In uncertain times, it is especially important to remain constructive in the workplace. Psychologist Mads Hyldig explains how.
We live in a time marked by great uncertainty. The global situation is unpredictable, and both economic and geopolitical factors create doubts about the future. However, according to psychologist and founder of “HjerneRo” Mads Hyldig, uncertainty is nothing new – it has always existed.
“No one knows what will happen tomorrow or even in the next minute. It is a fundamental condition of life,” he says.
However, he also warns against letting worries take over because when we get stuck in catastrophic thinking, we risk becoming more stressed and less rational.
Collective well-being under pressure
When worries run unchecked, they can spread like wildfire in the workplace. The phenomenon known as ‘busy snapping’ or ‘collective rumination’ occurs when teams spend disproportionate amounts of time discussing problems without finding solutions.
“When a team collectively worries about a challenge instead of solving it, it can negatively impact the work environment,” Hyldig explains.
He points out that this way of communicating can create a sense of hopelessness, which can ultimately lead to stress and anxiety among employees.
Six Forms of Rumination
Worrying is a defense mechanism of the brain meant to reduce uncertainty. Paradoxically, over-worrying often leads to stress, anxiety, and depression. Since people worry in different ways, it is important to identify which thought patterns contribute to one’s sense of uncertainty to address them effectively.
Mads Hyldig has identified six thought patterns that can exacerbate uncertainty:
- The Fortune Teller – The belief that one can predict the future, often with negative assumptions.
- The Mind Reader – Worrying about what others think of you.
- The Inner Critic – Self-critical thoughts about one’s performance.
- The ponderer – Repeated reflections on past mistakes.
- The Blamer – Placing blame on others or external factors.
- The Overthinker – Overanalysing decisions without taking action.
“We use all these thought patterns as coping strategies to reduce uncertainty, but in reality, they only increase stress levels,” says Hyldig.
Therefore, it is important to become aware of the patterns we fall into and take steps to break them.
Reflection time – a concrete solution
To reduce excessive worrying, Hyldig recommends a simple yet effective tool: ‘reflection time.’
“This involves setting aside a fixed time, for example, 30 minutes a day, where you consciously allow yourself to worry,” he says.
By postponing worries to a designated time, many of them lose their emotional intensity and become less pressing.
“It’s like when you lie awake at 3 AM, and your thoughts feel overwhelming, but the next day, you realize the problem wasn’t as big as it seemed,” he explains.
Hyldig also recommends introducing a variation of reflection time in the workplace. In daily life, especially in uncertain times, ‘collective rumination’ or ‘busy snapping’ can easily take over. This happens when the tone of conversations becomes frustration-oriented, focusing primarily on problems, challenges, mistakes, or negative experiences.
“Busy snapping can actually bring temporary relief. When people worry together, they find common ground in their challenges. But if you talk about it too much over time, it can have a significantly negative impact on the work environment.”
This is where shared reflection time can become useful. By setting aside a short, regular period for employees to share their concerns, they can focus on actual work during the rest of the day. Additionally, these thinking breaks often lead to natural reflections on concerns and a search for constructive solutions.
Professional peer groups as a tool
A strong professional peer group can be a crucial factor in preventing collective anxiety. The key is to shift focus from problems to solutions. Hyldig introduces the concept of ‘team reflection’ as an alternative to ‘collective rumination.’
“Instead of dwelling on problems, we need a solution-oriented approach. We should ask: What can we do? What resources do we have available?” he says.
In practice, this means that both leaders and employees should facilitate conversations focused on action rather than frustration.
“It’s really frustrating when two colleagues are out sick, but we can choose to say: What do we do? What can we prioritize? Who can take on which tasks? This creates a sense of optimism instead of panic,” Hyldig explains.
Learn More at the Webinar
You can gain deeper insights into how to avoid rumination and busy snapping when Mads Hyldig joins EGN’s global live webinar on March 27th. Sign up here – it´s free.
