Coping with work pressure

In today’s hyper-connected world, the line between work and leisure is increasingly blurred, fuelling workplace stress and burnout. The quest for work-life balance is more crucial yet elusive. WHO defines burnout as a syndrome from chronic, unmanaged workplace stress, marked by exhaustion, cynicism, and reduced efficacy. Stanford researchers estimate workplace stress costs $190 billion in U.S. health expenses, around 8% of national healthcare costs, and causes nearly 120,000 deaths annually. WHO data from 2013 indicates that 615 million people worldwide suffer from depression and anxiety. Doctors and nurses are particularly vulnerable, facing life-threatening burnout risks. A report by the Confederation of Indian Industries (CII) and Medi Buddy reveals that 62% of Indian employees experience burnout—three times the global average. Stress not only stifles creativity but can compromise ethical decision-making as individuals prioritize quick solutions over values. While debates continue whether burnout is rooted in individual traits or organizational factors, there is growing interest in whether organizational policies can adjust employees’ stress thresholds and promote ethical resilience under pressure.

In ancient Indian society, social values often held greater significance than market values, and these principles remain deeply ingrained in many communities across India today. The actions of the employees at Mumbai's Taj Mahal Palace Hotel during the 2008 terrorist attacks exemplify this ethos and are frequently examined as a case study in business schools. Despite knowing the routes to safety, these employees chose to stay behind, risking their lives to protect the guests—a choice reflecting the cultural belief in Athithi Devo Bhava, or "The Guest is God." This incident poignantly illustrates how societal values can profoundly shape behaviour, even in the face of life-threatening danger.

In his famous book Predictably Irrational, Dan Ariely contrasts social and market norms, explaining that intrinsic motivation, not financial incentives, drives selflessness. Industrialization shifted focus to market norms of short-term profits and clockwork mentality, sidelining social values that are hard to revive once lost. In the AI era, where creativity and innovation outweigh repetitive tasks, social norms inspire passion, flexibility, and commitment. Companies can cultivate strong support by fostering excitement for societal impact or innovation, rather than relying solely on market-driven incentives like salary increments.

Indian philosophy highlights the unity between the universe(macrocosm) and the human body and mind (microcosm), emphasizing their interdependence. The Trigunas—Sattva, Rajas, and Tamas-represent the universe's cyclical nature of creation, preservation, and destruction. Sattva, the “spiritual quality,” embodies harmony and wisdom; Rajas, the “active quality,” drives passion and dynamism; Tamas, the “material quality,” signifies rest and inactivity. Positioned on a spectrum, Tamas and Rajas lie at opposite ends, with Sattva as the balanced blend. Everyone’s placement on this spectrum shifts with their physiological, psychological, and social conditions.

The journey to Sattva guna is driven primarily by knowledge and wisdom, with intellectual stimulation playing a key role alongside genetics, diet, and lifestyle. In ancient India, education was designed not only for skill acquisition but to foster Dhi (intelligence), Dhairya (courage), and Atmadi-Vijnanam (self-awareness), aiming to instill purpose and align personal growth with social goals. Sattva guna emphasizes ethics and long-term societal advancement over personal gain. Roles with social responsibility, such as teachers and doctors, were ideally held by those exhibiting Sattva guna, who were revered as representatives of God and valued above material wealth.

Impact on Employee Health

Imbalance of Rajas and Tamas can negatively impact employee health, leading to significant stress. Nobel laureates Elizabeth Blackburn and Elissa Epel, in The Telomere Effect, explain that stress affects us at the cellular level. Telomeres—protective caps on chromosome ends—guard against DNA deterioration and are linked to aging and disease. Stress responses fall into two categories: feeling threatened or feeling challenged. Prolonged threat perception keeps the body in a state of physiological arousal, which shortens telomeres and accelerates biological aging. However, Blackburn and Epel's research shows that chronic stress does not necessarily damage telomeres in everyone; some stress-resistant individuals use stress as a positive driver. It’s the feeling of threat, rather than the stress event itself, that matters. Those with Sattva guna, though experiencing stress, do not feel threatened by it. They exhibit conscientiousness—a trait linked to persistence, task orientation, and long-term goals—which supports telomere length and longevity. Relying on ourselves for encouragement rather than seeking external validation can reduce self-criticism and foster resilience.

In cultivating a workplace that values social exchange over market-driven incentives, organizations can create a culture that not only supports employee well-being but also inspires creativity and commitment. Fostering such an environment encourage employees to engage with their work in a deeper, more meaningful way. Furthermore, training programs that prioritize intellectual stimulation—beyond routine skill development—nurture Sattva guna, cultivating wisdom, resilience, and ethical decision-making among employees. Together, these approaches help build a workplace that not only thrives in productivity but also contributes positively to individual growth and long-term organizational health.

The author, Dr. Divya P, is an Ayurveda and health innovator