Workplaces can be chaotic, stressful and emotionally charged. But even when a work environment generally offers safety and comfort, threat responses can be activated when people feel psychologically unsafe.
Harvard Business Review shares the following threat responses employees may exhibit and how you can create a safer, more productive workplace.
- Fight. The fight response often shows up as combative behavior in meetings, arguing with co-workers or extreme defensiveness when receiving feedback. This may indicate the person feels threatened and is trying to protect themselves by using force. Managers may unintentionally reinforce this by rewarding such personalities or responding to aggression with more intense authority. Instead, show calm curiosity by lowering your tone and asking open-ended questions; reframe disagreements as collaboration; and reward cooperation over combat.
- Flight. This response emerges when the employee withdraws by declining opportunities, staying silent in meetings or disengaging from heated discussions. Managers often reinforce this by failing to notice the silence or assuming withdrawal is disengagement or lack of capability. Instead, provide space for quieter voices without putting someone on the spot; encourage and affirm contributions; and set psychological safety norms.
- Freeze. This response shows up as paralysis, with people hesitating or being unable to make a decision. This could indicate the person fears being evaluated, and managers often make it worse by pressing harder for answers, shaming hesitation or making the decision themselves. Instead, normalize uncertainty; break problems into smaller steps; and coach by asking guiding questions.
- Please/appease (fawning). This response emerges when employees always agree with leaders or take on extra work to keep people happy. This could indicate people do not feel safe voicing authentic perspectives. Managers often reinforce this by praising compliance or overloading such individuals with work. Instead, invite respectful dissent, distribute work equally and praise candor.
- Neediness (attach/cry for help). This response can show up as employees constantly seeking reassurance, leaning significantly on a manager for direction or amplifying struggles to get attention. This can indicate the person does not believe support will be consistently available unless it is demanded. Managers sometimes reinforce this by coming to the rescue or responding only when the request is communicated as urgent. Instead, offer steady support by holding regular check-ins; respond consistently rather than just urgently; and encourage autonomy.
- Checking out (collapse/submit). This response shows up as a complete shutdown, with a person disengaging or being apathetic. This means the person feels so unsafe they completely withdraw to protect themselves. Managers often reinforce collapse by labeling people as “low performers” or using pressure to motivate. Instead, approach the person with compassion by checking in to make sure everything is OK; address systemic stressors that are making them feel drained; and create rest and recovery space.
