The biggest challenge in the workplace today isn’t burnout—it’s a state that lies somewhere between depression and flow. Many employees go through the motions, complete their tasks, and are present at work. At the same time, they lack energy, motivation, and a genuine connection to their work.
Many developments in recent years suggest that an increasing proportion of employees are dissatisfied with their situation. From “quiet quitting”—a gradual alienation from one’s work—to employee engagement, which appears to have settled at an alarmingly low level, the mood in the labor market seems fragile.
A recent survey by YouGov in collaboration with the University of Illinois Urbana-Champaign in the U.S. also shows that many employees feel they are merely drifting along in their jobs. The original English term for this is “languishing,” and it does not translate seamlessly into German. Even if the results cannot be applied one-to-one to Germany, they align remarkably well with the trends that can also be observed here.
The Origins of Languishing
The term “languishing” originates from positive psychology and was largely coined by sociologist Corey Keyes. He uses it to describe a state that lies between mental health and illness. People in this state are not acutely depressed or burned out—yet at the same time, they lack energy, motivation, and a sense of purpose.
The term became widely known to the general public primarily during the COVID-19 pandemic, when organizational psychologist Adam Grant took it up and described it as the “neglected middle ground of mental health.” Many people could relate to this description: functioning in their daily lives, but feeling little inner connection to what they do.
Why languishing is becoming relevant again right now
It is no coincidence that this issue is once again gaining prominence. The world of work is undergoing profound changes, which are causing many employees to feel insecure. Economic fluctuations, structural changes across entire industries, and, not least, the rapid development of artificial intelligence are all contributing to the perception that jobs are becoming less stable.
This perceived uncertainty has a remarkable effect: it does not necessarily lead people to actively seek out alternatives—quite the opposite. For many employees, this creates a situation in which they are dissatisfied but at the same time reluctant to give up their current position. The fear of an uncertain job market or a deterioration in their own situation reinforces the tendency to stick with what they know.
This creates a tension between dissatisfaction and stagnation. People remain in a situation that does not fulfill them without actively doing anything to change it. It is precisely this combination that fosters a sense of “drifting along”—a key breeding ground for languishing.
Causes of Languishing
Research identifies various factors that contribute to languishing. These include a lack of personal growth and a sense of meaning in one’s work. Monotonous or unchallenging tasks also play a role. Work environments that focus solely on productivity rather than engagement can also have a negative impact.
Last but not least, the social dimension plays a crucial role: a lack of connection with colleagues, a sense of not belonging, or a distant work environment can reinforce the feeling that one isn’t truly part of the whole.
What Risks Are Associated with Languishing?
First, it should be noted that languishing in and of itself does not constitute a concerning condition in the sense of a mental illness. Nevertheless, studies show that people who remain in this state over the long term have a significantly increased risk of developing mental illnesses such as depression.
This is precisely where the critical issue lies: without awareness of this condition or strategies for dealing with it, a latent risk persists. The longer languishing persists, the greater the likelihood that it will lead to serious stress.
Since the onset of the COVID-19 pandemic, mental health issues have been on the rise worldwide. The WHO identifies them as one of the main causes of impairment in daily life and the workplace. This also has economic implications: the rise in mental health issues is accompanied by significant losses in productivity.
This poses a real risk for companies. Employees who are experiencing languishing may be physically present, but they are often less engaged, less innovative, and more prone to absenteeism or turnover in the long term. The problem is less visible than burnout—but no less significant.
Measures to combat languishing
Preventing or mitigating feelings of languishing can be approached on two levels. Employees can learn specific techniques to help them feel more satisfied and resilient at work—even when conditions are less than ideal.
- Reframing: A common technique in psychotherapy. It involves trying to identify the positive aspects of a difficult situation or reminding oneself that it is temporary.
- Reaching out: Talking with family, friends, or colleagues can help you make sense of your situation and feel less isolated.
- Reset: Deliberate breaks and energizing activities—from exercise to relaxation techniques—can help you regain your balance.
At the same time, the responsibility should not rest solely with the individual. Companies have a significant influence on whether languishing develops or is reduced. A work environment that prioritizes autonomy, trust, purpose, and social connection can make a decisive difference.
In addition, clear career prospects, opportunities for growth, and an open culture of feedback are key factors. Especially in uncertain times, it is important to provide direction and give employees the sense that they have control over their own situation. Those who understand where their career can lead are more likely to keep moving forward—rather than feeling stuck.
Photos from Unsplash
