Introduction

Negotiation is often perceived as an art mastered only by a select few, but in reality success in negotiations is determined less by natural talent and more by learned skills. The problem is that many of these skills are misunderstood, mainly thanks to persistent myths that lead people to adopt counterproductive strategies. Whether you’re negotiating a salary, a contract, or a business deal, falling for these myths can cost you money, opportunities, and valuable relationships. This article exposes some of the most damaging negotiation myths and offers some expert-backed alternatives to help you secure better deals. But don’t worry, we won’t be quoting from The Art of the Deal

Myth 1: ‘Win-Win’ is always the best outcome

The term ‘win-win’ is often thrown around as the gold standard in negotiations, but the reality is more complex. While mutually beneficial agreements are ideal, the pursuit of ‘win-win’ can sometimes lead negotiators to concede too much, too soon. You may want what’s best for your negotiating partners, but that doesn’t mean they want what’s best for you. A study by Harvard Business School backs this up. It found that negotiators who aim for ‘win-win’ tend to reveal too much information too early, weakening their bargaining position [1]. In contrast, skilled negotiators focus on value creation and value claiming. This means understanding when collaboration is beneficial and when a more assertive approach is required.

Instead of focusing solely on the idea of a perfect ‘win-win,’ it’s better to assess the situation strategically. If there’s room to expand the pie — meaning, creating value that both parties can enjoy — then a win-win approach may be applicable. But if it’s about splitting existing resources, focusing on the claim might take precedence. Being overly optimistic about ‘win-win’ scenarios can lead to failure if one party gives too much.

The Fix: Instead of blindly aiming for a ‘win-win’ outcome, assess the situation carefully. Are there opportunities to expand the pie before dividing it? Can you trade something of low value to you for something of high value from the other party? Strategic thinking should take precedence over feel-good platitudes. Be ready to recognise the difference between negotiation opportunities where collaboration is key and where a more aggressive stance is necessary.

Myth 2: The first offer should always come from the other side

Many people believe that letting the other party make the first offer provides an advantage by giving insight into their expectations. However, research on ‘anchoring bias’ suggests otherwise.

Anchoring bias occurs when the first piece of information provided in a negotiation serves as a psychological anchor, influencing all subsequent discussion. Research shows that the first offer has a disproportionate impact on the final agreement. A study published in the Journal of Personality and Social Psychology found that the first offer in a negotiation heavily influences the final outcome, with those making the initial offer often securing better deals [2]. This is because the first figure presented acts as a psychological anchor, shaping the negotiation around it.

The initial offer sets the stage for success. Simon Bedard, CEO at Exit Advisory Group, offers some strategies in Forbes as to how to make sure your first move is strong [3]. Firstly, aim high but not outlandishly so. Bedard says you want to give yourself negotiation room without alienating the other party with unrealistic figures. He highlights how setting a high anchor gives you room for compromise, allowing the negotiation to proceed with a better outcome. Another tactic is using precise numbers instead of round ones — $497,000 rather than $500,000, for example — which can suggest you’ve done thorough valuation homework. This level of detail can be persuasive because it implies a well-founded rationale behind the offer. Research has shown that this technique increases the likelihood of your position being taken seriously and accepted.

The Fix: Rather than waiting for the other party, make the first offer — provided you’ve done your research. Setting an ambitious yet reasonable anchor forces the negotiation to start on your terms and increases the likelihood of a favourable outcome. Additionally, when you make that first offer, refrain from revealing all your cards. Hold back some concessions until later stages of the negotiation. The exchange should be gradual, which helps maintain leverage.

Lastly, understand when to reveal certain cards by withholding some concessions until later stages; let them unfold gradually as part of strategic exchange rather than laying everything out from the start. Your aim should always be a deal that feels like success on both sides — one where neither walks away feeling short-changed but empowered by fair play and mutual respect cultivated throughout discussions.

Myth 3: You should always mirror the other party’s behaviour

Popular negotiation advice suggests that mirroring — subtly copying gestures, tone, posture and speech patterns — helps build rapport and increases the chances of reaching an agreement. While there is some truth to this, excessive mirroring can backfire if it appears insincere or manipulative.

A 2022 study found that while subtle mirroring can enhance trust, overt mirroring often leads to discomfort and suspicion [4]. Overuse of this technique can make the other party feel as if they are being manipulated, reducing overall trust. When you mirror someone too much, the person can feel like they’re being played. People are perceptive, and if they sense something isn’t authentic, they will often disengage.

The Fix: Build rapport naturally through active listening and genuine engagement rather than mechanically copying the other person’s behaviour. Negotiations work best when the two sides foster a genuine connection. You don’t have to make a new best friend, but at least treat your negotiating partner with sufficient respect to not pretend to be what you’re not.

Myth 4: More information equals more power

While preparation is crucial, the belief that more information always leads to better outcomes is misleading. Overloading the negotiation with too many details can overwhelm the other party or cause ‘analysis paralysis,’ delaying decisions.

Research shows that negotiators who focus on a few key arguments rather than an exhaustive list tend to be more persuasive [5]. When there’s too much information on the table, the negotiation can become muddled, and the focus shifts away from key issues, which weakens your bargaining position. Rather than overwhelming the other party with all of your data and background, focus on presenting the most relevant points that directly support your case.

The Fix: Focus on delivering a concise, compelling argument supported by a few strong data points rather than bombarding the other side with excessive details. Instead of listing all possible reasons why you deserve a salary increase, for example, concentrate on the key achievements that demonstrate your value to the company.

Myth 5: Negotiation is about dominance

Some people approach negotiation as a zero-sum game, believing that the most aggressive party wins. We’ve all seen this ‘hardball’ mindset reinforced by Hollywood portrayals of tough negotiators who dominate discussions and force concessions.

However, research by the American social scientist Adam Galinsky found that aggressive negotiators often achieve short-term wins but damage long-term relationships, leading to lost business opportunities [6]. Collaboration and flexibility, on the other hand, secure better long-term results because they build trust and foster positive relationships. Strong, enduring partnerships are built through respect and mutual understanding, not by forcing someone into a corner.

The Fix: Instead of focusing solely on winning at all costs, balance assertiveness with relationship-building. The best negotiators know when to push and when to listen. By prioritising trust and respect over dominance, you can achieve better long-term results and build relationships that lead to future opportunities. Globally renowned negotiation expert William Ury suggests ‘going to the balcony’ before any negotiation, by which he means taking a step back to gain perspective [7]. By ‘going to the balcony’, you can get an idea of what it is you actually want. That way, once you’re in the negotiation, you don’t waste your time on peacocking power battles, instead you can commit to pursuing your clear and specific goals. Leave the posturing to the other side.

Myth 6: Negotiation is all about price

Price is often the focal point of negotiations, but an excessive focus on it can lead to missed opportunities. Deals often fail not because of price disputes, but because negotiators ignore other crucial factors such as timelines, terms, added value, and relationship quality.

In his book Negotiating the Impossible, Deepak Malhotra found that negotiators who broaden the discussion beyond price achieve better outcomes [8]. By expanding the conversation to include service levels, guarantees, and delivery terms, you increase the likelihood of finding common ground. Focusing on price alone can lead to a ‘race to the bottom,’ where one party ultimately feels short-changed. Negotiating for value, however, ensures that both parties walk away satisfied with the terms.

The Fix: Instead of fixating on price, explore other negotiable elements. If price reductions aren’t possible, consider requesting better payment terms, added features, or exclusive benefits that increase the deal’s overall value. Often, offering non-monetary benefits can help create a deal that’s more satisfactory to both sides.

Overcoming the myths

Negotiation success is not about following outdated maxims or playing psychological games. It’s about understanding the real dynamics at play, leveraging research-backed strategies, and being flexible in your approach. As William Ury suggests, “The key mistake people make when navigating conflict at work is not taking the time to negotiate with themselves first” [9]. By abandoning these common myths and embracing proven negotiation techniques, you can avoid costly mistakes and secure better outcomes in business and beyond.

More on Negotiation

A Master Class in Negotiation with Simon Horton – Podcast

Rules for Top Executives: Mastering the Art of Job Offer Negotiation

The Power of Silence

How to Argue and Why we Should

Sources

[1] https://hbr.org/2015/12/emotion-and-the-art-of-negotiation

[2] https://psycnet.apa.org/doi/10.1037/0022-3514.81.4.657

[3] https://www.forbes.com/councils/forbesbusinesscouncil/2024/05/17/essential-tips-for-negotiating-the-best-possible-deal/#:~:text=Timing%20And%20Pacing%20Your%20Negotiations,toward%20a%20more%20favorable%20position.%20ChatGPT%20said:

[4] https://pubmed.ncbi.nlm.nih.gov/34541953/

[5] https://www.rhetoricinstitute.edu.gr/wp-content/uploads/2017/09/fisher-getting-to-yes.pdf

[6] https://vlab.virginia.edu/cfs-file/__key/communityserver-discussions-components-files/27/1-_2D00_-When-to-Make-the-First-Offer-in-Negotiations_5F00_HBS-Working-Knowledge.pdf?utm_source=chatgpt.com

[7] https://www.forbes.com/sites/melodywilding/2024/03/20/how-to-negotiate-for-anything-at-work-according-to-harvards-top-expert/

[8] https://www.hbs.edu/faculty/Pages/item.aspx?num=50562#:~:text=In%20Negotiating%20the%20Impossible%2C%20I,odds%20in%20complex%20business%20situations.

[9] https://www.forbes.com/sites/melodywilding/2024/03/20/how-to-negotiate-for-anything-at-work-according-to-harvards-top-expert/

Introduction

Every day, we make thousands of decisions — what to wear, what to eat, how to respond to an email, or whether to take a new job offer. While some decisions are automatic and require little thought, others shape our careers, relationships, and long-term well-being. The way we make decisions is influenced by cognitive biases, external pressures, and even the way we process our thoughts. Understanding the psychological mechanisms behind decision-making can help us make better choices, avoid common pitfalls, and gain confidence in our judgements.

Invisible forces

While we often believe we are rational decision-makers, research shows that biases play a significant role in how we perceive information and make choices. For instance, the framing effect influences our decisions based on how options are presented. A study at the University of Michigan demonstrated that participants who wrote about their choices before making them were more confident and made less biased decisions compared to those who did not [1]. This suggests that our decision-making improves when we take time to externalise our thoughts rather than react impulsively.

Similarly, the sunk cost fallacy — a bias where people continue investing in a failing endeavor due to previously spent resources — can cloud judgement. If you’ve ever sat through a terrible movie simply because you paid for the ticket, you’ve experienced this firsthand. When we recognise these biases, we can pause and question whether our decisions are being driven by rational evaluation or emotional attachment.

Cognitive load

The sheer number of decisions we make daily is staggering. Studies estimate that adults make anywhere from 33,000 to 35,000 decisions each day, most of them unconsciously [2]. With so many micro-decisions happening simultaneously, our brains rely on cognitive shortcuts to function efficiently. However, when faced with complex decisions — such as negotiating a salary, choosing an investment, or responding to an ethical dilemma — this reliance on mental shortcuts can backfire.

One significant issue is decision fatigue, a psychological phenomenon where the quality of our decisions deteriorates after prolonged decision-making. Research has shown that judges are more likely to grant parole early in the morning than later in the day, suggesting that as mental resources deplete, people resort to default choices [3]. To mitigate decision fatigue, strategies like automating routine choices (such as meal prepping or wearing a signature outfit) can free up mental bandwidth for more important decisions.

Another challenge is choice overload. When presented with too many options, people often become paralysed and either delay decisions or make impulsive ones. Studies have shown that consumers presented with six options were more likely to make a purchase than those given 24 options [4]. This suggests that simplifying choices, whether in business or personal life, can lead to more decisive and satisfying outcomes.

The role of emotion

Contrary to the belief that emotions hinder decision-making, they actually play a crucial role in helping us weigh outcomes and assign value to different choices. However, unchecked emotions can lead to reactive and impulsive decisions. One effective way to counteract this is by creating psychological distance from the decision. Studies show that when people imagine making a decision on behalf of someone else, they tend to think more rationally and strategically, reducing emotional biases [5].

For example, a manager dealing with a workplace dispute might feel compelled to side with a long-time employee due to personal rapport, but if they step back and ask, “What would I advise a friend in this situation?” they are more likely to arrive at a fairer resolution. Techniques like taking a break before making a high-stakes decision or writing down concerns can also help create this necessary distance.

Additionally, the concept of temporal distance plays a role in how we evaluate decisions. Research suggests that when people consider the long-term consequences of a choice rather than focusing on immediate gratification, they tend to make better decisions [6]. This is particularly relevant in financial and career decisions, where the benefits of patience and delayed gratification are well-documented.

The power of reflection

One of the most effective tools for improving decision-making is structured reflection, particularly through writing. Julia Cameron’s concept of “morning pages” — three pages of stream-of-consciousness journaling first thing in the morning — has been widely adopted beyond creative circles as a way to clarify thoughts and enhance decision-making [7].

A personal account highlights this well: An employee facing uncertainty in a toxic work environment used morning pages to process their fears before a crucial HR meeting. By preemptively deciding how to present themselves — calmly, confidently, and without excessive justification — they navigated the conversation with clarity rather than emotional reactivity [8]. Writing allowed them to solidify their stance and avoid the common pitfalls of seeking approval or over-explaining.

Additionally, research suggests that writing about decisions before making them engages both the logical and creative sides of the brain, leading to more balanced choices. It also helps break down complex decisions into manageable components, making you less likely to feel overwhelmed. If you’ve ever made a pros-and-cons list but still felt unclear, taking it a step further by free-writing about your deeper motivations and fears can reveal hidden insights.

The benefits of experience

Experience is often touted as the key to making better decisions, but it can also create a false sense of confidence. The Dunning-Kruger effect describes how people with low expertise tend to overestimate their competence, while experts are more likely to doubt themselves [9]. This paradox can be dangerous in high-stakes environments like business or medicine, where overconfidence can lead to risky decisions.

One way to combat this bias is to actively seek feedback and challenge assumptions. Surrounding ourselves with diverse perspectives, asking critical questions, and engaging in self-reflection can help counteract the blind spots created by overconfidence. Additionally, having a decision-making framework — such as considering worst-case scenarios, seeking a devil’s advocate, or writing through the decision — can prevent knee-jerk reactions based on perceived expertise alone.

In the workplace

Workplace culture significantly influences how decisions are made. In some organisations, hierarchical structures discourage employees from questioning authority, leading to poor collective decision-making. In contrast, environments that encourage psychological safety — where team members feel comfortable expressing dissenting views — tend to produce better outcomes [10].

One effective approach is fostering a culture of “pre-mortems,” where teams imagine a future where a decision has failed and work backward to identify potential pitfalls. This method reduces groupthink and forces individuals to critically examine their assumptions before finalising a decision. Additionally, organisations that normalise writing-based reflection, such as encouraging employees to document their reasoning for major choices, can create a more thoughtful and transparent decision-making culture [11].

Practical takeaways for better decision-making

In sum, to improve decision-making, try to be aware of cognitive biases like the framing effect and sunk cost fallacy, which can skew judgement. Simplify your daily routines to conserve mental energy and prevent choice overload. Try to create psychological distance by imagining that you’re advising a friend or by journaling to cultivate deeper self-reflection. Seek diverse perspectives to challenge assumptions and uncover blind spots, and use pre-mortems or scenario planning to provide clarity in complex decisions. These strategies collectively foster a more deliberate, rational approach to making choices.

The psychology of decision-making

Decision-making is not just a logical process — it is deeply influenced by biases, cognitive load, emotions, and reflection. By understanding the psychological forces at play, we can make more confident, rational, and intentional choices. Whether through structured reflection, reducing decision fatigue, or fostering an open decision-making culture, we have the tools to improve our ability to navigate life’s countless choices. The key is not to strive for perfection, but to cultivate awareness and adopt strategies that help us make decisions with greater clarity and confidence.

More on Decision-Making

Combatting Decision Fatigue

Mastering Decisions: The Strategic Edge of Red Teaming in a Biased World

Beyond Bias: Refining Our Decisions with Nuala Walsh – Podcast

Groupthink

Sources

[1] https://hbr.org/2023/12/a-simple-way-to-make-better-decisions

[2] https://hbr.org/2023/12/a-simple-way-to-make-better-decisions

[3] https://hbr.org/1998/09/the-hidden-traps-in-decision-making-2

[4] https://globalbanking.ac.uk/blog/how-psychology-can-enhance-your-business-decision-making-skills/

[5] https://globalbanking.ac.uk/blog/how-psychology-can-enhance-your-business-decision-making-skills/

[6] https://www.accidentalpm.online/blog/the-psychology-of-decision-making-how-to-make-better-choices

[7] https://hbr.org/2023/12/a-simple-way-to-make-better-decisions

[8] https://hbr.org/2023/12/a-simple-way-to-make-better-decisions

[9] https://www.accidentalpm.online/blog/the-psychology-of-decision-making-how-to-make-better-choices

[10] https://hbr.org/1998/09/the-hidden-traps-in-decision-making-2

[11] https://hbr.org/2023/12/a-simple-way-to-make-better-decisions

Introduction

There was mass shock this week when DeepSeek, a Chinese artificial intelligence (AI) company, emerged out of nowhere as a formidable player in the global AI landscape, challenging long-held assumptions about what it takes to develop cutting-edge models. Founded in 2023 and based in Hangzhou, DeepSeek became the most downloaded free app in the US just a week after it was launched. Why all the fuss? DeepSeek produced an open-source large language model (LLM) that rivals those of established Western firms, but for a fraction of the price.

The stock market reacted in panic to this shakeup of the race for AI dominance. The share price of Nvidia –– the company behind the advanced chips that dominate many AI investments –– plummeted by roughly 17% on Monday, wiping almost $600bn (£482bn) off its market value, the greatest one-day drop ever for a US company [1]. President Donald Trump called it “a wake-up call” for the US tech industry [2]. The markets have since steadied, but the global reaction reflects the growing realisation that AI breakthroughs are no longer confined to Silicon Valley or the largest research labs; innovation is becoming more decentralised and potentially disruptive to established market leaders. This shift could have profound implications for AI development worldwide, particularly in Ireland, where a thriving tech sector is heavily invested in AI innovation.

DeepSeek and Ireland

The impact of DeepSeek’s flagship model, DeepSeek-R1, is difficult to ignore. Trained with an investment of approximately $5.6 million — compared to the estimated $100 million to $1 billion spent by American competitors — its success challenges the prevailing notion that AI progress is reserved for companies with vast financial and computational resources. Much of this efficiency comes from innovative training methodologies, including a technique known as “mixture of experts,” which ensures that only the necessary computational resources are activated at any given time. This reduces energy consumption and operational costs while maintaining high performance, making AI more accessible to businesses, research institutions, and governments that might otherwise be priced out of the AI race.

For Ireland, a country that has positioned itself as a European hub for technology and artificial intelligence, DeepSeek’s rise presents both opportunities and challenges. The country’s status as a home to major multinational tech companies means that shifts in AI development strategies will have direct consequences for its economy and workforce. At the same time, Ireland’s strong research institutions and dynamic startup ecosystem are well-positioned to capitalise on the democratisation of AI technology.

The shift towards more efficient AI development could encourage Ireland’s own AI research initiatives, for example. DeepSeek’s success demonstrates that cutting-edge AI can be built with relatively limited resources, provided that innovative techniques are employed. Irish universities and research institutions could take inspiration from this model, focusing on efficiency-driven AI methodologies that align with Ireland’s strengths in software development and data science.

Equally, DeepSeek has made its technology open source, meaning its code is freely available for anyone to use or modify. As Mark Kelly, Founder of AI Ireland, told RTÊ, “Entrepreneurs and small to medium enterprises that are looking at this advancement are saying we can take this tech and now compete because DeepSeek has made it open source…So now, organisations can take that technology and use it to reimagine their service offering” [3]. If cultivated effectively, this could lead to new homegrown AI solutions that bolster Ireland’s position in the global AI economy.

However, there are also challenges to consider. Many of the multinational technology companies operating in Ireland have historically relied on significant investment in AI infrastructure. If DeepSeek’s approach signals a broader industry shift towards leaner, more efficient AI models, these companies may need to rethink their strategies. Some may scale back large-scale AI operations, potentially affecting employment and investment in Ireland. “We know that the US tech firms are so important to the Irish ecosystem, with the top seven companies here,” said Kelly. “The chances of this having a ripple effect are very big because they are investing six or seven hundred billion into this tech and if they don’t get the outcomes they expect then that will lead to job losses” [4]. Others may need to pivot towards AI applications that integrate more seamlessly with emerging models like DeepSeek’s, leading to shifts in workforce requirements and expertise.

It’s also necessary to consider the geopolitical aspect.

Tech wars: China vs the west

Beyond business concerns, DeepSeek’s Chinese origins raise significant geopolitical and security questions. The West has long been wary of Chinese technology companies, with concerns about data security, state influence, and national security risks driving regulatory scrutiny. The ongoing tensions surrounding TikTok in the US, including what nearly amounted to a nationwide ban due to fears of Chinese government access to user data, highlight the broader unease about China’s role in global tech. Already, Ireland and Italy have become the first countries to block the app, removing it from both the App Store and Google Play Store after the regulatory authorities in both countries raised concerns about the app’s handling of user data [5]. While the app is unavailable for download, it remains functional for users who previously downloaded it.

Voicing concern about the app prior to the ban, Fianna Fáil TD Malcolm Byrne explained: “If our data is stored in Ireland or other parts of the European Union, there are strong safeguards in place as to how that data will be used. If data is stored in China, those safeguards do not exist…The Chinese Communist Party can use its National Security Law to access this data.” [6]

The European Union has already taken steps to limit Chinese tech influence, particularly in telecommunications, with restrictions on Huawei’s 5G network equipment. DeepSeek’s emergence will prompt similar discussions in Europe with regards to AI regulation, particularly concerning data security and potential dependencies on foreign technology. Policymakers may need to consider whether safeguards should be implemented to prevent overreliance on AI models developed in geopolitical rivals. Ireland’s Data Protection Commission has already requested information from DeepSeek about data processing conducted in relation to Irish users [7].

At the same time, DeepSeek’s emergence also has significant consequences for Western AI firms. Companies like Nvidia, OpenAI, and Google DeepMind have long held dominance in AI development, but the rise of a powerful, efficient Chinese competitor could force them to adapt. This could lead to accelerated innovation in AI development, with a stronger emphasis on efficiency and cost reduction. On the other hand, it may also lead to increased trade tensions between the West and China, particularly if US or EU regulators impose restrictions on the use of Chinese-developed AI models.

Another key challenge is talent development. As AI becomes more efficient and widely accessible, the nature of AI expertise will evolve. There will be a growing need for professionals who understand not just traditional AI development, but also efficient training methodologies, AI ethics, and real-world applications of these technologies. Ireland’s educational institutions must keep pace with these shifts, updating curricula and expanding AI-focused programs to prepare the next generation of talent for a rapidly changing industry. Already there are concerns the country is falling behind, with John Clancy, founder and CEO of the Irish firm Galvia AI, arguing that “we are sleepwalking into inertia in this part of the world…We need to wake up.” [8]

What next?

Looking ahead, Ireland has an opportunity to position itself as a leader in ethical and efficient AI. By fostering closer collaboration between academia, industry, and government, the country can develop innovative AI solutions tailored to its economic and societal needs. Supporting startups and SMEs in AI-driven sectors will also be essential, as they are often the quickest to adapt to new technologies and business models.

In many ways, DeepSeek’s emergence marks a turning point for the global AI industry. It challenges the notion that only the largest and most well-funded companies can drive AI progress, opening the door for more decentralised innovation. For Ireland, this presents a unique moment to embrace these changes, leveraging its tech ecosystem, regulatory expertise, and research capabilities to carve out a distinct role in the future of AI. By doing so, it can ensure that it remains not just a participant in the AI revolution, but a leader in shaping its trajectory.

Sources

[1] https://www.usatoday.com/story/money/markets/2025/01/28/wall-street-stock-market-nvidia-rebound-deepseek/77990744007/#:~:text=Nvidia%20shares%2C%20which%20shed%20almost,U.S.%20company%2C%20recovered%208.82%25.

[2] https://www.bbc.co.uk/news/articles/c4gpq01rvd4o

[3] https://www.rte.ie/news/ireland/2025/0128/1493478-deep-seek-ireland/

[4] https://www.rte.ie/news/ireland/2025/0128/1493478-deep-seek-ireland/

[5] https://markets.businessinsider.com/news/stocks/deepseek-ai-faces-regulatory-hurdles-in-italy-and-ireland-1034288081

[6] https://www.rte.ie/news/ireland/2025/0128/1493478-deep-seek-ireland/

[7] https://www.reuters.com/technology/irish-data-regulator-requests-information-deepseek-data-processing-2025-01-29/

[8] https://www.independent.ie/business/technology/ai-entrepreneur-says-deepseeks-rise-proves-ireland-and-eu-are-sleepwalking/a103263227.html

Introduction

The high cost of childcare is a significant barrier for many families, often forcing parents, particularly mothers, to make difficult choices about their careers. In many countries, the cost of childcare rivals or exceeds the cost of housing, leaving families with little financial flexibility.

In Ireland, childcare costs are among the highest in the EU. The financial strain discourages many parents from returning to work, contributing to lower workforce participation rates and exacerbating gender inequalities. High childcare costs also have broader economic implications. When parents, particularly women, leave the workforce due to unaffordable childcare, economies lose valuable talent and productivity. Furthermore, the reduced spending power of families affects overall economic growth.

Addressing the childcare-work dilemma requires a multifaceted approach that combines increased public investment, progressive workplace policies, and cultural change. Increased public investment is critical: governments should allocate more resources to childcare, focusing on making it affordable and accessible for all families. In many EU countries, systems are in place to subsidise childcare costs for families, particularly low-income households. For example, Germany offers substantial subsidies, ensuring that parents pay fees based on their income, while France provides universal preschool (école maternelle) starting at age three, significantly reducing the financial burden on families. These models highlight how targeted policies can help alleviate the strain on working parents.

The effect of home working

The rise of remote and hybrid working models has introduced new dynamics into the childcare-work equation. While home working offers greater flexibility for parents, it also blurs the boundaries between professional and personal life, creating unique challenges.

On the positive side, remote working allows parents to manage their time more effectively, reducing the need for formal childcare and enabling greater involvement in their children’s lives. For example, a parent working from home can take a short break to pick up a child from school or attend a school event, activities that might be impossible in a traditional office setting. A number of Irish businesses have adopted a hybrid model (or continued it since the pandemic), with three-quarters of companies surveyed in a recent Dublin chamber survey saying they offered staff remote working options, with seven in 10 providing flexible working arrangements, 46% allowing flexible scheduling for all workdays, and 38% allowing employees to log off and log back on as childcare needs arise [2].

However, home working is not a quick-fix solution. Many parents struggle to balance professional responsibilities with caregiving duties, particularly when young children are at home. This dual burden can lead to decreased productivity, increased stress, and, in some cases, career penalties. Women, again, often bear the brunt of these challenges, as societal norms frequently position them as the primary caregivers. Meanwhile, the same Dublin chamber survey found that while 36% of businesses offer part-time roles or reduced hours to parents, just 11% offer the facility to job-share and only 1% said they had on-site childcare facilities or partnerships with local childcare providers in place [3]. In other words, the barrier to entry for child caregivers is still prohibitively high.

The sustainability of remote work as a solution to childcare challenges depends on organisational support. Unsurprisingly, employers that offer flexible schedules, clear boundaries around work hours, and an understanding of employees’ caregiving responsibilities are better positioned to support working parents.

Ireland

Ireland’s childcare system faces numerous challenges, making it difficult for families to balance work and caregiving responsibilities. High costs, limited availability, and workforce shortages are among the most pressing issues. Almost nine in 10 Irish businesses reported that the childcare crisis affected their ability to attract and retain staff, with a fifth of all companies describing it as the primary barrier to doing so. [4]

One of the key problems is the chronic underfunding of the childcare sector. Despite recent increases in government investment, Ireland’s public spending on early childhood education and care remains notably low. This underinvestment has resulted in high fees for parents and low wages for childcare workers, creating a vicious cycle of high costs and low quality.

“Looking at childcare costs as a share of average wages, Ireland ranks the second highest in the OECD [Organisation for Economic Co-operation and Development] and worst in Europe,” said Dublin Chamber public affairs executive Mia Finnegan. “The cost of childcare in Dublin is even higher than the national average. It is about 10 per cent higher than Cork, and 50 per cent higher than Limerick.” [5]

The gender gap

The lack of affordable childcare has significant implications for gender equality in Ireland and all over the globe. Many mothers are forced to reduce their working hours or leave the workforce entirely. In the US, 45% of mothers with children aged five and under who left the workforce during the COVID-19 pandemic cited childcare as a major reason for their departure, compared with just 14% of fathers who said the same. Additionally, 24% of the mothers with children aged five and under said they had considered reducing their hours or moving to a part-time schedule, compared with just 18% of the fathers. [6]

Efforts to address these issues have included measures such as the National Childcare Scheme in Ireland, which provides subsidies to families based on income. However, critics argue that these subsidies do not go far enough to address the underlying issues of affordability and accessibility. Until governments take decisive action to alleviate the pressure of childcare on women, any talk of their hopes for gender equality can be written off as empty rhetoric.

The creche problem

A considerable part of the problem lies in the fact that caregivers are so poorly rewarded for their work that the number of willing workers is lessening year on year. Most childcare workers struggle to cope with unexpected expenses, such as replacing a washing machine, highlighting the sector’s low pay and financial instability. Siptu has warned that creches are at serious risk of closure as poor wages drive professionals out of the sector, with the 2024 Siptu Early Years Professionals Survey revealing that 30% of managers believe recruitment and retention challenges will lead to service closures, a 6% increase since 2022. Additionally, 42% of managers reported threats of room closures, up 9% from two years prior. [7]

Workers describe the profession as deeply undervalued, with one Galway educator stating that they feel treated like “babysitters” rather than essential contributors to society. Despite the intrinsic rewards of working with children, 86% of workers cite low pay as their primary issue, followed by staff shortages, stress, and burnout, with 95% struggling to make ends meet. “The staffing crisis is continuing unabated and it is undermining quality for children and services for parents as qualified educators struggle to make ends meet,” says Siptu Head of Organising, Darragh O’Connor. [8]

The European context

Ireland’s childcare challenges are not unique; they reflect broader trends across Europe. While the EU has made childcare a policy priority, significant disparities persist between member states.

Northern European countries like Sweden, Denmark, and Finland lead the way in providing affordable, high-quality childcare. These nations have heavily subsidised systems, with fees capped as a percentage of household income. As a result, they boast some of the highest female workforce participation rates in the world.

In contrast, countries in Southern and Eastern Europe face greater challenges. Limited public investment, cultural norms around parenting, and economic constraints have resulted in lower availability and higher costs of childcare. For example, according to the OECD, in 2023, only 17.4% of Bulgarian children under the age of 3 attended formal childcare, compared to the EU average of 37.4% [9]. In contrast, Denmark has more than doubled the EU target, providing childcare to 70% of toddlers. [10]

The EU has sought to address these disparities through initiatives like the European Pillar of Social Rights, which includes commitments to affordable and accessible childcare. However, implementation varies widely, and the pandemic has strained national budgets, making further progress challenging.

Moving forward

Addressing the childcare-work dilemma requires a multifaceted approach that prioritises increased public investment, progressive workplace policies, and cultural change. Governments must allocate more resources to childcare, focusing on making it both affordable and accessible for all families. Policies such as capping fees as a percentage of household income could provide immediate relief to parents grappling with high costs. At the same time, supporting the childcare workforce is essential. Improving wages and working conditions for childcare professionals would ensure high-quality care and help address persistent staff shortages.

Promoting gender equality is another critical component, with measures such as shared parental leave and incentives for fathers to take on caregiving roles helping to rebalance childcare responsibilities within families. Employers also have a role to play by adopting flexible working arrangements that accommodate the needs of working parents, while ensuring clear boundaries to prevent burnout. On a broader level, the EU should actively set benchmarks for childcare affordability and quality, holding all member states accountable to minimum standards. This coordinated effort would help create a more equitable and sustainable system across Europe.

In Ireland, all the main political parties made pledges on childcare in advance of the general election. Fianna Fáil and Fine Gael were among the five parties to promise that they would cap childcare costs at €200 per month per child [11]. However, with the forming of government having taken place so recently, as of right now it is unclear when this might happen.

What to do about childcare?

The intersection of childcare and work is a complex and deeply consequential issue that affects families, economies, and societies as a whole. While progress has been made, significant challenges remain, particularly in Ireland and across Europe. Addressing these challenges requires bold policy action, societal change, and a commitment to equity and inclusion. By prioritising affordable, accessible, and high-quality childcare, we can create a future where all parents, regardless of gender, can thrive both at home and in the workplace.

More on Workplace Equality

Designing Workplace Equality with Sonya Lennon – Podcast

Breaking the Glass Ceiling

Why Inclusive Leadership Matters: Building Better Workplaces

Sources

[1] https://economy-finance.ec.europa.eu/system/files/2023-06/ip231_en.pdf

[2] https://www.irishtimes.com/business/2025/01/13/childcare-crisis-is-forcing-employees-out-of-the-workforce-says-dublin-chamber/

[3] https://www.irishtimes.com/business/2025/01/13/childcare-crisis-is-forcing-employees-out-of-the-workforce-says-dublin-chamber/

[4] https://www.irishtimes.com/business/2025/01/13/childcare-crisis-is-forcing-employees-out-of-the-workforce-says-dublin-chamber/

[5] https://www.businesspost.ie/news/childcare-crisis-a-challenge-for-90-per-cent-of-dublin-firms-report-shows/

[6] https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/future-of-america/the-childcare-conundrum-how-can-companies-ease-working-parents-return-to-the-office

[7] https://www.independent.ie/irish-news/creches-at-real-risk-of-closure-due-to-low-pay-as-workers-leaving-sector-in-droves/a1092012403.html

[8] https://www.independent.ie/irish-news/creches-at-real-risk-of-closure-due-to-low-pay-as-workers-leaving-sector-in-droves/a1092012403.html

[9] https://op.europa.eu/webpub/eac/education-and-training-monitor/en/country-reports/bulgaria.html?utm_source=chatgpt.com

[10] https://ec.europa.eu/newsroom/just/items/625317/en?utm_source=chatgpt.com

[11] https://www.irishtimes.com/business/2025/01/13/childcare-crisis-is-forcing-employees-out-of-the-workforce-says-dublin-chamber/

Introduction

In the realm of scientific discourse, pseudoscience presents a peculiar conundrum. It comprises ideas and theories that may appear scientific but are devoid of the rigour, methodology, and empirical evidence necessary to substantiate their claims. This blog post will delve into the nature of pseudoscience, its dangers, and how to differentiate it from genuine scientific findings.

Science Vs Pseudoscience

The distinction between science and pseudoscience is of paramount importance. Science follows a systematic method of inquiry and relies on empirical evidence (Shermer, 2010). Pseudoscience, in contrast, often lacks such rigour. Its proponents may base their beliefs on anecdotal evidence, personal experiences, or untested hypotheses, rendering them unreliable and potentially misleading (Novella, 2013). The ability to differentiate between these two domains is crucial, as it underscores the need for critical thinking and scepticism when evaluating scientific claims.

Why Pseudoscience?

The appeal of pseudoscience can be attributed to various factors, such as the desire for quick and easy solutions, the need for certainty, and the allure of unconventional ideas (Lilienfeld et al., 2001). These factors contribute to the widespread acceptance of pseudoscientific ideas, despite the lack of evidence supporting their claims.

The Dangers

The dangers of pseudoscience are manifold, ranging from wasted resources and time to misguided beliefs that can have serious consequences for individuals and society. For instance, the anti-vaccine movement has led to the resurgence of preventable diseases and the endangerment of public health (Offit, 2014).

Real-Life Examples

Several real-life examples of pseudoscience include astrology, homoeopathy, and psychic phenomena. Famous proponents of pseudoscience include television personality Dr Oz, who has been criticised for promoting questionable medical treatments (Rosner & Mercurio, 2014), and Deepak Chopra, known for his fusion of spirituality and alternative medicine (Barrett, 2003).

One example of a pseudoscientific principle is the Law of Attraction, which posits that our thoughts can directly impact our reality. Although it may be a comforting idea, little empirical evidence supports its validity (Lammers & Stapel, 2009).

It is important to note that some ideas initially categorised as pseudoscience were later proven valid. For instance, continental drift was once dismissed as pseudoscience, but it is now widely accepted as the basis for the theory of plate tectonics (Oreskes, 2002).

Defining Pseudoscience

To determine whether an idea is pseudoscientific, we can look to the “seven sins of pseudoscience” outlined by Boudry et al. (2017). These criteria include the absence of a scientific method, the use of vague or ambiguous language, and reliance on personal anecdotes, among others. Another useful resource is Carl Sagan’s “Baloney Detection Kit,” which provides guidelines for critical thinking and evaluating scientific claims (Sagan, 1996).

Conclusion

In conclusion, distinguishing between science and pseudoscience is crucial for making informed decisions and avoiding the pitfalls of false claims. By applying critical thinking and scepticism, we can better discern the truth and protect ourselves from the dangers of pseudoscience.

More On Decision-Making

Mastering Decisions: The Strategic Edge of Red Teaming in a Biased World

Combatting Decision Fatigue

Beyond Bias: Refining Our Decisions with Nuala Walsh – Podcast

Sources

Barrett, S. (2003). A close look at Deepak Chopra’s mind/body muddle. Skeptical Inquirer, 27(3), 32-37.

Boudry, M., Blancke, S., & Pigliucci, M. (2017). Philosophy of pseudoscience: Reconsidering the demarcation problem. The University of Chicago Press. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5579391/

Lammers, J., & Stapel, D. A. (2009). How power influences moral thinking. Journal of Personality and Social Psychology, 97(2), 279-289. https://doi.org/10.1037/a0015437

Lilienfeld, S. O., Lynn, S. J., & Lohr, J. M. (Eds.). (2001). Science and pseudoscience in clinical psychology. Guilford Press.

Novella, S. (2013). The skeptic’s guide to the universe: How to know what’s really real in a world increasingly full of fake. Grand Central Publishing.

Offit, P. A. (2014). Bad advice or why celebrities, politicians, and activists aren’t your best source of health information. Columbia University Press.

Oreskes, N. (2002). Plate tectonics: An insider’s history of the modern theory of the Earth. Westview Press.

Rosner, D., & Mercurio, R. (2014). Dr. Oz and the pathology of open-mindedness. Skeptical Inquirer, 38(1), 50-54.

Sagan, C. (1996). The demon-haunted world: Science as a candle in the dark. Ballantine Books.

Shermer, M. (2010). The believing brain: From ghosts and gods to politics and conspiracies—How we construct beliefs and reinforce them as truths. Times Books.

Introduction

We’ve all either experienced a toxic workplace first hand or have a clear idea in our minds of what it entails. Screaming bosses, excessive hours, harsh feedback and a general atmosphere in which people feel too afraid to make a mistake or raise a concern for fear of being excoriated in front of their peers. It exists and it’s horrible, but it’s not the only form of toxicity that can appear in the workplace…

Amidst the cultural shifts away from the more traditional brand of toxicity noted above, the trend towards a kinder, more positive outlook has been championed and adopted in the workforce and beyond. That, of course, is a good thing –– mostly. But over the past few years there’s been a growing sense that that positive approach can occasionally go too far in what has been termed “toxic positivity”. It may sound oxymoronic to lump those words together, and yet I imagine most readers can immediately envisage the type of behaviour it involves –– most of us have been on the receiving end of it at one point or another. A rampant, relentless positivity that is devoid of reality and refuses to engage with life’s real and necessary struggles is a hindrance more than it’s a help, and can be just as stifling as its opposite number.

In this article, we will explain what positivity is, how it affects individuals and the workplace more broadly, and what businesses can do to ensure that their office is not toxic in a negative or positive way.

What is toxic positivity?

The BBC defines toxic positivity as “the assumption that we should always have a positive outlook, even if we are in emotional or physical pain. It is the unrealistic idea that acting more positive and happy will make us feel better. But in reality, it’s a way of shutting down our very real and human feelings and can often make us feel worse.” [1] There is a stark difference between having a positive attitude –– which is encouraged –– and allowing that positivity to become toxic. As grief expert David Kessler puts it, “Toxic positivity is positivity given in the wrong way, in the wrong dose, at the wrong time.” [2] This form of positivity “rejects all difficult emotions in favor of a cheerful and often falsely positive façade.” [3]

It’s something we’ve all experienced –– that person who tells you to simply “cheer up” in the wake of genuinely upsetting conditions, or that “everything happens for a reason” while you are in the process of working through a job loss, financial troubles or in the throes of grief. These people are (mostly) trying to help, but there’s a minimisation of the reality of the situation that is unhelpful. We cannot simply hope that adopting a positive attitude will dissolve our problems away, rather we have to acknowledge and work through them. As the gratitude researcher Robert Emmons of UC Davis writes, “To deny that life has its share of disappointments, frustrations, losses, hurts, setbacks, and sadness would be unrealistic and untenable. Life is suffering. No amount of positive thinking exercises will change this truth” [4]. Or, to quote an unlikely source in the new Nosferatu film: “If we are to tame darkness, we must first face that it exists.” [5]

That line may have been written for a piece of vampiric fiction, but it has a basis in science too. A 2018 University of Toronto and Berkeley study found that the more we accept our negative emotions, the more beneficial it is to our mental health. Through laboratory, diary and longitudinal studies, they concluded that acknowledging our feelings reduces distress and anxiety symptoms [6]. Meanwhile bottling those feelings up has the opposite effect. “Think of emotions as a closed circuit,” says Natalie Dattilo, a clinical psychologist at Brigham and Women’s Hospital in Boston and instructor of psychiatry at Harvard Medical School. “They have to go somewhere, so they come back up, like Whac-A-Mole.” [7]

Studies have even shown that those who suppress their feelings have a higher risk of developing substance abuse problems [8]. These negative emotions exist and need an outlet; if we don’t provide one, they may seek a darker solution.

The impact of toxic positivity

Toxic positivity is prevalent in modern workplace culture and indeed in all of society. In a Science of People study, 67.8% of respondents said they had experienced toxic positivity from someone in the past week [9]. This is especially troubling given the effects on the recipients of that toxicity can be profound.

Receiving toxic positivity often results in feelings of shame, as people come to feel that their emotions are invalid and that they are wrong to be feeling them. It also causes feelings of guilt by creating an idea that there is a positive in the situation that the person struggling is simply failing to find –– it places the burden on the sufferer to simply feel better irrespective of the problem they are going through. Susan David, a psychologist and consultant at McLean Hospital in Massachusetts and the author of Emotional Agility, argues that those who opt for the “cheer up”/”it happened for a reason”/”look on the bright side” variety of positivity are partaking in a form of gaslighting. “You basically are saying to someone that my comfort in this situation is more important than your reality”, she says. [10]

It is also an avoidance mechanism. As noted, we cannot simply smile our problems away, we must face them. “Emotions are data,” says David. “They are not good or bad. They are signposts to things we care about” [11]. It’s important that we don’t shun those signposts in order to search for a non-existing, more positive road.

Toxic positivity in the workplace

Toxic positivity can be extremely harmful in the workplace. In Forbes, founder and CEO of the Compliance Search Group Jack Kelly has written of the process of “glossing”, which he defines as a form of toxic positivity that “occurs when managers, in an attempt to maintain a positive atmosphere, downplay or ignore significant challenges rather than addressing them head-on” [12]. He says this phenomenon trickles down from the leadership to the workforce and that, while bosses might believe they are alleviating anxieties and preserving workplace culture by projecting an image of “everything is fine,” this approach often backfires. “Instead of fostering a truly positive environment, it creates a disconnect between leadership and employees, leaving workers feeling unseen and ignored. This misguided strategy ultimately undermines trust, stifles open communication and can lead to a deterioration of workplace morale and productivity.”

This is backed up in the data. According to a recent Leadership IQ poll, only 15% of workers feel that their organisation consistently communicates to them the challenges it faces [13]. Meanwhile, only 24% of respondents reported that their leader always encourages and acknowledges suggestions for improvement, while 16% said that their leader never does this. Health Canal founder Erik Pham makes the case that this glossing culture, in which reality is shunned in favour of what he calls “eternal optimism”, represents a “cavalier attitude” to business in which employees end up failing to take responsibility for their failures and mistakes. [14]

Cat Colella-Graham, a coach at Coaching for Communicators, says that part of the problem is that workplaces have come to reward what she calls “culture carriers”, who serve as corporate cheerleaders, offering fake smiles and unrelenting positivity to every workplace issue rather than addressing it head on [15]. If change is to take place, it has to be grounded in reality and it has to start at the top.

The solution to toxic positivity

Writing in The Atlantic, Scott Barry Kaufman argues that the antidote to toxic positivity is “tragic optimism,” a phrase coined by the existential-humanistic psychologist and Holocaust survivor Viktor Frankl [16]. “Tragic optimism,” Kaufman argues, “involves the search for meaning amid the inevitable tragedies of human existence, something far more practical and realistic during these trying times.” Tragic optimism essentially equals a form of gratitude, albeit one that is not concentrated exclusively on the happy aspects of life. In other words, rather than feeling grateful for your family or good health, you would make the effort to say that you are grateful for any suffering you have faced, or that you are grateful for certain people who have caused you pain. “Gratitude as a fleeting emotion can come and go, but gratefulness, or “existential gratitude,” can pervade your entire life, throughout its ups and downs,” he writes. [17]

To avoid falling into the trap of toxic positivity, the Anxiety & Depression Association of America recommends avoiding words like “should” or “must”. Thinking that you “should” feel better or “must” be more positive is setting an expectation that is unhelpful. Meanwhile, if someone else is telling you their problem, avoid offering them advice –– not just of the “cheer up” variety but all advice; most of the time people just want someone to listen. The best thing you can do is be there for them and ask if there is anything you can do.

Avoiding toxic positivity

In conclusion, while fostering positivity in the workplace is generally beneficial, it’s crucial to recognise the fine line between real, helpful positivity and toxic positivity. The latter can stifle genuine emotions, hinder personal and professional growth, and create a disconnect between leadership and employees. As businesses strive to cultivate healthy environments, they must balance encouraging optimism with allowing space for authentic, sometimes difficult, emotional experiences. Embracing “tragic optimism” and fostering open, honest communication can lead to a more resilient and supportive workplace culture. By acknowledging both the challenges and triumphs, organisations can avoid the pitfalls of toxic positivity and build truly positive and empathetic environments. No matter what Monty Python say, sometimes it’s okay not to look on the bright side of life.

More On Optimism

Optimism is a Force Multiplier

How to cultivate confidence into a superpower with Ian Robertson – Podcast

Performing Under Pressure with Hendrie Weisenger – Podcast

Sources

[1] https://www.bbc.co.uk/bitesize/articles/z64yn9q

[2] https://www.wsj.com/articles/tired-of-being-told-cheer-up-the-problem-of-toxic-positivity-11635858001

[3] https://www.verywellmind.com/what-is-toxic-positivity-5093958

[4] https://www.theatlantic.com/family/archive/2021/08/tragic-optimism-opposite-toxic-positivity/619786/

[5] Nosferatu (2024). Robert Eggers.

[6] https://www.bbc.co.uk/bitesize/articles/z64yn9q

[7] https://www.wsj.com/articles/tired-of-being-told-cheer-up-the-problem-of-toxic-positivity-11635858001

[8] https://www.forbes.com/councils/forbesbusinesscouncil/2023/06/02/toxic-positivity-at-work-examples-and-how-to-deal-with-it/

[9] https://www.forbes.com/councils/forbeshumanresourcescouncil/2022/08/10/the-rise-of-toxic-positivity-and-what-you-can-do-about-it/

[10] https://www.wsj.com/articles/tired-of-being-told-cheer-up-the-problem-of-toxic-positivity-11635858001

[11] https://www.wsj.com/articles/tired-of-being-told-cheer-up-the-problem-of-toxic-positivity-11635858001

[12] https://www.forbes.com/sites/jackkelly/2024/10/11/managers-are-glossing-over-workplace-issues-and-pushing-toxic-positivity

[13] https://www.forbes.com/sites/jackkelly/2024/10/11/managers-are-glossing-over-workplace-issues-and-pushing-toxic-positivity

[14] https://www.forbes.com/councils/forbesbusinesscouncil/2023/06/02/toxic-positivity-at-work-examples-and-how-to-deal-with-it/

[15] https://www.forbes.com/councils/forbeshumanresourcescouncil/2022/08/10/the-rise-of-toxic-positivity-and-what-you-can-do-about-it/

[16] https://www.theatlantic.com/family/archive/2021/08/tragic-optimism-opposite-toxic-positivity/619786/

[17] https://www.theatlantic.com/family/archive/2021/08/tragic-optimism-opposite-toxic-positivity/619786/

Introduction

In an increasingly connected world, the boundaries of the traditional workplace are dissolving. Airports, train carriages, and even cramped-for-legroom economy seats are becoming extensions of the modern office. With global work rhythms operating 24/7, professionals are often left navigating a fine line between productivity and burnout.

But how do you work effectively on the move while ensuring that your time is well spent — or, occasionally, not spent at all? This article explores the practicalities of working while traveling, emphasises why switching off might sometimes be the smartest move of all, and offers insights into how to optimise your efforts while on the go.

The 24/7 work environment

The rise of remote work and ubiquitous internet connectivity has given birth to a productivity paradox. On one hand, it’s easier than ever to stay connected and efficient wherever you are. On the other, this seamless access creates an unspoken expectation to be constantly “on.”

“We’re living in an era where our devices are both our liberators and our captors,” says Laura Vanderkam, author of Off the Clock: Feel Less Busy While Getting More Done [1]. Constant connectivity has blurred the lines between personal and professional time, making it vital for workers to establish clear boundaries. As such, the daily commute, business trips, or even trips for pleasure all turn into opportunities to get ahead. As Dorie Clark writes in Harvard Business Review, “Life doesn’t stop when you’re in the air: emails still pour in, and reports and proposals are still expected” [2]. It’s the productivity mindset at its most opportunistic. But not every moment in transit should be about maximising productivity. In fact, recognising when to unplug might be as important as knowing when to log on.

Speaking to the Wall Street Journal, Mason Media co-founder Nora Ali says she welcomes flying as one of the few times she has an excuse to be unreachable. “The airport and the airplane, weirdly enough, are my happy places,” she says. “I love watching terrible movies on planes that I would dare not watch when I’m not flying” [3]. She argues that this rare chance to unplug actually leaves her better equipped for the tasks to come. “I don’t have to actually be writing emails or writing a presentation, because something else is happening.” she says. “I’m on the way.”

Clark agrees. “Taking downtime away from the grinding pace of work may enable you to be sharper once you get down to business,” she says [4]. Rest isn’t the opposite of productivity, it’s an integral part of it. She points out that numerous studies have touted the benefits of “strategic renewal.” Instead of using all of your time on the plane to plough through reports or fine-tune a presentation deck, she says, you may be better advised to take some time for yourself.

So, before taking the plunge to work on the move, first ask yourself whether you should. It could be that a bit of rest and relaxation in the form of an airport beer or in-flight movie is a better use of your time. Equally, if you need to rest but suffer from productivity guilt, try something in between the two such as listening to an informative podcast. You’re learning without expending too much energy. As Clark notes, it’s “a hands-free way to learn something new and mitigate the frustration of delays.” [5]

All that said, there are some times when work needs to be done –– and sometimes in transit is the best place for it.

Practical productivity tips for travel

As Matthew Kronsberg observes in the Wall Street Journal, “For many business travelers, everything that conspires to make flying so onerous — little personal space, few worthwhile distractions and a seemingly interminable amount of time before you land — also makes it an ideal opportunity to hunker down.” [6]

For some people, planes, trains and the like aren’t a place burdened by a gnawing feeling that you should be working, they are simply great opportunities to get ahead. “You have time to yourself that you wouldn’t normally get at home or in the office,” says Russell Ganim, the associate provost and dean of international programs at the University of Iowa. His productivity peaks while he’s shuttling between campuses and conferences around the world. He finds those “relatively quiet, relatively dark and relatively cool” long-haul flights conducive to accomplishing “nitty-gritty” administrative tasks, he said, while also putting him in the state of mind to think “a little bit more broadly and deeply” on bigger projects [7].

For some people, then, it comes naturally. The isolation and lack of distractions serve as tools for greater productivity. But what about those of us who are less naturally inclined to find our flow state at 30,000 feet? How should we go about it? Frequent flyer Hannah Herman has some tips. And given that the app In the Air, a travel management tool for frequent fliers, says that just 13% of its users work on flights [8], with most choosing to spend their time sleeping, listening to music or watching movies, it’s advice that a lot of us could do with taking.

Herman offers twelve top tips. But some are more pertinent than others. Namely, getting comfy, exploring Wi-Fi options ahead of time, preparing what exactly it is you’ll be working on beforehand, focusing on low stakes work, and opening your docs before you board [9].

She advises packing strategically for comfort — bring a sweater or travel blanket if you tend to get cold, or dress in light, breathable layers if you run warm. Meanwhile, it might be worth investing in a window seat or extra legroom to minimise interruptions and create a workspace that feels functional. As Herman notes, “If you can create a nice little nook, you’re more likely to want to do work in the first place.” [10]

Regarding Wi-Fi, Herman notes that some airlines offer free or affordable connectivity, while others charge high fees for inconsistent service. On long-haul routes, be prepared for variable performance, as Wi-Fi reliability can drop over oceans or remote areas. Knowing what to expect can help you adjust your workload accordingly. Don’t leave yourself with too much to do and dependent on a weak service to do it. Which leads onto her next points.

Plan what you’re going to do in advance of your trip and make it as low stakes as possible. Limiting your workload to confined tasks ensures that you have everything you need — documents, notes, and resources — downloaded and ready to go, so you won’t find yourself caught out. Meanwhile, keeping your work to low stakes tasks like reviewing documents, brainstorming ideas, or providing feedback on a colleague’s work allows for flexibility, not to mention less stress, while still making productive use of your time.

Finally, Herman stresses the importance of preparation when working with cloud-based tools. Opening all the documents you’ll need and enabling offline access ensures that a poor connection won’t hinder your productivity. For simpler tasks, consider using offline-friendly software or even pen and paper. Just don’t accidentally hand your notes to the flight attendant with your rubbish.

She also offers one additional important point, one that won’t help your workflow but might just improve everyone else’s: be considerate. “We’ve all seen it before,” she says, “some self-centered business person taking a call too loudly, complaining about noise in a public place, or just generally acting like their work is more important than anyone else’s comfort. Everyone hates that person, so don’t be them. Don’t encroach on other people’s physical space, be mindful of your volume while talking or typing, and please, please, please use headphones if you need to watch a Loom or listen to a voice memo.” [11]

The right mindset

Perhaps more important than any of those practical tips is this broader one: don’t stress it. We all know that travelling can be that most irritating of necessities that sets our rage dials to eleven and ensures that wherever we’re going –– be it to a conference, to work or even to a holiday –– we end up arriving in such a state that we’re no use to anyone, least of all ourselves. As such, as in all walks of life, mindset is pivotal.

If you find yourself excessively stressed, try practising mindfulness during your journey. Meditation apps or simple breathing exercises can help you remain calm and clear-headed, ensuring that your work is effective. Building a travel routine that incorporates both productivity and relaxation ensures a balanced approach to working on the go. Flexibility is equally crucial. Travel plans can be unpredictable, and adaptability allows you to make the most of unexpected delays or changes. Viewing these moments as opportunities rather than setbacks shifts your perspective and enhances your overall productivity.

“Your environment may change, but your discipline shouldn’t,” Chief Revenue Officer for EOS Worldwide Pam Kosanke reminds us. “Staying aligned with your goals ensures that travel remains a complement to your work, not a distraction” [12].

That said, if trying to get your work done is proving more a hindrance than a help then close the laptop, put down the tablet, disconnect, and stick on whatever middling rom-com the airline has lined up for you –– whatever work you’re doing is not worth working yourself into a tizzy over. It’s a 24 hour economy; we all work too much. If you need a break, take it.

How to work on the move

Working on the move is a skill that combines preparation, adaptability, and self-awareness. Whether you’re tackling low-stakes administrative tasks on a long-haul flight, brainstorming creative ideas during a train journey, or simply taking the opportunity to unplug and recharge, the key lies in recognising what works best for you in the moment. From ensuring your workspace is as comfortable as possible to preloading your documents and setting realistic goals, small steps can make a big difference. Equally, knowing when to embrace downtime or flexibility — whether by enjoying an in-flight film or recalibrating your plans when Wi-Fi disappoints — is critical to maintaining balance.

Ultimately, the productivity paradox of modern travel boils down to one question: how can you make this time serve you? Sometimes that means getting ahead on work; other times, it means allowing yourself to take a break. Whether you’re logging on or logging off, the journey is yours to navigate.

More on Stress Management

Stress Management and Leadership Through Mindfulness

Breaking the Cycle of Workplace Stress: Practical Tips to Thrive

Mindfulness in the workplace

Manage Your Energy, Not Your Time

Sources

[1] https://lauravanderkam.com/books/off-the-clock/

[2] https://hbr.org/2015/11/how-to-use-your-travel-time-productively

[3] https://www.wsj.com/lifestyle/travel/how-to-get-work-done-on-a-plane-9767b95d

[4] https://hbr.org/2015/11/how-to-use-your-travel-time-productively

[5] https://hbr.org/2015/11/how-to-use-your-travel-time-productively

[6] https://www.wsj.com/lifestyle/travel/how-to-get-work-done-on-a-plane-9767b95d

[7] https://www.wsj.com/lifestyle/travel/how-to-get-work-done-on-a-plane-9767b95d

[8] https://www.wsj.com/lifestyle/travel/how-to-get-work-done-on-a-plane-9767b95d

[9] https://zapier.com/blog/how-to-work-on-a-plane/

[10] https://zapier.com/blog/how-to-work-on-a-plane/

[11] https://zapier.com/blog/how-to-work-on-a-plane/

[12] https://hbr.org/2022/08/how-to-work-when-youre-traveling

Introduction

In today’s fast-evolving work environments, the concepts of equality, diversity, and inclusion (EDI) are no longer just ideals—they are essential to organisational success. Inclusive leadership is at the heart of these efforts, fostering workplaces where everyone feels valued, respected, and empowered to contribute. But what does it really mean to lead inclusively, and why should organisations invest in it?

Defining Inclusive Leadership

Inclusive leadership is more than just a management style; it’s an approach that prioritises recognising and valuing the unique strengths of diverse team members. Leaders in this domain create environments where individuals can thrive by promoting fairness, mutual respect, and trust. This mindset enables teams to innovate, collaborate, and adapt to challenges more effectively.

Inclusive leadership also requires self-awareness and an ability to recognise personal biases. According to Banaji and Greenwald’s (1995) Implicit Bias Theory, many of the assumptions and decisions leaders make are influenced by unconscious biases. Recognising and addressing these biases is a fundamental aspect of inclusive leadership, ensuring that actions align with equitable values.

The Benefits of Inclusive Leadership

Research highlights the profound impact of inclusive leadership on organisations and their people:

  1. Enhanced Innovation and Problem-Solving: Diverse teams bring a variety of perspectives, leading to more creative and effective solutions. Inclusive leaders foster psychological safety, encouraging team members to share ideas without fear of judgment. Studies by Javed et al. (2017) demonstrate that this approach leads to measurable improvements in innovation.
  2. Improved Employee Well-being: Employees who feel valued and included report higher levels of job satisfaction, which translates into greater retention and reduced turnover. This also creates a healthier, more supportive workplace culture. According to Brunetto et al. (2012), inclusive practices reduce stress and improve organisational loyalty.
  3. Stronger Team Performance: Inclusive leadership builds trust and cohesion within teams, helping members work collaboratively towards common goals. This is reinforced through Transformational Leadership Theory (Bass, 1985), which encourages leaders to inspire their teams to achieve beyond expectations.
  4. Better Community Engagement: For organisations that interact with diverse communities, inclusive leadership ensures representation and understanding, strengthening relationships and reputation. This is particularly critical in sectors like public services, where trust and collaboration are essential.

Overcoming Barriers to Inclusivity

Despite its many benefits, implementing inclusive leadership comes with challenges. Resistance to change is a common hurdle, often rooted in unconscious biases or deeply ingrained systems. Addressing these requires a strategic, evidence-based approach, including:

Practical Steps to Build Inclusive Leadership

Organisations aiming to embed inclusivity can follow these steps to drive meaningful change:

  1. Set Clear Objectives: Establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to align efforts with organisational priorities. For instance, measurable improvements in cultural competency can be tracked through pre- and post-training assessments.
  2. Foster a Culture of Learning: Provide ongoing training and mentorship opportunities to build awareness and skills related to inclusivity. Development centres and action learning sets are particularly effective for leadership development.
  3. Encourage Feedback and Reflection: Create safe spaces for open dialogue about diversity and inclusion, allowing leaders and teams to grow together. Reflection exercises, such as maintaining journals on EDI efforts, can deepen understanding and commitment.
  4. Leverage Diverse Talent: Actively seek input from individuals with varied experiences and perspectives, ensuring their contributions are acknowledged and integrated. As Pearson-Goff and Herrington (2014) note, diversity-driven leadership often leads to better decision-making and problem-solving.

Measuring Success

Evaluating the impact of inclusive leadership initiatives is essential to ensure they achieve their objectives. Frameworks like the Kirkpatrick Model (2006) offer a structured approach to measure learning outcomes, behavioural changes, and organisational results. Combining this with process evaluations ensures that training remains effective and adaptable over time.

The Future of Inclusive Leadership

Inclusive leadership is not a one-time initiative but an ongoing commitment to creating workplaces where everyone has the opportunity to succeed. By prioritising EDI, organisations can unlock the full potential of their workforce, driving innovation, collaboration, and long-term success.

As we navigate the complexities of modern work environments, the role of inclusive leadership has never been more critical. It’s time to embrace this transformative approach—because building better workplaces starts with leaders who lead for all.

More on Equality, Diversity & Inclusion

Diversity and Conflict for a Plural Workforce

Breaking the Glass Ceiling

Blending Skills-Based and Competency-Based Interviewing: Similarities, Differences, and Benefits

Managing an Ageing Workforce

Sources

Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Kirkpatrick Model – Provides a structured evaluation framework for training effectiveness.

Banaji, M. R., & Greenwald, A. G. (1995). Implicit Bias Theory – Discusses how unconscious biases influence decision-making and actions.

Javed, B., Naqvi, S., Khan, A., Arjoon, S., & Tayyeb, H. (2017). Impact of inclusive leadership on innovative work behavior – Highlights the relationship between inclusive leadership and innovation.

Brunetto, Y., Teo, S., Shacklock, K., & Farr-Wharton, R. (2012). Emotional intelligence, job satisfaction, and well-being – Links inclusive practices to employee retention and satisfaction.

Bass, B. M. (1985). Transformational Leadership Theory – Framework for motivating teams to exceed expectations.

Crenshaw, K. (2013). Intersectionality – Emphasises recognising individuals’ complex identities.

Pearson-Goff, M., & Herrington, V. (2014). Police leadership and diversity-driven decision-making – Highlights improved decision-making in diverse teams.

Introduction

Sam Peters, a distinguished investigative journalist, has been instrumental in bringing the hidden dangers of concussions in sports, particularly rugby union, to the forefront of public consciousness. His relentless pursuit of truth has ignited essential conversations about player safety and challenged deeply ingrained cultural norms within the sport. In a recent episode of The 1% Podcast, we delved into the critical issues surrounding concussions in rugby and the urgent need for change.

Understanding the Invisible Injury

Concussions are complex injuries that often go unnoticed or are misunderstood. Their immediate effects can range from loss of consciousness—a symptom in less than 10% of cases—to subtler signs like dizziness, nausea, sensitivity to light or sound, and balance issues. The lack of a unified definition has led to inconsistencies in diagnosing and managing concussions, hindering effective treatment and prevention.

What’s even more concerning is the cumulative impact of repeated head trauma. It’s not just the symptomatic concussions that pose a risk but also the repetitive exposure to sub-concussive blows—those smaller hits that may not cause immediate symptoms but, over time, can lead to severe long-term conditions like Chronic Traumatic Encephalopathy (CTE). This degenerative brain disease has been found in athletes who have sustained repetitive brain trauma, highlighting the grave consequences of continuous exposure.

The stories of players whose lives have been irrevocably altered by repeated head injuries are harrowing. Take, for instance, the case of Ben Robinson, a 14-year-old rugby player from Northern Ireland who tragically died after sustaining multiple concussions in a single game. His death underscores the critical need for better awareness and management of concussions at all levels of the sport.

The Evolution of Rugby: Bigger, Faster, Riskier

Since rugby turned professional in 1995, the sport has undergone significant transformations. Players have become larger and stronger, training regimes more intense, and the game itself faster and more physically demanding. This “bigger, faster, stronger” mentality has escalated the risks, resulting in an increase in high-impact collisions on the field.

The professional era introduced a level of physicality previously unseen in the sport. The speed of the game, combined with the increased size and strength of players, has led to a dramatic rise in injury rates, particularly concussions. Medical staff often find themselves overwhelmed by the sheer number of injuries, struggling to manage and treat players effectively during matches.

While making the game more exciting for spectators, this evolution has had unintended consequences. The human body, particularly the brain, is not designed to withstand such repeated high-impact forces. The long-term health implications for players are becoming increasingly apparent, necessitating a re-evaluation of training methods and gameplay strategies to prioritise safety without compromising the essence of the sport.

Cultural Barriers: The Normalisation of Risk

A significant obstacle in addressing the concussion crisis lies within the culture of rugby itself. There’s a longstanding tradition of toughness and resilience, where playing through pain is not just expected but celebrated. Injuries, including concussions, are often seen as mere hurdles to overcome rather than serious health concerns requiring attention.

This normalisation of concussions hinders efforts to improve player safety. Athletes may underreport symptoms, fearing they will be perceived as weak or risk losing their place on the team. Traditional notions of masculinity contribute to this mindset, perpetuating the “play through pain” mentality and creating an environment where seeking help is stigmatised.

Changing this culture is essential for advancing player welfare. It requires a shift in how toughness and bravery are defined within the sport. Emphasising that true strength lies in acknowledging injuries and taking necessary steps to heal can help break down these harmful barriers. Education and open dialogue are crucial in fostering a culture that values health and safety over outdated ideals.

Concussions in Women’s Rugby: An Overlooked Issue

While much attention has been focused on men’s rugby, concussion issues significantly impact women’s rugby as well. Female athletes may experience concussions differently, sometimes with more severe symptoms. Research suggests that factors such as hormonal differences and variations in neck strength could contribute to these disparities.

Moreover, evidence indicates that women are more likely to have unreported concussions. This underreporting can be attributed to a combination of societal perceptions that underestimate the risks in women’s sports and a lack of tailored education and resources. For instance, in sports like roller derby, the speed and impact can lead to severe whiplash injuries, but because the sport is less mainstream, the magnitude of potential damage is often underestimated—even by the players themselves.

Addressing gender disparities in sports medicine is vital for comprehensive athlete care. Ensuring that female players receive adequate attention, research, and protection helps create a safer environment for all athletes. It also highlights the need for inclusive studies and protocols that consider women’s unique experiences and physiological differences in sports.

Learning from Other Sports: Models for Improvement

Other sports have taken significant steps in handling concussions, offering potential models for rugby to follow. Boxing and martial arts, for example, enforce strict medical suspensions after knockouts, ensuring that athletes have sufficient recovery time before returning to competition. The NFL, following a series of high-profile concussion lawsuits, implemented measures to reduce contact during training and enhance concussion protocols.

Adapting similar practices in rugby could enhance player safety without fundamentally altering the game’s nature. Limiting contact in training sessions, enforcing mandatory rest periods following concussions, and improving education about head injuries are practical steps that can be implemented. These changes can help reduce the incidence of concussions and mitigate their long-term effects, demonstrating a commitment to player welfare.

Moreover, embracing technological advancements, such as improved protective gear and diagnostic tools, can offer additional layers of safety. Innovations like smart helmets equipped with impact sensors can help monitor hits in real time, allowing for immediate assessment and intervention when necessary.

Ethical Dilemmas: The Role of Medical Professionals

One of the most troubling aspects of the concussion crisis is the role that medical professionals have played, sometimes inadvertently, in perpetuating the problem. The ‘Bloodgate’ scandal is a stark example of compromised ethics in sports medicine. In this incident, a rugby player faked a blood injury to facilitate a tactical substitution, with the complicity of medical staff.

This case highlighted the conflicts of interest that can arise when medical professionals are employed directly by clubs. The pressure to prioritise team success over player health can lead to decisions that compromise medical ethics and endanger athletes. It raises critical questions about the responsibilities of medical staff and the structures that govern their roles within sports organisations.

Reforming this system is crucial. Proposals include establishing independent medical teams separate from clubs and organisations to ensure unbiased decision-making focused solely on athlete welfare. Eliminating conflicts of interest empowers medical professionals to uphold their duty not to harm and prioritises the health and safety of players above all else.

Balancing Tradition with Safety

Some argue that contact sports like rugby might need to be drastically altered or even banned to protect players fully. However, this raises broader concerns about where to draw the line, as many activities and sports involve risk. For instance, horse riding, cycling, and skateboarding carry potential dangers yet are widely accepted and enjoyed.

The challenge lies in balancing the preservation of the sport’s essence with the imperative of player safety. Practical changes can be implemented to reduce risks without fundamentally changing rugby. Adjusting rules to minimise high-impact collisions, improving protective equipment, and enforcing existing safety protocols more rigorously are steps that can make a significant difference.

It’s about finding a middle ground where common sense prevails over extremes. Protecting players doesn’t mean stripping the sport of its excitement or competitiveness. Instead, it involves thoughtful modifications that prioritise health while maintaining the qualities that make rugby beloved by players and fans alike.

Legal Actions and the Path to Change

Recently, there’s been a surge in legal actions taken by former players against rugby authorities over concussion-related health issues. This movement is significant for individuals seeking redress and has the potential to drive meaningful change within the sport.

These legal challenges bring heightened attention to the consequences of inadequate safety measures and can pressure governing bodies to re-evaluate their policies. Similar to the impact of lawsuits in the NFL, this scrutiny may prompt rugby organisations to prioritise player welfare more effectively, implement stricter protocols, and invest in research and education.

There’s also a broader conversation among current and former players about the risks they face. While some accept the dangers as part of the game, others are increasingly concerned about the long-term implications. This growing awareness is crucial in shifting mindsets within the sport and advocating for necessary reforms.

Overcoming Obstacles and Pushing Forward

Advocating for change in a traditional and tightly-knit community like rugby isn’t without challenges. Sam Peters has faced significant pushback, including being labelled a “rugby hater” by critics who view his efforts as an attack on the sport. Despite this, his commitment to highlighting the concussion crisis remains steadfast.

The media plays a dual role in this context. On one hand, sensationalised coverage can perpetuate a culture that glorifies dangerous play. On the other, responsible journalism brings critical issues like concussions to light, fostering public awareness and prompting discussions about player safety. As the narrative shifts, the media’s focus on promoting health and well-being becomes increasingly important.

Sam’s perseverance underscores the difficulties in addressing entrenched cultural norms and the resistance that often accompanies efforts to reform. His work exemplifies the impact that dedicated individuals can have in challenging the status quo and promoting meaningful change, even in the face of significant obstacles.

Protecting the Next Generation

For parents and coaches, managing children’s involvement in rugby safely is a pressing concern. Education is paramount. Understanding the signs of concussion, fostering an environment where reporting injuries is encouraged, and emphasising skill development over physical dominance can help reduce risks.

Schools and clubs have a responsibility to implement safety measures and ensure that young athletes are protected. This includes proper training on tackling techniques, enforcing rules that limit dangerous play, and providing adequate medical support during games and practices.

Moreover, it’s important to recognise that the sport can evolve. Adjustments at the youth level, such as modifying rules to reduce high-impact contact and focusing on non-contact versions of the game, like touch rugby, can maintain enjoyment while prioritising health. These changes contribute to a culture that values player welfare from the grassroots up.

Looking Ahead: The Future of Rugby

Reflecting on the progress made since his campaign began, Sam believes that while significant resistance remains, there’s a path to real change. Increased awareness, legal actions, and evolving attitudes toward player safety are driving forces in this transformation. The future of rugby concerning concussion protocols and player welfare hinges on continued advocacy, education, and a willingness to adapt.

Embracing technological innovations, such as advanced protective gear and improved diagnostic tools, offers hope in mitigating concussion risks. Collaboration among all stakeholders—players, coaches, medical professionals, governing bodies, and fans—is essential to implement effective solutions and ensure the sport’s sustainability.

Sam intends to continue his advocacy within rugby and expand his focus to broader issues in sports safety. His journey underscores the profound impact that persistent efforts can have in effecting change, highlighting the importance of staying engaged and committed to the cause.

Conclusion

The conversation with Sam Peters sheds light on the complex challenges surrounding concussions in rugby. It’s a multifaceted issue involving cultural norms, medical ethics, legal implications, and the delicate balance between tradition and innovation. Addressing these challenges requires collective effort and a shared commitment to prioritising player welfare.

By fostering open dialogue, implementing practical solutions, and embracing necessary changes, it’s possible to preserve the essence of rugby while ensuring the safety of those who play it. Sam’s work serves as a catalyst for this change, highlighting the uncomfortable truths that must be confronted to safeguard the future of the sport.

Ultimately, the goal is to create an environment where athletes can enjoy the game they love without compromising their long-term health. It’s about honouring the spirit of rugby while evolving to meet the demands of a modern understanding of player safety. The journey may be challenging, but with dedication and collaboration, meaningful progress is within reach.

Concussed: Sam Peters Unveils Rugby’s Uncomfortable Truths – Podcast

Introduction

Stress in the workplace is something we all experience, but it doesn’t have to be the uninvited guest that ruins our productivity and well-being. Let’s dive into why stress can get the best of us at work and explore practical ways to manage it—grounded in psychology and easy-to-apply solutions.

Why Does Workplace Stress Feel So Overwhelming?

Workplace stress often stems from the modern demand for productivity, where it feels like we must always be “on” and available. Whether it’s unrealistic deadlines, competing priorities, or just the feeling of never doing enough, stress becomes a natural response when the pressure builds. On a deeper level, stress activates our fight-or-flight response, flooding our system with adrenaline and cortisol—hormones meant to keep us alert in dangerous situations. But in the workplace, these hormones aren’t always helping; they’re just making us feel overwhelmed.

Recognising Stress Triggers Before They Take Over

The holiday season, while joyful, can also heighten workplace stress. With end-of-year deadlines, planning for time off, and the general hustle and bustle of the season, stress can feel amplified. Recognising this can help you prepare and manage more effectively.

To tackle stress effectively, it’s helpful to identify your triggers. It might be a micromanaging boss, a poorly defined role, or even that subtle pressure to respond to emails after hours. Once you identify what’s setting you off, you gain some control back—and this awareness is a crucial first step.

Building Your Stress-Resilience Toolkit

  1. Prioritise What’s Truly Important A simple but powerful exercise is to list all your tasks and rate them by urgency and importance. This can help filter the noise from the truly impactful work. The Eisenhower Matrix—which separates tasks into “urgent” and “important”—can be a fantastic tool for helping you make these distinctions and delegate effectively.

Connecting to Purpose

One often overlooked way to combat stress is by reconnecting with the purpose behind your work. Research suggests that individuals who find meaning in their jobs experience lower levels of stress, even during challenging periods. Take a few moments to reflect: what impact does your work have on others? How do you contribute to a bigger picture? These reflections can help shift your perspective and boost resilience.

Small Steps Lead to Big Changes

Stress management is a journey, and often, it’s the tiny, consistent steps that have the biggest impact. You don’t need a dramatic lifestyle overhaul—just focus on making incremental changes. Maybe start with a five-minute breathing exercise each morning or a daily walk at lunchtime. These small habits accumulate, building a buffer between you and the daily pressures of work.

Wrapping Up: Stress as a Catalyst for Change

Remember, not all stress is bad. Sometimes it’s a signal—a reminder that something isn’t quite right and needs your attention. By tuning into your stress, understanding what it’s telling you, and taking small but deliberate steps, you can transform it from an overwhelming force into a catalyst for growth and positive change.

Stress in the workplace is here to stay, but your relationship with it can evolve. With awareness and a few practical tools, you can turn down the volume on workplace stress and thrive in your professional life.

More on Stress Management

Stress Management and Leadership Through Mindfulness

Mindfulness in the workplace

Manage Your Energy, Not Your Time

Learn how to breathe for overall health and performance

Mastering your emotions for a better life with Lisa Feldman Barrett – Podcast

Introduction

Work has always been more than a means to an end. It’s a stage where we perform the roles that define us, a canvas on which we paint our aspirations. Yet, in a world that moves faster every day, where goals feel fleeting and life often seems like a string of disconnected tasks, the question of purpose has become more urgent than ever.

Purpose isn’t about chasing perfection or climbing higher than everyone else. It’s about direction — knowing why you’re doing what you do and feeling connected to something greater than yourself. Whether in business or life, purpose is the compass that keeps us steady amidst the stormy weather life throws our way.

But why has the pursuit of purpose become so crucial in the modern age? Why does it seem like so many people are hungry for something more from their work and life than just the basics? The answer lies in the way purpose influences not only the individual but the collective, shaping how we approach challenges, growth, and connection in increasingly complex times.

Beyond the daily grind

Today, people want more from work than just a pay cheque. The nine-to-five grind doesn’t cut it if it lacks meaning. The search for purpose has become a defining feature of modern life, influencing not only work but also relationships, leisure, and even self-care. In the wake of global disruptions, hybrid work models, and shifting expectations of employers, people are more willing to explore how their work connects to something bigger than themselves. Once you find that purpose, all of a sudden everything clicks into gear.

Consider this: why do some people thrive in demanding jobs while others crumble? It’s not just about skill or stamina –– it’s about connection. When work aligns with purpose, even the most mundane tasks take on meaning. A barista isn’t just making coffee, they’re creating moments of joy for their customers. A coder isn’t simply writing lines of code; they’re building tools that might change the way people live and work.

Purpose doesn’t eliminate hardship, it redefines it. Challenges become stepping stones rather than roadblocks, and successes feel richer because they’re tied to something greater than personal gain. That’s why purpose-driven work is often associated with higher job satisfaction, increased resilience, and a sense of fulfilment. It turns the ordinary into something extraordinary.

Nick Craig and Scott Snook, in their work on purpose-driven leadership, argue that “purpose is increasingly being touted as the key to navigating the complex, volatile, ambiguous world we face today, where strategy is ever-changing and few decisions are obviously right or wrong” [1]. This perspective is crucial — purpose is not about finding a simple solution in a complex world; it’s about maintaining focus and clarity amid the uncertainty. It gives us the resilience to keep moving forward when things aren’t clear and the confidence to make decisions that align with our values.

Similarly, sociologist Dr Tracy Brower points out that “purpose is critical for both people and organisations” as we face a rapidly evolving work environment, especially in the wake of recent global disruptions [2]. The need to re-motivate ourselves and ensure we attract and retain top talent is heightened, with purpose playing a central role in both personal and organisational success. Bower highlights that organisations that embed purpose into their core strategy are likely to see stronger employee engagement and greater overall success.

Nell Derick Debevoise, author of Going First: Finding the Courage to Lead Purposefully and Inspire Action, echoes this sentiment, noting that “purpose doesn’t have to address all the world’s problems or even its biggest ones” [3]. She suggests that purpose can be as simple as focusing on the problems within our “circle of influence,” thus offering a way for each of us to contribute to meaningful solutions, even if on a smaller scale. This framing of purpose reminds us that we don’t have to solve everything, but we can make an impact where we are most effective.

Meanwhile, Forbes’ editor for Communities and Leadership, Samantha Todd-Ryan, emphasises that purpose is deeply wired into us as humans. “We have an inherent desire to be part of something that’s bigger than ourselves,” she writes, acknowledging how the drive to contribute to something larger than ourselves connects to our deeper need for meaning [4]. When we can see the tangible impact of our work, whether on an individual, organisational, or societal level, it deepens our sense of purpose and motivates us to continue contributing.

Fulfilment

For individuals, purpose can be life-changing. It’s not just about happiness — it’s about fulfilment. Studies consistently show that people who live with purpose report better mental health, greater resilience, and even longer lifespans. Purpose drives us to align our daily actions with our deepest values, creating a more harmonious life.

Imagine a teacher who wakes up every day knowing they’re shaping the minds of the next generation. Even on hard days, they keep going because their work isn’t just about them. Purpose gives us a reason to rise and meet life’s challenges with a sense of determination rather than dread.

Purpose is not the exclusive domain of noble professions or lofty ambitions, however. It’s found in the mindset we bring to whatever we do. A gardener nurturing plants, a customer service representative solving problems, or a parent making breakfast for their kids — purpose is less about what you do and more about why you do it.

This intrinsic connection between purpose and personal well-being is not just anecdotal, it’s backed by science. A study published in the Journal of Affective Disorders found that people with a strong sense of purpose are less likely to experience stress and are more likely to recover quickly from setbacks [5]. Their sense of “why” provides a framework for understanding the “how.”

Indeed, Craig and Snook emphasise that “purpose is who you are and what makes you distinctive” [6]. It’s not merely a goal or a list of achievements, it’s an internal anchor that guides you through every stage of your life. It’s that which makes you uniquely you, something that those close to you would miss if it were gone.

Todd-Ryan notes that purpose is built into our DNA, adding that, “As human beings, we’re wired to connect, and part of purpose is serving others or serving the greater good” [7]. This makes purpose fundamentally social — it’s not just about individual goals, but how those goals tie into the well-being of others. The sense of meaning that comes from purposeful work contributes to greater resilience, allowing individuals to overcome obstacles and persist in the face of adversity.

Brower reinforces this idea, noting that “purpose is a belief that your life matters and that you make a difference” [8]. Aligning our work with a sense of purpose amplifies the impact of our efforts and makes even the smallest contribution feel significant. This connection to something greater than ourselves is what drives us forward, turning challenges into opportunities for growth.

Purpose at work

Purpose is not just an individual pursuit, it’s a collective one. For organisations, a strong sense of purpose can transform culture, inspire employees, and foster loyalty among customers. Purpose is no longer just a buzzword. It is the bedrock of business success, enabling companies to weather change, grow, and maintain their competitive edge.

Consider Patagonia, whose purpose — “We’re in business to save our home planet” — is more than a slogan. It’s the foundation of every decision they make, from their sustainable supply chains to their outspoken activism. This clarity inspires employees and resonates deeply with consumers.

The collective power of purpose is seen most clearly when individuals and teams unite behind a common cause. In their work with executives, Craig and Snook note that “purpose is the key to accelerating their growth and deepening their impact, in both their professional and personal lives” [9]. This deep connection to purpose doesn’t just drive business success — it fosters a greater sense of fulfilment and meaning.

Furthermore, Knowles et al. highlight that “purpose can have an impact on four business agendas,” including customer loyalty, employee engagement, governance, and overall strategy [10]. For companies to truly capitalise on purpose, it must align with their business objectives — whether it’s talent acquisition, product innovation, or global expansion. The most successful purpose-driven companies don’t treat purpose as a passing trend but rather embed it deeply within their strategy, ensuring that it contributes meaningfully to their long-term success.

Communications Director at Aker BioMarine, Lisa Miller, adds to this by noting that “purpose-driven companies grow three times faster than competitors on average,” with consumers increasingly drawn to brands with a strong sense of purpose [11]. This underscores the profound impact of purpose — not just in fostering employee satisfaction but also in attracting and retaining customers. In today’s competitive landscape, purpose is no longer just nice to have, it’s a critical business driver.

Building community

Purpose doesn’t just improve individual well-being or organisational success — it builds stronger communities. When teams share a common purpose, collaboration thrives. Employees are more willing to support one another, to listen, and to innovate.

In communities where purpose-driven organisations flourish, the ripple effects are palpable. Social responsibility initiatives, environmental sustainability programmes, and charitable endeavours are all manifestations of a collective commitment to something bigger than profits. As Brower observes, “purpose matters in many ways,” and the way we approach our work directly impacts the communities we serve [12].  Miller emphasises that “purpose is what a company and its employees must live up to each and every day” [13].

The dangers of purposelessness

Living or working without purpose is like being stuck in a hamster wheel: you’re moving, but you’re not going anywhere. This sense of aimlessness has real consequences. It can lead to burnout, dissatisfaction, and even physical health problems.

For businesses, the absence of purpose can be equally damaging. Without a clear mission, organisations become reactive, chasing profits at the expense of vision. Employees feel disengaged, and customers notice the cracks in the facade. Blockbuster is the oft-cited example. The company’s short-sighted focus on immediate profits led to its downfall. Purpose allowed Netflix to adapt and innovate while Blockbuster stagnated.

Craig and Snook further emphasise that “purpose is not some jargon-filled catch-all” [14]. It must be personal, specific, and authentic. Without it, both leaders and organisations risk falling into a cycle of superficial actions and unfulfilled ambitions. In the absence of purpose, growth is stunted, and progress becomes aimless.

Brower reinforces this by stressing that “purpose has renewed importance” as hybrid work models become more common. As people seek greater meaning in their work, the pressure to define and live by a purpose becomes even more vital for organisations aiming to engage and retain talent. Without purpose, companies risk losing their best employees, who increasingly expect their work to align with their personal values and long-term goals [15]. The Great Resignation was an example of this playing out on a grand scale.

A lifelong practice

Purpose isn’t something you find once and keep forever. It’s something you cultivate. For individuals, this starts with reflection. What truly matters to you? What makes you feel alive?

It’s not just about introspection — it’s about action. Setting meaningful goals, building strong relationships, and aligning your daily choices with your values are all ways to nurture purpose.

Organizations, too, must work to cultivate purpose. This means going beyond catchy mission statements and truly embedding purpose into their culture. It means listening to employees, aligning business practices with values, and celebrating progress along the way.

Craig and Snook suggest that “finding your leadership purpose is not easy,” and they’re right. It requires introspection and the courage to push past societal expectations to identify what truly drives you. But the reward is immense. As they put it, “When you have a clear sense of who you are, everything else follows naturally.” [16]

More on Purpose

Finding Purpose: Lessons from a Murmuration

Unpacking the Meaning of Work

Professional Meaning: Why it’s Important and How to Find it

Creating and fostering cultures of meaning

Sources

[1] https://hbr.org/2014/05/from-purpose-to-impact

[2] https://www.forbes.com/sites/tracybrower/2021/08/22/the-power-of-purpose-and-why-it-matters-now/#:~:text=Purpose%20Matters%20for%20People%20and,cardiovascular%20disease%20and%20lower%20mortality

[3] https://www.forbes.com/sites/nelldebevoise/2024/05/17/whats-the-purpose/

[4] https://www.forbes.com/sites/samanthatodd/2019/07/29/the-why-behind-our-work-what-is-purpose-and-do-we-need-it/

[5] https://www.sciencedirect.com/science/article/abs/pii/S0165032723013459

[6] https://hbr.org/2014/05/from-purpose-to-impact

[7] https://www.forbes.com/sites/samanthatodd/2019/07/29/the-why-behind-our-work-what-is-purpose-and-do-we-need-it/

[8]  https://www.forbes.com/sites/tracybrower/2021/08/22/the-power-of-purpose-and-why-it-matters-now/#:~:text=Purpose%20Matters%20for%20People%20and,cardiovascular%20disease%20and%20lower%20mortality

[9] https://hbr.org/2014/05/from-purpose-to-impact

[10] https://hbr.org/2022/03/what-is-the-purpose-of-your-purpose

[11] https://www.forbes.com/councils/forbescommunicationscouncil/2022/10/13/why-purpose-should-be-more-than-just-a-buzzword/

[12] https://www.forbes.com/sites/tracybrower/2021/08/22/the-power-of-purpose-and-why-it-matters-now/#:~:text=Purpose%20Matters%20for%20People%20and,cardiovascular%20disease%20and%20lower%20mortality

[13] https://www.forbes.com/councils/forbescommunicationscouncil/2022/10/13/why-purpose-should-be-more-than-just-a-buzzword/

[14] https://hbr.org/2014/05/from-purpose-to-impact

[15] https://www.forbes.com/sites/tracybrower/2021/08/22/the-power-of-purpose-and-why-it-matters-now/#:~:text=Purpose%20Matters%20for%20People%20and,cardiovascular%20disease%20and%20lower%20mortality

[16] https://hbr.org/2014/05/from-purpose-to-impact

Introduction

Artificial intelligence (AI) is transforming industries, reshaping economies, and redefining daily life. Whether you sit on the pro- or anti-side of the debate (or don’t feel particularly strongly either way), there’s no denying the prevalence of AI technology. Ever since ChatGPT burst into the public consciousness in 2022, AI has featured increasingly prominently in societal debates, from whether it might innocently assist us with tiresome administrative tasks to whether it is going to wipe out the entire human workforce and perhaps accelerate the speed of our species’ destruction to boot.

Those on the pro-side of the debate point to the many innovative possibilities AI might afford us, most especially in science and technology, with further breakthroughs in sectors like healthcare that are objectively exciting. Those on the anti-side tend to focus more on the human impact –– what might wide-scale job displacement do to our society going forward? And yet, one further element is often excluded from the debate: that of artificial intelligence’s ecological impact.

Behind the seamless digital experiences powered by AI lies a hidden truth: the technology is an energy-intensive beast. Its appetite for electricity, water, and rare earth metals is accelerating, creating environmental consequences that threaten to overshadow its advancements. This article explores AI’s environmental footprint, its implications, and the actions needed to mitigate its impact.

An energy goliath

A generative AI system may use 33 times more energy to complete a task than it would take with traditional software [1]. Meanwhile, one estimate posits that the amount of computational power used for AI is doubling roughly every 100 days [2]. Given there are more than 100 million users of ChatGPT every week –– not to mention the number of users on other platforms –– it’s not hard to see why energy use is skyrocketing [3].

A large amount of the ecological harm comes from the training process. Recent research shows that training GPT-3 consumed approximately 1,287 megawatt-hours (MWh) of electricity, emitting 502 metric tonnes of CO2, which is roughly equivalent to the emissions of 112 gasoline-powered cars over a year [4]. This is only the training phase. The power required for “inference” — when models process real-time queries — can account for up to 60% of AI’s total energy consumption [5]. A separate study by researchers at the University of Massachusetts showed that training a single large AI model could generate a carbon footprint of 626,000 pounds of CO2 — equivalent to five times the lifetime emissions of one car. [6]

Unsurprisingly, then, the companies responsible for pushing the AI revolution have put their sustainability credentials under pressure. Between 2020 and 2023, Microsoft’s disclosed annual emissions increased by around 40%, from the equivalent of 12.2 million tonnes of CO2 to 17.1 million tonnes [7]. Meta disclosed in 2023 that its Scope 3 emissions had increased by over 65% in just two years, from the equivalent of 5 million tonnes of CO2 in 2020 to 8.4 million tonnes in 2022. [8]

Then there’s Google, whose emissions were almost 50% higher in 2023 than in 2019 [9]. The company’s 2024 Environmental Report also reveals that its overall GHG emissions have steepled by 13% in a year since that 50% rise [10]. Speaking in the introduction to the report, Google CSO Kate Brandt and Benedict Gomes, SVP, Learning & Sustainability, said: “While we remain optimistic about AI’s potential to drive positive change, we’re also clear-eyed about its potential environmental impact and the collaborative effort required to navigate this evolving landscape.”

The data centre dilemma

AI relies on data centres to function, with these facilities housing the servers and GPUs needed to train and operate AI models. In 2023, before the AI boom really kicked off, the International Energy Agency estimated data centres already accounted for 1–1.5% of global electricity use and around 1% of the world’s energy-related CO2 emissions [11]. This figure is climbing as AI adoption expands.

A large part of the problem is that data centres generate a lot of heat and consume large amounts of water to cool their servers. According to a 2021 study, data centres in the United States use about 7,100 litres of water for each megawatt-hour of energy they consume [12]. Google’s US data centres alone consumed an estimated 12.7 billion litres of fresh water in 2021 [13]. The International Energy Agency forecasts that by 2030, AI energy consumption will make up 20% of global electricity supply if current growth trends continue. [14]

Rare earth metals and E-waste

A further issue is that the hardware powering AI — such as GPUs, CPUs, and specialised chips — relies on rare earth metals like lithium, cobalt, and nickel. Extracting these materials is energy-intensive and environmentally harmful. Mining operations contribute to deforestation, soil degradation, and significant carbon emissions. They also exploit labour, particularly in developing countries like the Democratic Republic of Congo, where cobalt mining is rife with human rights abuses.

Electronic waste (E-waste) adds another dimension to the problem. As AI-driven hardware is rapidly replaced by more advanced systems, obsolete equipment contributes to a global e-waste crisis. E-waste contains dangerous chemicals that contaminate the environment when discarded. The World Economic Forum (WEF) already projects that by 2050, generated e-waste will have surpassed 120 million metric tonnes [15]. That’s the equivalent of nearly 12,000 Eiffel Towers of waste. The increasing demand for natural resources like water and earth metals to power AI hardware is set to prove ethically divisive, as rich, tech-driven countries mine less economically developed, resource-rich countries who are both less likely to feel the benefits of AI and more likely to suffer from the environmental impacts of climate change.

Greenwashing or genuine solution?

To counterbalance its environmental costs, AI is increasingly being marketed as a tool for sustainability. Companies tout its ability to optimise energy grids, improve efficiency in logistics, and assist in climate modelling. Some reports predict that AI has the potential to help mitigate 5-10% of global GHG emissions by 2030. [16]

Google’s report said the company was “advancing climate action through AI in three key areas” [17]:

  1. Organising information: Fuel-efficient routing uses AI to analyse traffic, terrain and a vehicle’s engine to suggest the most efficient route. It’s estimated to have helped enable more than 2.9 million metric tonnes of GHG emissions reductions since the feature launched in late 2021 to the end of 2023
  2. Improving prediction: Google said it built a breakthrough global hydrological AI model and combined it with publicly available data sources to predict floods up to seven days in advance in over 80 countries
  3. Better optimisation: Green Light is an AI-based tool that helps city traffic engineers optimise the timing of traffic lights to reduce stop-and-go traffic and fuel consumption

What should be noted is that these are claims the company is making about itself. It can (and has) been accused of marking its own homework when it comes to the sustainable offering it provides regarding AI, with some allegations of greenwashing (i.e. highlighting AI’s potential benefits while downplaying its systemic environmental challenges.) For every application that reduces emissions, countless others, such as cryptocurrency mining or generative AI art, exacerbate environmental harm. How far the scales tip in one direction or the other is yet to be determined.

The future

The growth trajectory of AI is exponential. A 2024 report by the International Energy Agency warns that, if unchecked, AI’s energy consumption could double by 2026, equivalent to the annual electricity usage of Japan [18]. As AI models grow larger and more complex, they will require even more powerful hardware and data infrastructure, exacerbating the resource strain.

Moreover, the increasing reliance on AI in critical sectors — such as healthcare, finance, and autonomous vehicles — means that scaling down its usage is not a feasible option. Instead, solutions must focus on reducing its environmental impact without stifling innovation.

Solutions

The major players in the AI space are aware that the negative environmental impact of AI could be harmful to their brand image (and the planet, though we’ll let you decide which they prioritise). As such, and as Google’s above claims make clear, they are searching for solutions –– ways to make AI less severe in its energy consumption. For example, researchers are designing specialised hardware such as new accelerators, new technologies such as 3D chips, which offer much-improved performance, and new chip cooling techniques. Computer chip maker Nvidia claims its new ‘superchip’ can deliver a 30 times performance improvement when running generative AI services, while using 25 times less energy. [19]

Quantisation is also touted as an enhancement to the existing system. It reduces the numerical precision of AI calculations — which raises issues among developers — but it leads to as much as 50% computational cost savings, helping AI systems scale down computational costs to more manageable levels and reduce energy consumption [20]. Then there are the emerging technologies like neuromorphic computing, which mimics the human brain’s neural structure and uses 1,000 times less energy than traditional CPUs. [21]

AI’s dirty secret

While artificial intelligence is undeniably a powerful force for innovation and progress, its environmental costs demand urgent attention. From the staggering energy consumption and water use of data centres to the ecological devastation caused by mining rare earth metals, AI’s environmental footprint poses a significant challenge. Despite its potential to contribute to sustainability through applications in energy optimisation and climate modelling, the current trajectory of AI development risks exacerbating the climate crisis unless swift and meaningful action is taken.

The solutions exist — whether through technological advancements like more efficient chips, innovative cooling systems, and neuromorphic computing, or policy measures that incentivise greener AI practices. However, the balance between fostering innovation and mitigating harm requires a coordinated global effort. As we navigate this rapidly evolving landscape, the challenge is not just to reduce AI’s environmental impact but to ensure that its promise as a transformative tool is not overshadowed by its hidden costs. Only then can we truly harness AI as a force for good without leaving a trail of ecological destruction in its wake.

More on AI

The Ethical Minefield of Artificial Intelligence

The EU AI Act: What you Need to Know

AI – A doomsday scenario with Roman Yampolskiy – Podcast

The Unsolvable Problem of AI Safety

Sources

[1] https://arxiv.org/abs/2311.16863

[2] https://spj.science.org/doi/10.34133/icomputing.0006

[3] https://www.theverge.com/2023/11/6/23948386/chatgpt-active-user-count-openai-developer-conference

[4] https://knowledge.wharton.upenn.edu/article/the-hidden-cost-of-ai-energy-consumption/

[5] https://knowledge.wharton.upenn.edu/article/the-hidden-cost-of-ai-energy-consumption/

[6] https://www.technologyreview.com/2019/06/06/239031/training-a-single-ai-model-can-emit-as-much-carbon-as-five-cars-in-their-lifetimes/

[7] https://query.prod.cms.rt.microsoft.com/cms/api/am/binary/RW1lmju

[8] https://sustainability.fb.com/wp-content/uploads/2023/07/Meta-2023-Sustainability-Report-1.pdf

[9] https://www.gstatic.com/gumdrop/sustainability/google-2024-environmental-report.pdf

[10] https://datacentremagazine.com/technology-and-ai/googles-report-shifts-focus-onto-data-centre-emissions

[11] https://www.iea.org/energy-system/buildings/data-centres-and-data-transmission-networks

[12] https://planetdetroit.org/2024/10/ai-energy-carbon-emissions/

[13] https://news.ucr.edu/articles/2023/04/28/ai-programs-consume-large-volumes-scarce-water

[14] https://www.eweek.com/artificial-intelligence/ai-energy-consumption/

[15] https://www3.weforum.org/docs/WEF_A_New_Circular_Vision_for_Electronics.pdf

[16] https://www.bcg.com/publications/2023/how-ai-can-speedup-climate-action#:~:text=1.,related%20adaptation%20and%20resilience%20initiatives.

[17] https://datacentremagazine.com/technology-and-ai/googles-report-shifts-focus-onto-data-centre-emissions

[18] https://www.iea.org/reports/electricity-2024/executive-summary#:~:text=After%20globally%20consuming%20an%20estimated,the%20electricity%20consumption%20of%20Japan.

[19] https://www.weforum.org/stories/2024/07/generative-ai-energy-emissions/

[20] https://arxiv.org/abs/1712.05877

[21] https://www.eweek.com/artificial-intelligence/ai-energy-consumption/