In the intricate dance of workplace communication, the act of sharing – or withholding – information can significantly impact an organization’s culture and efficiency. At the heart of this phenomenon lies a complex web of psychological motivations and barriers. Why do some professionals freely share knowledge and ideas, while others hold back? What drives certain individuals to overshare, while others prefer a more reserved approach?
The Fear Behind Under-Sharing
Psychological Safety and Vulnerability
The reluctance to share information, ideas, or credit can often be traced back to a lack of psychological safety. When employees don’t feel secure or fear being vulnerable in their work environment, they tend to withhold information. This behavior is rooted in self-preservation instincts, where the risk of negative judgment or repercussions outweighs the potential benefits of openness.
Imposter Syndrome and Trust Dynamics
Under-sharing can also stem from imposter syndrome, where individuals doubt their competence and fear being exposed as fraud. This is particularly prevalent in highly competitive environments. Additionally, trust dynamics play a crucial role. A lack of trust in colleagues or leadership can lead to withholding information as a defense mechanism.
The Compulsion to Overshare
Attention-Seeking and Affirmation Needs
Oversharing in professional settings often links back to a deep-seated need for attention and affirmation. Psychological theories suggest that individuals who overshare may be seeking validation of their ideas and presence. This behavior can be a manifestation of underlying insecurities or a desire for social connection within the workplace.
Boundary Delineation and Social Cues
Oversharers may struggle with understanding or respecting professional boundaries. This can be due to a lack of awareness of social cues or an inability to differentiate between personal and professional sharing. The root of this behavior often lies in the individual’s upbringing, personal experiences, and social conditioning.
Exaggerating Successes and Credit Appropriation
The Drive for Recognition and Self-Worth
The tendency to inflate successes or take undue credit can be viewed through the lens of self-determination theory. This behavior often fulfills intrinsic psychological needs for competence, autonomy, and relatedness. In workplaces where recognition is scarce, employees might resort to exaggerating their achievements to fulfill their need for self-worth and validation.
Workplace Culture and Competitive Psychology
Organizational culture significantly influences this phenomenon. In highly competitive environments where achievement is emphasized over collaboration, employees may feel pressured to embellish their contributions. The psychological underpinning of this behavior includes competition anxiety and a scarcity mindset.
Cultivating a Balanced Sharing Culture
Encouraging Authenticity and Psychological Safety
Creating a culture where employees feel psychologically safe to share without fear of judgment is key. Encouraging authenticity and fostering an environment of mutual respect and support can alleviate the pressures that lead to under-sharing or oversharing.
Training and Awareness
Educating employees about healthy communication boundaries and the importance of balanced sharing can mitigate extremes. Workshops on emotional intelligence, self-awareness, and empathy can be instrumental in cultivating a more understanding and communicative workplace.
The psychology of sharing in the workplace is a nuanced and multifaceted subject. Understanding the underlying psychological motivations for how and why people share information is crucial for leaders and HR professionals. By addressing these psychological needs and fostering an environment of trust, authenticity, and open communication, organizations can create a more harmonious and effective workplace.
