Remember when we could just go to work without turning every workplace hiccup into the next viral hashtag? Those were simpler times. These days, you can't scroll through LinkedIn without tripping over another "Great" something-or-other.
The Evolution of Workplace Drama
We've witnessed the Great Resignation (quitting jobs), followed by the the Great Regret (oops, maybe shouldn't have quit) with 72% of professionals reporting some level of regret about their job changes according to a study by Muse. Then came Great Return (back to offices, sort of), and the Great Resistance (spoiler: people aren't thrilled about that return). And now, drum roll please, we've arrived at the "Big Stay" – where employees are apparently choosing to stick around in jobs they don't love while somehow maintaining productivity. It's like watching a relationship where both parties have settled for "good enough" – not exactly inspiring, but the bills get paid.
The Buzzword Factory Doesn’t Sleep
At this rate, we're probably just months away from the "Great Shrug" (complete indifference to workplace trends), and resignation doesn’t serve people, the HR function or our organizations. While these terms might make for compelling headlines and social media engagement, they often oversimplify complex workplace dynamics that deserve deeper analysis. Research from the MIT Sloan Management Review suggests that workplace culture, not catchy trends, is the real driver of employee decisions.
Take the current "Great Stay" phenomenon. It is a perfectly rational response to economic uncertainty: employees weighing their options and choosing stability over satisfaction during unpredictable times. This behavior aligns with prospect theory, developed by Kahneman and Tversky, which explains how people make decisions under uncertainty. What doesn’t make sense, however, is that people are actually more productive!
The Real Story Behind the Headlines
The interesting part of this trend are the underlying factors at play:
Economic uncertainty makes job changes riskier and risk averse individuals will not pursue outside opportunities (van Huizen, 2019).
AI and automation is boosting productivity and creating higher levels of innovation and efficiency (Tasheva & Karpovich, 2024) regardless of satisfaction levels, generating more time and “balance” in worker’s lives. (Maybe because workers have more balance, they are less sensitive to job satisfaction needs?)
A softer job market ending despite demographic shifts (The loosening of the labor market is probably over, 2024). A soft job market is characterized by more workers than job openings.
The psychological comfort of the familiar, even when it's not ideal. Referred to as “job embeddedness” or feeling “stuck” leading to negative outcomes when employees are unable to leave unfavorable situations (Allen et al., 2016)
These aren't just trends – they're symptoms of broader societal changes:
Gen Z and Millennials expect different things from work than previous generations
Social media amplifies workplace dissatisfaction
Economic uncertainty creates risk-averse behavior
Remote work revolution changed expectations permanently
These nuances don't fit neatly into a hashtag, but they're far more valuable to understand than the latest trendy label.
The Graveyard of Inflexibility
Organizations that failed to adapt didn't just fade away – they spectacularly imploded:
Tech Giants That Fell: Compaq failed to innovate, RadioShack missed the digital revolution,Circuit City couldn't compete with online retail
Retail Casualties: Woolworths was stuck in the past, Toys "R" Us crushed by debt and competition, JCPenney failed to modernize
Other Iconic Implosions: Enron overvaluation and mismanagement, Bird with unsustainable business model, Tupperware, failed to adapt to modern selling
And the list goes on - Borders, Tower Records, Oldsmobile, American Apparel, Blockbuster, Pier 1 Imports, General Foods, PanAm, Kodak, Sports Authority, A2b Airways, DeLorean Motors, Red Lobster, 99 Cents Only, Rue 21, WeWork, Party City, Rite Aid, KC Penney, Forever 21 - all these organizations have missed the signals of cultural shifts.
The "Great" Truth
A radical thought: maybe we don't need to label every workplace trend. Research from Gallup's State of the Global Workplace shows that only 23% of employees are engaged at work – a statistic that has remained relatively stable despite all our trendy terms and supposed transformations. We need to invest energy in understanding why employees are dissatisfied, how to build more resilient workplace cultures, and what truly drives both productivity and satisfaction. Research on these factors (Soren, Ryff, 2023) suggests that meaningful work, autonomy, and growth opportunities consistently matter more than whatever trend is currently making headlines.
The Meaning Paradox
Here's where it gets interesting. The relationship between meaningful work and well-being presents an intriguing paradox in today's workplace. While research consistently shows that finding meaning in work can enhance motivation, performance, and commitment, there's a darker side to this equation. As described in the MIDUS (Midlife in the U.S.) longitudinal studies and organizational research, employees who find their work deeply meaningful may be more susceptible to exploitation and burnout.
Take zookeepers, for instance – their profound sense of purpose in caring for animals often leads them to accept poor working conditions and compensation. We saw the same with healthcare workers during Covid. This tension between meaning and workplace conditions has become particularly evident in phenomena like the Great Resignation and Quiet Quitting, where workers are increasingly rejecting the false choice between finding purpose and maintaining their well-being.
True workplace flourishing requires what scholars (and Herzberg’s 2-factor theory predicts) "just meaning" – a combination of both meaningful work and decent working conditions that together support human dignity, development, and health.
Time for Real Solutions
Instead of racing to name every workplace ripple, perhaps we should focus on:
Understanding the actual data behind employment trends (Bureau of Labor Statistics)
Analyzing the long-term implications rather than chasing quarterly narratives
Developing meaningful human-centric solutions to workplace challenges
Recognizing that workplace dynamics are usually more complex than a catchy phrase can capture
Understanding that workers are the true driver of economic value creation for companies in our service-oriented economy. We can’t simply ignore workers’ needs/preferences and believe we can still have sustainable profitable companies.
Organizations that focus on substance over style will be the ones truly prepared for whatever comes next, and survive where their less-agile and responsive competitors have failed.
Instead of hashtagging our way through workplace evolution, let's do something radical: build workplaces worth staying at – no "Great" prefix required. And if you really need a trending term to share on LinkedIn, you can always call this the "Great Reality Check."