'Quiet cracking' is gaining momentum, even if it remains less well-known than 'quiet quitting.' — AFP
Are you dragging your feet to the office? Doing the bare minimum, avoiding taking any initiative and feeling like you’ve lost all motivation?
Put like that, it sounds like a classic case of “quiet quitting,” a form of silent withdrawal in which you deliberately refuse to do too much.
But when this disengagement is a consequence of your work environment rather than an active choice, it’s known as “quiet cracking.”
“Quiet cracking” describes professional disengagement caused by stress and unhappiness at work. Unlike “quiet quitting” – which is a conscious choice – there is nothing voluntary or empowering about this form of disengagement.
Here, the employee withdraws to protect themselves from an environment they perceive as toxic. In short, it’s a psychological survival reaction.
The phenomenon is on the rise, even if it remains less well publicised than “quiet quitting.”
Career coach Emily Button-Lynham sees it on a daily basis.
“Toxic workplace cultures ... have led employees to feel a lack of trust and psychological safety,” she told Stylist magazine.
The signs are clear. That knot in your stomach when you arrive at the office, the urge to avoid meetings, the feeling of exhaustion when faced with projects.
But also the cynicism that sets in, the negativity that takes over, and the growing confusion about your role.
The effects can vary from person to person: some sink into apathy, others let their anger and resentment boil over.
What they all have in common, however, is a feeling of suffering the effects of their situation rather than choosing to disengage.
When work environment turns toxic
This loss of trust manifests itself in many ways. Employees no longer believe in management promises, they have growing doubts about the company’s goodwill and they feel that their skills are no longer valued.
A vicious circle then sets in.
According to the 2024 Edelman Trust Barometer, when employees feel that their bosses do not trust them, only 25% still trust their CEO, 43% their manager, and 31% their head of HR. Faced with this mutual mistrust, employees adopt a protective strategy by gradually disengaging.
Beyond issues of trust, other structural factors come into play. Typically, poor leadership plays a major role. In Britain, for example, 82% of managers find themselves in this position by accident, without adequate training, according to a study by the Chartered Management Institute.
Over time, disengagement at work can lead to burnout. — Freepik
These “accidental” managers navigate their way through their role on the fly, give contradictory instructions, and change their minds without explanation.
They generate uncertainty and apathy among their teams due to a lack of communication and people management skills. As a result, their employees end up becoming mentally disengaged.
Economic instability is also pushing companies to adopt stricter control measures.
Faced with uncertainty, they are becoming more focused on micromanagement.
This includes an increase in performance indicators, reduced flexibility, the suspension of internal development projects and a forced return to the office, without clear justification.
Employees find themselves under constant surveillance rather than being supported in their development. In this kind of stifling environment, they lose all sense of a future within their organisation. Over time, this disengagement can lead to burnout.
How to move forward
So, how can you break out of “quiet cracking”?
The first step is to identify the root causes of your unease and accept them.
“So often we try to change our feelings and direct all our energy there, when actually it’s much more beneficial to notice and sit with those feelings, then create some steps forward,” advises Emily Button-Lynham. Keeping a journal can help you see things more clearly.
Next, you need to sort out what is within your control and what is beyond your control. Visualising this distinction will help you regain control of your situation.
Then clarify your true professional aspirations, even if the exercise is daunting. This soul-searching will help you build a vision and identify the changes you need to make.
Above all, don’t despair. Employees often have more power over their situation than they think. The key is to maintain dialogue with your superiors. Present problems in a constructive manner, ask to lead a project and suggest concrete improvements. Show that you remain motivated and capable, despite the difficulties. If no improvement is forthcoming, you always have the option of leaving to find a healthier environment.
“Quiet cracking” is often more a sign of a dysfunctional environment than individual weakness. But it is by gradually regaining control, daring to discuss the issue and clarifying your expectations that you can find meaning again.
That way, you can hope to transform silent suffering into constructive dialogue. – AFP Relaxnews
