1. General Strain Theory: The theory that links negative treatment from others to delinquency and crime because “the experience of strain or stress tends to generate negative emotions such as anger, frustration, depression, and despair.”

2. Existential Burnout: The theory that highlights burnout as caused by failing to live up to the meaning one has for their life, and “the most emotionally demanding aspect of a work situation is its lack of existential significance.”

3. Significance Quest Theory: The theory that links extremism as a vehicle to (re)gain significance in life through “a collective cause that can earn an individual the significance and meaning he or she desires, as well as an appropriate means with which to pursue that cause.”

The structure of the premise is compelling, and paints a roadmap for extremists to take matters into their own hands to feel like they matter. Suddenly, I feel a lot less safe, and more concerned about family and friends. All those previous “causes” of violence seem to make more sense: In a world where individual worth is predicated on limited criteria and not their own strengths, we have created an environment where burnout, particularly existential burnout, can happen, causing folks to find their quest for meaning in any way that matters.

What Can We Do?

So, how do we bypass the pipeline?

1. Start at the beginning: fight burnout. Right now, at least in the US, over 59% of employees are in some level of burnout. 59%!! That’s a majority share, not an outlier. We need to fight burnout. We need to create a culture of care, compassion, inclusion, and safety that grounds employees to the valuable work they do.

2. Encourage Balance between life and work. Work has been so much more integrated into our lives through mobile devices that we can literally be reached at any time of day, (almost) anywhere on Earth. Encourage balance by encouraging and celebrating those hobbies and causes that drive our employees outside of work and gives them meaning. Encourage service projects, value contributions that are positive that your employees make that may not directly impact the bottom line. Value your employees for who they are, not just how they contribute to the bottom line.

3. Provide support for your employees, specifically emotional and psychological support. When someone is struggling, they need help, not a heavy hand. Provide care, compassion, and respect anonymity when necessary. We need to break down stereotypes and stigmas that still linger around psychological struggles. Be the change.

I’m sure many of you can add additional tools, and I’d love to hear them!

Will It Change?

This was the question I had after reading the article. Businesses are shutting down their inclusion and belonging programs for various reasons. Burnout is at an all-time high. Economic pressures, both real and imagined, are driving anxiety in the workforce. We are having more and more shootings with manifestos, so targeted, cause-driven violence. Can we really make a difference? It’s a question I think we need to ask ourselves in all seriousness. Perhaps it’s a good quest to join: fighting extremism through corporate cultural shifts.