10 Sep Why People Are Attracted to Infidelity (and Why They Keep Changing Jobs): A Psychoanalytic Twist for Corporate Leaders
Infidelity – it’s a topic that has inspired endless gossip, hit songs, and, of course, psychoanalysis. But have you ever wondered why people are so often tempted to stray, not just in relationships, but also in their careers? Why do people jump ship from one job to another, much like an office version of swiping on Tinder?
Let’s take a humorous yet insightful stroll through the minds of Freud, Jung, and the modern corporate jungle. Spoiler alert: job-hopping isn’t as bad as you think!
Freud and the Unconscious Need for Change (in Jobs and Partners)
Sigmund Freud, often dubbed the founding father of psychoanalysis, believed that much of our behavior is driven by unconscious desires. His theory of the id suggests we have raw, primal urges constantly seeking satisfaction (Freud, 1923). In relationships, these urges might lead someone to infidelity as they chase newness and excitement.
Now, let’s apply that same theory to the workplace. When employees get bored, frustrated, or feel unrecognized at work, their professional “id” starts craving something new. In a job that feels stale, their unconscious mind is scanning LinkedIn like it’s a dating app, waiting for a better match to pop up.
In both cases, the lure of “something different” can feel irresistible. But this doesn’t necessarily make people bad. In fact, this desire for change might just be the mind’s way of seeking growth and avoiding stagnation, which brings us to our next psychoanalyst: Carl Jung.
Jung’s Search for Self-Actualization (or Why People Ditch Their 9-to-5)
Carl Jung, who expanded upon Freud’s work, believed that people have a deep desire for self-actualization—a fancy way of saying they want to become the best versions of themselves. According to Jung, infidelity might represent a misguided attempt at finding a more “authentic” version of the self (Jung, 1933).
In the world of business, employees leave jobs not just for higher pay but because they feel like they’re not growing or aligning with their true potential. That nine-to-five where they’re stuck in endless meetings or drowning in emails? Yeah, that’s like being in a relationship where you argue over who does the dishes every night. It’s not bringing out the best version of you.
Employees today want jobs that make them feel alive, challenged, and appreciated. This explains the increased rate of job-hopping we’re seeing. People are searching for roles that align with their personal values and skills – or, as Jung would say, they’re chasing self-actualization. And just like in relationships, that’s not a bad thing. In fact, it’s an opportunity for growth, both for the individual and the company.
But Wait, What About Loyalty?
Now, I hear the HR managers shouting from the back of the room, “But what about loyalty?!” Here’s the thing – loyalty isn’t about sticking around in a toxic relationship or a dead-end job. Freud, Jung, and every relationship counselor in the world would tell you that.
The corporate world has changed. The days of a lifelong career at one company are fading, replaced by shorter tenures that are, let’s be real, often more exciting and fulfilling. Employees are no longer willing to settle, and that’s a good thing. Their job-hopping represents ambition and the pursuit of self-fulfillment – not disloyalty.
So, What Should Corporate Leaders and Boards Do About This?
If companies want to keep their top talent from “cheating” and leaving for another employer, they need to understand these psychoanalytic principles. Here are a few ideas:
1. Create a Culture of Growth: Employees are more likely to stay if they feel like they’re continuously learning and evolving. Offer opportunities for career development, promotions, or lateral moves within the company.
2. Recognize Achievements: Freud would say that the id loves recognition, and who doesn’t? Regular praise and rewards go a long way in satisfying an employee’s need to feel valued.
3. Encourage Flexibility: People want balance and control over their work-life balance. Offering flexible schedules, remote work options, and respecting personal boundaries can make a job more attractive.
4. Foster Meaning and Purpose: Employees want more than just a paycheck—they want to feel like their work matters. Make sure your organization’s values align with the employees’ personal goals and values.
5. Stay Ahead of Stagnation: Don’t wait for your team members to get bored or feel undervalued. Frequent check-ins, new challenges, and exciting projects can keep them from swiping right on another job offer.
Conclusion: Keep the Spark Alive!
In the end, people—whether in relationships or at work—are driven by the need for fulfillment, excitement, and growth. The trend of job-hopping is not the modern equivalent of corporate infidelity; it’s employees searching for meaningful careers where they can thrive.
As a leader, it’s not just about preventing them from leaving; it’s about creating an environment where they don’t want to leave. Give them growth, give them recognition, and give them flexibility, and you’ll find that your top talent will stay committed for the long haul.
#PsychoanalysisAtWork #FreudAndJung #CorporateCulture #EmployeeRetention #LeadershipTips #HRManagement #WorkplaceWellness #JobHopping
References
Freud, S. (1923). The Ego and the Id. Hogarth Press.
Jung, C. G. (1933). Modern Man in Search of a Soul. Harcourt, Brace & Company.