Feeling powerless to escape a stressful situation, they respond in a way we now know is normal and predictable: by becoming passive.
shows how this bears out. Researchers gave students a sheet of paper with three anagrams to solve. Unbeknownst to the students, there were two different versions of the sheet. On one, the first two anagrams were easy; on the other, they were unsolvable. The third anagram on both sheets was the same easily solvable word.
When Seligman changed the conditions, moving the dogs onto an electrified metal plate they could easily have escaped, the dogs didn’t even try to get away. Assuming they were still powerless, they curled up on the floor, whimpered, and passively accepted their fate. They never discovered that escape was within their grasp.
The implication is profound because it means that learned helplessness really isn’t learned. Instead, shutting down and passively accepting the status quo is the normal human response to prolonged aversive events. Like a pandemic that never ends. Or a job you hate but are unable to leave. So how can organizations reverse passivity among employees to reduce quiet quitting? By giving employees— the feeling of having control over their life and choices. Managers can do this in two ways.
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