The issue of happiness at work has been a trend topic: especially young people, less exposed to the vicissitudes of life, feel seduced by the promise. However, there are quite a few adults who promote the new mantra. Like any fashion concept, we synchronously find some authors and leaders who address it in depth and completely, and some others who do it with a certain haste and lightness.
But let’s go separately. It is worth starting by understanding what the Dunning Kruger effect (EDK) and how it relates to talent management and the new “science of happiness”. The EDK is a cognitive bias* materialized by certain people to overvalue their abilities for certain tasks, losing sight of their incompetence or low performance. This failure of perception also has a no less important systemic counterpart: the tendency in highly competent individuals to perceive themselves as poorly capable and prepared.
That said, Justin Kruger and David Dunning’s main axiom is that ignorance breeds confidence more often than knowledge. [sobre el tema]. Among the characteristics, we highlight three. People under the halo of this effect: a) tend to overestimate their own ability; b) they are unable to recognize the ability of others c) they are unable to recognize their inadequacy and points of improvement.
Frustration, the “feliciologist” axiom and the EDK
And in that context, for Simon Sinek there are three elements that have shaped the perfect storm: instant and real-time satisfaction is sought; the ability to deal with frustration and high amounts of stress declines; the impact on interpersonal relationships and job development/professional growth.
It is at that point where the so-called “feliciology” can be a factor of aggravation and acceleration of the inevitable thump that will come against the “wall” of work and personal failure. As abrupt as it may sound, it’s as simple as that.
The counterpoint for HR is presented as follows. If what we seek is to develop the comprehensive well-being of individuals in the professional field as one of the elements for personal fulfillment, congratulations. It will be sustained and highly complex work, but equally rewarding.
If, on the other hand, we fall into an empty and facile “congratulatory mandate,” we have generated a recipe for suffering. We have in one hand a low capacity for tolerance to frustration and in the other a mandate for happiness and emotional vigorexia.
Some false truths of the above recipe:
–Cosmetic actions in pursuit of this mandate. An hour of yoga a day at work is of no use if we do not take care of the person during the 8 hours. remaining.
–Promises of fast-track growthsupported by a short-term employer brand strategy.
–Rotations and promotions “calesita”. Positions and promotions where the individual is taken through positions of apparent growth, but does not enjoy support and training, increasing their potential for frustration.
The individual who is poorly trained in the ability to postpone satisfaction and manage frustration is thrown into a whirlwind of dizzying and apparent professional growth, where happiness, self-realization, and of course, high performance in the eyes of others are expected of him.
The consequence of the “feliciologist mandate” will generate three effects.
1) The EDK, immediately. Who of us who work in HR and/or leading people have not seen individuals with rapid, deep and (false) self-confidence on topics in which they do not have the necessary expertise? In the worst case, accompanied by a certain arrogance, entitlement, devaluation of those who have real experience and inability to generate synergy with their work teams. If so much is expected of me and I must also enjoy it, how can I show any ignorance, doubt or anxiety?
2) The frustration of those who actually have this real experience, in second place. They encounter new but obtuse interlocutors. Woe to you! If you dare to point this out; The “feliciologist” on duty will accuse you of being reactive and oppositional.
3) The inevitable appearance of the cognitive dissonance of those who have fallen into the clutches of the EDK, thirdly. Having believed something that reality will harshly return in exactly the opposite direction, sooner rather than later. I have seen countless “victims” of these policies (enchanted by the colored mirrors of pseudo “feliciology”) and superficial talent management, become resoundingly frustrated and eventually abandon ship (of the project, or of the company).
In this context, where the stress indicators are grandiose (exponential growth in the consumption of psychotropic drugs, anxiety and depression disorders, family office as an element of tension, etc.) the last thing we should promote is a quasi-manic irresponsible “congratulations” , where the final result is the postponement of questions and small pains that then like a boomerang return amplified and now unmanageable.
In short, avoid promoting EDK and its frustration, high turnover and wear and tear of those who suffer from it and those around them.
The responsible management of achievable career plans, sustainable and impactful training processes and, above all, the real support of collaborators and leaders in the transition that these times require will be actions that are no longer desirable but essential.
Otherwise, falling into fads, attractive concepts but empty of content, and short-term employer branding strategies lacking real sustainability will be pouring gasoline on the fire.
Patricio Navarro Pizzurno is Director of People & Culture at iFlow
by Patricio Navarro Pizzurno
