout (Maslach & Leiter, 2016).

Fight-or-Flight in the Workplace

As alluded to earlier, the term fight-or-flight is often used interchangeably for both the fear response and the stress response because they trigger similar biological systems. Both reactions activate the sympathetic nervous system, releasing cortisol and adrenaline to prepare the body for action (LeDoux, 2012; McEwen, 2007).

Here’s how that plays out in the workplace:

  • Fear: You get called into your manager’s office for an unexpected performance review. The sudden, identifiable threat triggers a fear response—maybe you get defensive (fight) or feel like you want to shrink back (flight).
  • Stress: Now imagine trying to manage multiple deadlines without much support. Then add in a sprinkle of ambiguity, and sudden changes in demands and–Presto! We have burnout. In other words, over time, the stress response keeps your body in a constant state of fight-or-flight, leading to strain, exhaustion, and sometimes burnout (see below). You might push yourself to work harder (fight) or disengage and procrastinate (flight) (Chrousos & Gold, 1992; APA, 2022).
stress curve underload to burn-out
The Stress-Performance Curve adapted from the Yerkes-Dodson Law

What Can Managers and Employees Do?

Understanding the difference between fear and stress can help leaders and employees navigate workplace challenges more effectively. Here are a few practical steps:

  • For Managers: Avoid creating environments where fear is the default motivator. Offer regular feedback to prevent fear-based surprises and provide resources for managing long-term stress, such as clear expectations, support for workload management, or access to mental health services.
  • For Employees: If you find yourself stuck in chronic stress, consider practices like mindfulness, time management strategies, or talking to your manager about workload distribution.

Conclusion

Fear and stress may share biological pathways, but they differ in how and why they’re triggered. While fear is about immediate threats, stress comes from ongoing pressures. By understanding the difference, managers can create healthier work environments where acute fear responses are minimized and chronic stress is managed effectively.

Before next time: Think about your own workplace experiences. Have you ever confused fear for stress or vice versa? How do you manage each?

References:

  • LeDoux, Joseph E. The Emotional Brain: The Mysterious Underpinnings of Emotional Life. Simon & Schuster, 1998.
  • Phelps, Elizabeth A., and Joseph E. LeDoux. “Contributions of the Amygdala to Emotion Processing: From Animal Models to Human Behavior.” Neuron, vol. 48, no. 2, 2005, pp. 175-187. Link to article.
  • Lazarus, Richard S., and Susan Folkman. Stress, Appraisal, and Coping. Springer Publishing Company, 1984.
  • Rodrigues, Serafim M., Joseph E. LeDoux, and Elizabeth A. Phelps. “The Influence of Stress Hormones on Fear Circuitry.” Neuropharmacology, vol. 57, no. 3, 2009, pp. 194-199. Link to article.
  • McEwen, Bruce S. “Physiology and Neurobiology of Stress and Adaptation: Central Role of the Brain.” Physiological Reviews, vol. 87, no. 3, 2007, pp. 873-904. Link to article.
  • Selye, Hans. The Stress of Life. McGraw-Hill, 1976.
  • Kalleberg, Arne L. Good Jobs, Bad Jobs: The Rise of Polarized and Precarious Employment Systems in the United States, 1970s to 2000s. Russell Sage Foundation, 2011.
  • Maslach, Christina, and Michael P. Leiter. “Burnout: A Brief History and How to Build Resilience.” Burnout Research, vol. 3, no. 4, 2016, pp. 198-209.
    Link to article.
  • Chrousos, George P., and Philip W. Gold. “The Concepts of Stress and Stress System Disorders.” JAMA, vol. 267, no. 9, 1992, pp. 1244-1252.
    Link to article.
  • American Psychological Association. Stress in America: 2023 Report. American Psychological Association, 2023. Link to report.
  • World Economic Forum. The Global Risks Report 2021. 16th ed., World Economic Forum, 2021. Link to report.

Fear: An Introduction

Reading Time: 8 minutes

In short, we fear to survive. Our fear response has been crucial to humanity’s evolution, significantly influencing our ability to respond to threats and adapt to changing environments.1

Why Fear? A Quick Backstory

I decided I wanted to look into fear a couple of weeks ago after an interaction with my daughter. 

She was home one day from daycare and wandered out of sight into the other room. I found her covering her face. I initially chalked this up to normal business toddlers get up to when they go into hiding.

When I asked her what was happening, she said, “Daddy, I’m scared.” 

After some back and forth, we figured out she was scared of a toy dinosaur that has been in our hallway for what seems like forever (why this is there is an entirely different topic for another blog).  

The culprit

Understanding the basics of fear (e.g., its origin, purpose, typical impact, etc.), I had some inkling about the situation, but this raised some new questions for me.

  • Why was she afraid? 
  • How did this fear develop? 
  • Why was I not afraid? 
  • How do we understand this better to address the fear?

After sitting with these questions for a few days, I started to pull at the thread and do a little research to better understand—in general—why we fear and where it comes from. 

As I read, I realized that there is no time like the present to explore fear in the context of our social systems and work. This post will dig into the background of fear, beginning with a brief history.

The Evolution of Fear: A Brief History

To truly understand fear, we need to go back approximately 600 million years. Early life forms, such as jellyfish and worms, had simple neural networks capable of responding to harmful stimuli.2,3 Fast forward to around 500 million years ago, and vertebrates—our ancestors—began developing an early form of the amygdala, the brain structure responsible for modern fear responses.4

An incredibly accurate rendering of early adopters of the fear response.

As we evolved, particularly between 2.6 million and 11,700 years ago, the fear response in humans began to anticipate danger and learn from past experiences.5,6 

When human social groups formed around 200,000 years ago, fear became intertwined with social dynamics.7 Rejection from a group and tribal conflicts emerged as new forms of threats. During this time, our fear of social exclusion became more entrenched; our need for acceptance by others became necessary for survival.8 

As populations grew, tribes formed and began competing for limited resources. Many believe that competition around this time fostered a zero-sum, “us vs. them” mentality, where survival depended on out-competing other groups. In this environment, the need for belonging became critical, heightening the fear of being cast out or facing conflict with other tribes.8

Around 10,000 years ago, as modern civilization began to take shape, fears surrounding social status, competition, and securing resources became increasingly prevalent. What’s remarkable about our timeline is that social structures and the need for belonging as essential elements of survival were established long before the emergence of organized civilization.9

Our deep-rooted need for social inclusion and belonging remains a basic human drive. In the U.S., the fear of social exclusion is a common tool of influence—just turn on the television. Politicians often tap into this evolutionary predisposition, leveraging fear to drive campaigns that push us to align with particular groups as a way to ensure our sense of security and survival. (Apologies, but I can’t ignore the elephant and donkey in the room).

While the physical threats that once endangered us have largely faded, our fear circuitry remains. Instead of predators lurking in the brush, we now face more complex social and psychological threats—such as rejection, job insecurity, and financial instability. While the core mechanism of fear remains relatively unchanged, the nature of our fears has evolved.10, 11, 12

The Complexity of the Modern Fear Responses

The simplicity of ancient fear responses has evolved into a far more intricate process. When I think of this evolution, I think of our distant ancestors’ response as the simple act of dropping a ball into a cup. On the other hand, the modern response seems more like a Rube Goldberg machine: complex, with interdependent steps that can send the ball on its way to the cup (with an equal amount of opportunities for things to go off track).  

It made sense in my head

Although the basic response remains—our brain detects a threat and responds—modern fear is shaped by a web of cognitive processes, including emotions, past experiences, and societal expectations. What’s particularly striking is that these perceived threats don’t need to be real or immediate, as they were for our ancestors. Our brains can still react just as powerfully to imagined or potential dangers, triggering the same intense fear response we once relied on for survival from imminent danger.13

When we think about modern fear, I believe Brene Brown defines it perfectly in her sensational book, Atlas of the Heart. Dr. Brown writes, 

“Fear is a negative, short-lasting, high-alert emotion in response to a perceived threat, and, like anxiety, it can be measured as a state or trait. Some people have a higher propensity to experience fear than others. 

Fear arises when we need to respond quickly to physical or psychological danger that is present and imminent. Because fear is a rapid-fire emotion, the physiological reaction can sometimes occur before we even realize that we are afraid.”

Brown’s research also highlights that the fear of social rejection is on every list of fears she has encountered in her research (more on this later). 

She continues by sharing words from Dr. Harriet Lerner, “Throughout evolutionary history, anxiety and fear have helped every species to be wary and to survive. Fear can signal us to act, or, alternatively, to resist the impulse to act. It can help us to make wise, self-protective choices in and out of relationships where we might otherwise sail mindlessly along, ignoring signs of trouble.” 

At the core of this process is the amygdala, a small but powerful part of the brain that plays a critical role in how we experience fear. The amygdala’s rapid response to perceived threats—whether real or imagined—is what allows us to react in an instant, even before we fully process the danger. But as our understanding of fear has evolved, so too has the amygdala’s influence on more abstract fears, such as social rejection or failure.15 Let’s explore how this ancient structure continues to shape our reactions in the modern world.

The Amygdala at Work: Fear and the Workplace

In the workplace, our fear response plays a crucial role in how we handle high-pressure situations. 

Stress-inducing stimuli—like tight deadlines or unexpected challenges—trigger the amygdala’s fight, flight, or freeze response.16 

Amy G. Dala presenting your response options.

However, thanks to the prefrontal cortex, we have the ability to regulate this reaction, allowing for more measured and thoughtful responses.17

This biological process is particularly important in fast-paced environments where quick decision-making is vital. Leaders who understand this mechanism can better manage fear in themselves and their teams, fostering resilience and promoting a healthier, more productive workplace.18

Fear Response and Social Isolation: A Cycle of Disconnection

At its core, social isolation exacerbates fear, and the fear of social isolation helps us maintain our ties to others. As previously mentioned, humans evolved to exist within communities, relying on social bonds for protection and survival. In modern society, social isolation may no longer signal immediate physical danger, but it triggers psychological fears—loneliness, abandonment, and uncertainty.19

This disconnection can manifest in various ways, especially in the workplace. Remote work, hierarchical structures, and cultural marginalization can all create a sense of isolation that heightens fear and anxiety, meaning our behavior can lead us to avoid situations and people that create these feelings, thus forging deeper disconnection. Alternatively, as we look to maintain social connections, we see resulting behaviors such as masking, which can lead to a host of issues like moral injury, burnout, and disintegration from our beliefs and values.

The solution lies in reconnection and inclusivity—both with others and with our authentic selves. We will explore how to foster inclusive environments and align work with personal values to better support our organizations’ abilities to mitigate fear and promote emotional well-being later in this series.20

Final Thoughts

Why do we experience fear? Fear has created advantages to individual survival and has driven the survival of our species. Throughout our evolutionary history, fear has played a significant role in shaping our emotional and social development. 

Understanding the origins of fear and its complexities in today’s world can help us effectively manage it in both our personal lives and workplaces. By using our biological responses and nurturing meaningful connections, we can harness fear as a catalyst for growth, adaptation, and innovation. 

I touched a little here on fear in the workplace, but I will explore this in additional detail in my next post. 

Throughout October, I will share each post directly with my LinkedIn network. However, feel free to use the box below to subscribe and have each installment sent directly to your email inbox. Have comments? Let’s start a conversation here.

References

American Psychological Association. Review of General Psychology. American Psychological Association, https://psycnet.apa.org/doiLanding?doi=10.1037%2F0033-295X.108.3.483. Accessed 18 Oct. 2024.

Perini, Julie. “The Wonders of Jellyfish.” Caltech Magazine, https://magazine.caltech.edu/post/the-wonders-of-jellyfish. Accessed 18 Oct. 2024.

Günter, Matzdorf, et al. “Dynamic Capabilities and Their Role in Innovation.” Innovation and Development in Business Systems, edited by Dirk Fornahl and Christian Zellner, Springer, 2016, https://link.springer.com/chapter/10.1007/978-3-319-43685-2_3.

De Neys, Wim. “Bias and Conflict: A Case for Logical Intuition.” Frontiers in Psychology, vol. 4, 2013, https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2013.00667/full. Accessed 18 Oct. 2024.

Nesse, Randolph M. “Evolutionary Origins of the Affective System.” The Oxford Handbook of Evolutionary Psychology and Emotion, edited by Todd K. Shackelford, Oxford University Press, 2019, https://academic.oup.com/edited-volume/56886/chapter-abstract/455229632?redirectedFrom=fulltext&login=false.

Encyclopaedia Britannica. “Pleistocene Epoch.” Encyclopaedia Britannica, https://www.britannica.com/science/Pleistocene-Epoch. Accessed 18 Oct. 2024.

Smith, John P., et al. “Psychological Models in Education.” Educational Psychology: Models and Practices, edited by James N. Furze, Springer, 2021, https://link.springer.com/chapter/10.1007/978-3-030-91010-5_15.

Hanson, Jason. “Behavioral Economics and Emotional Regulation.” The Oxford Handbook of Behavioral Economics, edited by Todd K. Shackelford, Oxford University Press, 2023, https://academic.oup.com/edited-volume/34460/chapter-abstract/292372929?redirectedFrom=fulltext&login=false.

Cartwright, Mark. “Dynamics of the Neolithic Revolution.” World History Encyclopedia, https://www.worldhistory.org/article/1937/dynamics-of-the-neolithic-revolution/. Accessed 18 Oct. 2024.

Conway, Robert. “The Influence of Workplace Stress on Health.” Frontiers in Psychology, vol. 14, 2023, https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2023.1321053/full. Accessed 18 Oct. 2024.

Worrall, Simon. “What Happens in the Brain When We Feel Fear?” Smithsonian Magazine, 29 Oct. 2017, https://www.smithsonianmag.com/science-nature/what-happens-brain-feel-fear-180966992/. Accessed 18 Oct. 2024.

Joseph, Simone. “Cognitive Load and Its Implications for Mental Health.” Frontiers in Psychology, vol. 12, 2021, https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2021.727363/full. Accessed 18 Oct. 2024.

Worrall, Simon. “What Happens in the Brain When We Feel Fear?” Smithsonian Magazine, 29 Oct. 2017, https://www.smithsonianmag.com/science-nature/what-happens-brain-feel-fear-180966992/. Accessed 18 Oct. 2024.

Brown, Brené. Atlas of the Heart: Mapping Meaningful Connection and the Language of Human Experience. Random House, 2021.

University of Pittsburgh Medical Center. “Stress and the Fight-or-Flight Response.” ScienceDaily, 27 Mar. 2001, https://www.sciencedaily.com/releases/2001/03/010327080532.htm. Accessed 18 Oct. 2024.

Health Centre NZ. “The Science of Stress: Understanding the Fight-or-Flight Response.” Health Centre NZ, https://healthcentre.nz/the-science-of-stress-understanding-the-fight-or-flight-response/. Accessed 18 Oct. 2024.

ScienceDirect. “Prefrontal Cortex.” ScienceDirect, https://www.sciencedirect.com/topics/medicine-and-dentistry/prefrontal-cortex. Accessed 18 Oct. 2024.

Darden School of Business. “How Leaders Build Resilience.” Darden Ideas to Action, University of Virginia, https://ideas.darden.virginia.edu/how-leaders-build-resilience. Accessed 18 Oct. 2024.

University of Chicago. “How Social Isolation Affects the Brain.” Department of Psychiatry and Behavioral Neuroscience, https://psychiatry.uchicago.edu/news/how-social-isolation-affects-brain. Accessed 18 Oct. 2024.

Santos, Liza M. “Resilience in Education and Learning Development.” The Dynamics of Learning and Development, edited by Maria G. Baldini, Springer, 2022, https://link.springer.com/chapter/10.1007/978-3-031-10788-7_5. Accessed 18 Oct. 2024.

A New Journey

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Today marks the beginning of my new journey. Here, I will share my fascination with the intersection of work, mental health, and well-being. I plan to explore important topics at this intersection and learn from others to better understand the world.

Why now?

In today’s fast-paced world, organizations are coming to understand that employees aren’t mere cogs in machines. Employees are the very heartbeat pumping the lifeblood into business success. Yet, awareness alone doesn’t always translate into meaningful action.

As demands on employers and employees evolve, one question becomes increasingly urgent: How can companies and their people adapt to–and thrive in—today’s workplace?

During this journey, I will identify ways to answer this question. I will share insights to help others create environments where individuals can find fulfillment and self-actualization in their work.

From the beginning of my career, my mission has been clear: to improve timely access to quality, equitable mental healthcare. But that’s only part of the equation. I’m equally dedicated to examining the deep, two-way relationship between mental health and work.

After all, work profoundly impacts our overall health—especially mental health. This impact extends beyond the individual, touching families, organizations, communities, and society.

The relationship between a person and their work/working environment forms a constant feedback loop, influencing well-being throughout a lifetime. This dynamic can energize or drain us, making nurturing a positive work-life connection crucial. By doing so, we improve our lives and contribute to healthier, more supportive environments for everyone around us.

What to expect.

To provide some help along the way, I will provide actionable, research-driven insights to help improve workplaces. Whether it’s enhancing mental health support or fostering inclusivity and belonging, I’ll break down complex issues into practical strategies you can implement today.

Whether you’re an individual contributor, a people leader, or someone looking to learn more about fostering a positive work environment, I hope you join me on this journey, navigating the turbulent seas of the modern workplace.

The journey ahead.

Next month, I will focus on the topic that is at the top of everyone’s mind in October. Because of Halloween–and not at all due to Q3 closing, the imminent year-end, or strategy season–my initial series will focus on fear.

Follow along with me on this journey as we look to understand:

  1. Why we experience fear.
  2. How fear impacts employees, leaders, and organizations
  3. Ways you can mitigate fear’s effects on yourself and others

Throughout October, I will share each post directly with my LinkedIn network. However, feel free to use the box below to subscribe and have each installment sent directly to your email inbox. Have comments? Let’s start a conversation here.