In today’s hyperconnected world, a concerning trend has emerged: doomscrolling. This term describes the habit of endlessly consuming negative news and distressing content on social media and other digital platforms. Characterized by a relentless scroll through news feeds for updates on crises, disasters, and conflicts, doomscrolling has become prevalent among employees, particularly during periods of global uncertainty. Whether it’s industry turmoil, political unrest, or natural disasters, individuals find themselves trapped in a cycle of negativity, unable to escape the constant barrage of alarming headlines and distressing imagery.
Understanding the allure of doomscrolling
While some may be surprised that individuals actively seek out negative content, the reasons behind this behaviour are complex. Some people believe that consuming such information prepares them for potential disasters or allows them to warn loved ones. They might feel a sense of control or preparedness by staying informed. However, this engagement often backfires, as exemplified by the common experience on social media platforms. Clicking on a news article about an economic recession, for instance, can quickly lead to an algorithm-curated feed flooded with content about impending layoffs, salary reductions, and business closures. This relentless stream of negativity reinforces anxieties and fuels the doomscrolling cycle.
“Doomscrolling creates a cycle of anxiety and pessimism, ultimately eroding morale. It also leads to decreased focus and efficiency during work hours, as attention is diverted towards consuming and reacting to distressing content rather than completing tasks.”
Ravi Mishra, head HR, BITS Pilani
The corrosive effects of doomscrolling on employees
The consequences of doomscrolling extend far beyond mere distraction. Its insidious effects seep into the workplace, significantly impacting employee morale and wellbeing. Ravi Mishra, head HR, BITS Pilani, explains, “Doomscrolling creates a cycle of anxiety and pessimism, ultimately eroding morale. It also leads to decreased focus and efficiency during work hours, as attention is diverted towards consuming and reacting to distressing content rather than completing tasks.”
The negative impact of doomscrolling goes beyond individual performance. Praveer Priyadarshi, a senior HR leader, observes, “It leads to performance issues, constant fear, and apprehension, which can manifest as aggressive behaviour, insubordination, or even depression. This ultimately affects team dynamics and violates organisational policies.”
Furthermore, doomscrolling can significantly hinder productivity and concentration. The constant urge to check for updates and stay abreast of unfolding events disrupts workflow and hinders effective time management. This can lead to missed deadlines, increased stress, and feelings of inadequacy.
“It leads to performance issues, constant fear, and apprehension, which can manifest as aggressive behaviour, insubordination, or even depression. This ultimately affects team dynamics and violates organisational policies”
Praveer Priyadarshi, a senior HR leader
Doomscrolling’s detrimental effects extend beyond individual performance, impacting team dynamics and organisational culture. The pervasive negativity can foster cynicism and pessimism, skewing employees’ perceptions of the world and creating a bleak outlook characterised by distrust and disengagement. This negativity can permeate the workplace culture, breeding discontent and disengagement among team members.
Combating doomscrolling in the workplace
In light of these challenges, organisations must acknowledge the negative impact of doomscrolling on employee morale and take proactive measures to address it. Fostering a culture of digital wellbeing is crucial. This involves encouraging employees to prioritise self-care, set boundaries around media consumption, and access resources for stress management and resilience building.
“Two key steps are crucial to address this issue,” says Anil Gaur, a senior HR leader and former CHRO. “Firstly, fostering open communication between employees and managers is essential. Managers should actively engage in employee well-being and be receptive to concerns. This open communication allows for early detection of distress signals and timely intervention.”
Secondly, managers need to be observant of behavioural changes indicating disengagement or stress. Identifying these early warning signs allows managers to provide appropriate support through coaching, counselling, or mentoring, helping employees navigate challenges and improve their well-being.
“Managers should actively engage in employee well-being and be receptive to concerns. This open communication allows for early detection of distress signals and timely intervention.”
Anil Gaur, a senior HR leader and former CHRO
Organisations can further implement policies and practices that promote mindful technology use within the workplace. This may include designated break times to disconnect from devices, implementing filters to block access to distracting content during work hours, and providing training on digital detox strategies.
Leaders can play a pivotal role in setting a positive example by modelling healthy media habits for their teams. By practicing mindful consumption and prioritising face-to-face interactions over digital engagement, managers can foster a culture of balance and well-being within their organisations.
Employers must also implement measures that promote a healthier relationship with technology, as suggested by Mishra. This could involve encouraging breaks from screens during the workday, establishing clear boundaries for technology use, and fostering a positive work environment where employees feel supported and engaged.
Doomscrolling presents a significant threat to employee morale in the digital age. By acknowledging its impact and taking proactive steps to address it, organisations can create healthier and more resilient workplaces where employees can thrive.
