What Does Anxiety Look Like in an Organization?
Recently, I spoke at a local event. Now this wasn’t my first speaking engagement and although there’s always a bit of nervous excitement, overall I was feeling calm when I arrived at the venue. I had a bit of concern about the technology as glitches tend to be a source of stress for me, but as I walked into the room I noted with relief the projector and connecting cable were already in place. Smiling at the participants who were beginning to take their seats, I plugged the cable into my laptop and confidently pushed the projector’s power button. Nothing happened.
I tried again. Still nothing. Switching cables yielded the same result: nothing. Participants around me began murmuring and shifting their seats. And in those brief moments where nothing I was doing was working I became acutely aware of my heart rate speeding up, my face growing warm, and my thoughts racing.
Anxiety. It’s one of those you know it when you feel it kinds of things. Although everyone’s experience of it is their own, there are some common themes in how it shows up: insomnia, sweaty palms, rapid heart rate, trembling voice and hands, a feeling of dread, tightness in the pit of the stomach. Are any of these sounding familiar? We certainly notice these indicators in ourselves and it’s often not a big stretch for us to as easily notice them in others (and feel a corresponding pang of sympathy when we do!). Whether watching a professional athletic competition or a local high-school theater production, it’s not difficult to notice the tell-tale signs of anxiety in ourselves or others.
But have you ever thought about what anxiety looks like at a systemic level?
Systemic Anxiety
This idea that organizations are composed of both rational and emotional systems is a core principle of Resilient Leadership. Both Murray Bowen and Edwin Friedman, whose work forms the foundation of Resilient Leadership theory, explored these concepts in systems. Although Bowen’s theory was focused on the family, Friedman extended its application to larger groups and organizations. In an organization, rational systems are defined by clearly recognizable metrics and structures such as business plans, budgets, evaluations, and strategic planning. Emotional systems, however, operate on a more nuanced, often unspoken level. These emotional dynamics can manifest in ways that disrupt an organization’s equilibrium, similarly to how anxiety can disrupt our personal equilibrium, yet they often go unnoticed or misunderstood.
Anxiety is one of the most pervasive undercurrents in organizational emotional systems. Just as individuals experience anxiety with recognizable symptoms, organizational systems are equally vulnerable to systemic anxiety although the symptoms may not be as easily noticed as such. Friedman emphasized the importance of leaders being aware of and managing systemic anxiety. The challenge, however, is understanding what anxiety looks like at a systemic, organizational level. Leaders might easily recognize anxiety in themselves or even another person, but what does it look like within the broader dynamics of their team or organization?
Recognizing Systemic Anxiety
To begin to develop this awareness, it’s helpful to look at the contrasting indicators of rational and emotional systems. Rational system behaviors often include:
Setting clear goals and roadmaps.
Allocating resources with foresight.
Conducting systematic performance reviews.
Anticipating future trends.
Standardizing processes ensuring consistency.
Anxious emotional systems behaviors, on the other hand, often show up as:
A rise in unexplained or frequent absences.
Lack of engagement or enthusiasm.
Increased informal and sometimes harmful communication.
Choices driven by fear or urgency rather than strategy.
Reluctance to address issues directly.
Systemic anxiety often amplifies these emotional behaviors, creating ripple effects that can undermine even the most well-structured rational systems. Recognizing these patterns is the first step in mitigating their impact.
Shifting Perspective: From Individual to Systemic
It can often feel more natural for leaders to focus more readily on individual behaviors, seeking to address anxiety at the personal level, finding ways to manage it either in themselves or in their team members. Though this approach is necessary, systems thinking encourages leaders to step back and observe the organization as a whole. Tuning into identifying systemic patterns rather than specific instances is key to seeing the bigger picture. Doing so, however, is not as simple as putting on a different pair of glasses or just willing your mind to see the bigger picture; it requires intentionality and practice.
Practices for Observing Systemic Anxiety
1. Visualization:
Use the technique of “getting on the balcony” to imagine yourself physically stepping back and up, looking at the organization as a dynamic, interconnected system. You might also envision using binoculars, to sharpen your focus on any subtleties and interconnections that you might otherwise miss.
2. Mindful Observation:
Anchor yourself in the present moment by focusing on your breath. From this place of calm, bring a heightened awareness to what you see, hear, and feel in the organizational environment. Intentionally observe, without immediate judgment or reactivity, simply noticing.
3. Reflection:
Take time to intentionally document any observable patterns. Are there areas where emotional indicators seem more pronounced? What systemic behaviors seem to correlate with periods of high stress or uncertainty?
4. Inquiry and Curiosity:
Look for opportunities to engage your team in dialogue about what they observe. Encourage curiosity rather than defensiveness, fostering a culture of shared awareness about systemic dynamics.
By intentionally cultivating these practices, leaders can become more adept at noticing the sometimes less obvious emotional dynamics of their organizations. This recognition is a key factor in transforming systemic anxiety from a destabilizing force into an opportunity for growth and resilience.
Anxiety is an inevitable part of life, for both individuals and organizations, but it doesn’t have to derail forward motion. Understanding the difference between rational and emotional systems and honing the ability to observe systemic dynamics, leaders can take a proactive approach to addressing anxiety. This month, challenge yourself to shift your perspective. Step onto the balcony, with binoculars in hand and mindful awareness as your guide, put yourself in the place of opportunity to foster a more resilient workplace.