Using psychostimulants to promote concentration and combat fatigue, beta-blockers to reduce stress and anxiety, or even hallucinogens to stimulate creativity, is this a reflection of an unrealistic performance culture? , even unhealthy, which insidiously interferes in our work environments?
You are probably saying to yourself: “This doesn’t happen in our country. » And it’s an understandable reaction, because this subject remains largely taboo and hidden. However, if you scratch beneath the surface and give people the opportunity to express themselves anonymously, you might have some surprises!
Already in 2017, 14% of Canadians said they had taken medications that year without having obtained a prescription. When you think about it, it’s far from trivial.
During a panel recently organized by the Order of Certified Human Resources Consultants, specialists declared that, although research on this subject remains fragmentary, these behaviors affect all circles: business, health, arts, politics, research or even construction. They are observed at all hierarchical levels and seem to be growing. This practice often finds its roots in university where, it seems, a sort of Ritalin cartel is operating, for example.
Of course, this is not a question of calling into question the legitimate use of medications prescribed to treat diagnosed pathologies. What is alarming is the unregulated consumption of these substances with the aim of artificially improving performance.
Cognitive doping generally arises from a desire to perform, to meet high expectations, but above all, from the fear of failure or of not measuring up. The more this practice becomes commonplace and accentuated, the more it contributes to raising the standard of performance to an unsustainable level, which puts increasing pressure on others. This is a very sad vicious circle.
Let’s be clear: performance is not a problem in itself.
A healthy performance culture is defined as an environment that supports the development of employees, enabling them to work effectively and achieve individual and collective goals.
The problem arises when this culture sets unrealistic, constantly increasing expectations that generate toxic behavior and intolerable overload. So, rather than stigmatizing users, we must look at the root causes that lead to these behaviors. Cognitive doping underlies the question of the place that performance occupies in our lives and our professional environments.
A 2022 study on “ workaholism “, led by Dahlia Namian, associate professor of sociology at the University of Ottawa, and her colleagues, concluded that “overwork has become a marker of distinction in a society that enjoins […] to maximize individual efforts to perform, stand out, remain competitive, and avoid being disqualified or excluded.” By definition, however, it is impossible for everyone to stand out.
I invite us to analyze our own prejudices; socially, many people place great value on being overwhelmed at work, as if showing that we are overly busy confirms that we are essential. Collectively, our reflection must also focus on organizational practices likely to encourage an unhealthy performance culture and, consequently, the use of “crutches” to achieve this.
Performance assessment and recognition processes as well as remuneration must be at the top of the list. Do we value achieving or always exceeding business objectives? Are the requirements constantly increasing? Do we compare each other’s performance to set salary increases?
Beyond the objectives of economic and purely business performance, I invite us to include criteria such as the quality of collaborations, autonomy and initiative. Even better, let’s imagine a bonus system for managers which would also be based on the development of the skills of their team members. Likewise, in order to promote intrinsic motivation and ensure the realism of objectives, let’s involve individuals in establishing objectives.
We can prohibit the use of substances in the workplace and promote good health practices. However, if our organizational demands convey conflicting expectations and the pace of work continues to intensify, we will only amplify the problem.
I am convinced that, among the most effective remedies to counter anxiety linked to performance in an organization, there is kindness and consistency. Ironically, these are also the best prescriptions for stimulating healthy performance.
