Humour in the Workplace: The Downside of Forced Laughter
Key Concepts: Humour in the workplace, emotional labour, fake laughter, leadership, hierarchy, stress, anxiety, performance, bad jokes, good jokes.
Introduction: The Paradox of Humour
The video addresses the common belief that humour, particularly laughter, is beneficial in the workplace, citing research that supports its positive effects like relaxation, refocusing, and reduced blood pressure. However, it questions the uncritical application of this idea, especially when it comes to leaders and managers who may not be naturally funny. The central question posed is: what happens when a boss tells a lot of bad jokes, and what impact does this have on employees?
The Prevalence and Nature of "Faking It"
The video highlights the common practice of "faking it" in response to a boss's humour, even when the jokes are not genuinely funny. This is linked to the concept of emotional labour, where employees are expected to display certain emotions (like happiness and amusement) as part of their job, similar to service industry workers who are expected to smile and be pleasant. The question then becomes: is this forced emotional labour detrimental to employees?
Study 1: Leadership Training and Joke-Telling
A study was conducted where leaders were instructed to either increase their joke-telling or maintain their usual behaviour. After one week, those who were told to be funnier reported "faking it" more often. This "faking it" led to increased anxiety and stress, reduced focus, and difficulty in performing their work. This demonstrates that even a short-term increase in forced humour can have negative consequences.
Study 2: Controlled Humour in the Laboratory
To further investigate the impact of humour, a laboratory experiment was conducted where the amount and quality of humour were controlled. The results mirrored the findings of the first study: the more jokes told, especially if they were bad, the more negative impact it had on participants. This reinforces the idea that excessive or poor humour can hinder job performance.
Implications and Recommendations
The video argues that many bosses, encouraged by fake laughter, may overestimate their comedic abilities and create a cycle of increasingly frequent and unfunny jokes. This is identified as a potentially harmful practice. The key recommendation is that leaders should focus on telling fewer, higher-quality jokes and avoid overdoing it.
The Role of Hierarchy
The video emphasizes the importance of hierarchy in the context of forced laughter. It suggests that the negative impact of fake laughter is more pronounced when there is a significant power differential between the joke-teller and the audience. People are more likely to fake laugh at a boss's jokes due to respect for authority, and this forced laughter takes a greater toll on them. The speaker notes that this dynamic is less prevalent among friends, where genuine reactions are more common.
A Question for Leaders
The video concludes with a call to action for leaders and supervisors. They are urged to critically evaluate their own humour and ask themselves, "Are your jokes really as funny as you think they are?" The speaker suggests that the answer may be no, and that focusing on fewer, better jokes will ultimately lead to more positive outcomes in the workplace.
Conclusion: Quality over Quantity
The main takeaway is that while humour can be beneficial in the workplace, it's crucial to prioritize quality over quantity. Excessive or poor humour, especially when delivered by individuals in positions of authority, can lead to emotional labour, stress, anxiety, and reduced performance. Leaders should be mindful of their audience and strive for genuine connection rather than forced amusement.
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