In the “pre-psychological” times mentioned by the psychiatrist Christophe André, existence was often paced without exploring one’s moods, expressing one’s emotions or seeking to preserve one’s inner balance. Life was lived through gritted teeth. To consult was to take the risk of being taken for a madman. We are experiencing the end of this era. Revealing one’s feelings publicly is no longer the taboo it was, the use of psychology is becoming more widespread and mental health will rise to the rank of a major national cause in 2025. Not only do we consult specialists, but we talk about it to those around him, on social networks, in public debate. The quest for mental well-being is becoming commonplace and thus marks a profound change in times. The whole of society is affected, including the business. A “psychological generation” is emerging: when 17% of French employees say they consult, the proportion rises to 37% among 18-24 year olds, compared to 9% among 50-64 year olds. More broadly, 81% of employees believe that mental health is a “worrying issue” (“Employees and mental health”, OpinionWay survey, 2023) and they obviously link it to the quality of their professional life.
Should we be sorry or rejoice? Some will see this universalization of psychology as a weakening, the mark of a fragile society incapable of facing adversity. Others will, on the contrary, perceive it as strengthening, an ability to take care of others and become more resilient. In any case, unless it wants to confront absenteeism, turnover, disengagement, or even generalized conflict, the business world has no other rational choice than to adapt to this reality. My conviction is that it is even impossible to reveal the full potential of your internal stakeholders without paying sincere attention to them.
The concept of “psychological safety” developed by Amy Edmondson, professor at Harvard Business School, in his work The Fearless Organization helps to think about this management update. This implies a shared belief in the right to make mistakes, taking risks and expressing singularities without fear of stigmatization. It requires the establishment of a culture of trust, attention to the development of all and the promotion of diversity of opinions.
More cohesion and creativity
It’s time-consuming work, but it’s worth it: a multi-year study of Google teams published in 2016 found that psychological safety was the most important factor in explaining the outperformance of some teams compared to others. And this search for psychological safety for all is not a sleeping pill that would prevent debate and innovation within the company. Quite the contrary. At a time when employees spend 50% more time collaborating than twenty years ago (“Collaborative Overload”, Harvard Business Review, 2016), it can facilitate the peaceful expression and resolution of emerging differences. inevitably of any cooperative work.
Let us therefore bet, provided that it is part of a lasting collective dynamic, that the “psychological generation” will potentially bring with it more cohesion and creativity in the professional environment. Certainly, it will challenge traditional management methods. It will destabilize at first. But as we find ourselves working and collaborating with ever more different people, being able to consider others and understand their emotions, motivations and singularities becomes valuable knowledge. Likewise, as artificial intelligence develops at an exponential rate, a little humanity can’t be such a bad idea. Let us remember the first statement made by 27-year-old sprinter Noah Lyles who, on August 4, 2024, entered the athletics pantheon by winning the 100 meters at the Paris Olympics: “I suffer from asthma, allergies , dyslexia, ADD, anxiety and depression But I want to tell you that what you have does not define what you can become. Confirmation that a new generation is arriving, as tender as it is brilliant.
* Pascal Demurger is general manager of the Maif group and co-president of the Mouvement Impact France.
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