The Brain-Friendly Workplace: Why Talented People Quit and How to Get Them to Stay by Friederike Fabritius & Scott Barry Kaufman

Author:Friederike Fabritius & Scott Barry Kaufman
Language: eng
Format: azw3
Tags: Self Help, Business
ISBN: 9781538159545
Publisher: Rowman & Littlefield Publishers
Published: 2022-10-11T07:00:00+00:00

WHAT ABOUT BOREDOM?

My high-powered CEO client was bored—but he didn’t realize this was why he felt restless and cranky. Once I explained that he was not experiencing enough exciting good stress, he made two decisions: first, to avoid meetings and people who bored him; and, second, to seek out some big new challenges. He merged his company with several other firms and is now leading a bigger company than ever. He’s under more stress—and loads happier.

In 2012, psychologist John Eastwood from Toronto’s York University set out to develop a good working definition of boredom. He and his team interviewed hundreds of people about what it feels like to be bored. Eastwood concluded that boredom is “the unfulfilled desire for satisfying activity.”12

As a neuroscientist, I would add that bored people crave dopamine. When we don’t get the excitement that we need to kick-start our dopamine system, we experience the slow-drip torture of boredom.

“When people are bored,” Eastwood added, “they’re more likely to become internally focused in a negative, ruminative cycle.” Eastwood also found that bored employees make more performance errors and are less productive. “That’s a big deal if you’re an air-traffic controller or you monitor a nuclear plant,” Eastwood noted.13

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