I recently came across a Channel News Asia article discussing a phenomenon many of us have witnessed, yet may struggle to define — learned helplessness.
The term comes from psychology, describing a condition where people stop taking initiative or even trying because they’ve been repeatedly shut down, micromanaged, or ignored. Over time, the message they receive is: “It doesn’t matter what I do nothing will change.” In the workplace, this mindset slowly drains innovation, accountability, and morale.
The article explains how this isn’t just about disengagement or burnout. It’s something deeper: a psychological shift that erodes an employee’s belief that their input is valued or will make any difference.
Common signs include:
Avoiding new ideas out of fear of rejection
Sticking to the bare minimum, believing extra effort won’t be recognized
Repeated phrases like “what’s the point?” or “they won’t let us anyway”
Often, this mindset is unintentionally shaped by well-meaning but counterproductive leadership habits like excessive control, rigid policies, or dismissive responses. When employees don’t feel trusted or heard, they disengage.
This made me reflect on the upcoming Workplace Fairness Legislation and the real purpose behind it. It’s not just about compliance, it’s about creating a work environment where people feel heard, treated fairly, and empowered to contribute.
When organizations take fairness seriously through transparent grievance channels, consistent policies, and inclusive leadership — they don’t just avoid legal risks. They unlock potential. People want to do their best work when they believe their voice matters.
As we help employers align with these changes, this article reinforces a simple truth: Fairness isn’t just a policy — it’s a culture. And it starts from the top.
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