Neuroscience and the Workplace

A common piece ofprofessional advice forhandling workplaceconflict is: ‘Don’t take itpersonally.’ If you often say thisto a colleague who is upset, Iencourage you to rethink yourapproach. You may as wellask them to stop their heartfrom beating. When we areupset, controlling our emotionalreaction is nearly impossiblebecause our biology is already inmotion, and trying to override thebrain’s natural threat responseis as difficult as controlling anybodily function that works onautopilot. In the short term,especially when our awarenessof ourselves is compromised, it’snearly impossible.

Maintaining clear boundariesin the workplace is essential fora smooth workflow and a positiveenvironment. However, ignoringthe impact of neuroscience canbe counterproductive and mayharm employees’ wellbeing.This is not a new concept inmanagement science. The JobDemand Control Model wasdeveloped by Robert Karasekin 1979 and later expanded byTöres Theorell and others; itsupports workplace boundariesand the neuroscience of stressresponses as being vital to thewellbeing of employees.

Employee wellbeing goesbeyond physical health and jobsatisfaction. It is a holistic stateof psychological, emotionaland physiological safety thatallows employees to thrive. Itrecognises that both past andpresent stressors, includingtrauma, influence a person’sability to engage, collaborateand perform effectively at work.This mindset is in stark contrastto what many of us have beentold since our first job: leave yourpersonal issues at home. Stayunemotional at work. Expressingfeelings is unprofessional.

Not only are these statementsdismissive, they are unrealistic.In 1994, American psychologistand researcher Stephen Porgesintroduced the PolyvagalTheory, highlighting the powerfulconnection between our bodilyexperiences and the voices andfaces of the people around us.Given that most of us spend themajority of our waking hoursat work, this dynamic plays acrucial role in our interactionswith colleagues.

At its core, the PolyvagalTheory explains that our brainsare hardwired to detect threats inour environment based on pastexperiences – without engagingthe thinking mind. Deb Dana, awell-known clinician and authorwho uses Porges’ PolyvagalTheory to heal trauma, describesthe autonomic nervous systemas working like an internal alarmsystem that is always checking:‘Am I safe?’When our brain’s radarencounters something thatresembles a past threat, astressor or hurt, our emotionalbrain takes over, triggering avisceral response before wecan consciously process what ishappening. The emotional brainsignals the body to react and therational brain temporarily goesoffline. At this point, the brain shiftsinto one of three fundamentalphysiological states to ensuresurvival: 1. Seeking connection(asking for help); 2. Flight or fight(responding with action, escapeor avoidance); 3. Freeze (shuttingdown or dissociating).

The response the brainchooses depends on the level ofperceived danger and how muchit trusts each survival state tokeep us safe in that moment.

Neuroscience is crucial toemployee wellbeing because itexplains how the body respondsto stress – and how failing tomanage this response can harmboth individuals and the businessas a whole. Put simply, stress isthe body’s reaction to somethingthe brain perceives as unsafe oras beyond our coping ability.What qualifies as ‘unsafe’ isnot just about physical danger. Itcan be anything that triggers anemotional or psychological threatbased on past experiences.A dismissive comment mightremind someone of pastrejection, triggering a defensiveresponse. A tight deadlinearound a meaningful assignmentcould activate feelings ofpressure and failure, makingit hard to focus. Ever foundyourself procrastinating at work?You are not a ‘procrastinator’or a ‘lazy worker’. It is likely thatyour brain is making you avoida task because of the stressresponse it has triggered in yourbody. A punitive boss may bringback memories of strict authorityfigures, leading to heightenedanxiety. An abusive client couldmirror past toxic relationships,pushing an employee intosurvival mode.

Since humans naturally tryto make sense of things, theseautomatic signals shape thestories we tell ourselves andinfluence how we experiencedaily life. This is how traumaaffects us.

Trauma is not the thingthat happened to you. It isthe impact left behind in yournervous system from the thingthat happened to you. It isthe story of how you survivedsomething that was too difficultor overwhelming to process. Itis our experiences with traumathat shape how we react in thepresent moment.

Trauma responses go deeperthan surface-level behaviour.They trigger biological changesthat support the body’s safetymechanisms. When we arestressed, our body activates thehypothalamic-pituitary-adrenal(HPA) axis, leading to a surge ofstress hormones. This causeschanges in heart rate and bloodpressure, breathing, digestionand muscle tension, and if notbrought back to balance, theyprevent the body from healingnaturally, eventually leading toa long list of health issuesincluding heart disease, a weakened immune response and digestive issues. Prolonged stress and dysregulation of the nervous system (the inability to bring the body back to balance) can create biological conditions that may increase cancer risk.

This may be an uncomfortable reality to acknowledge. However, how your employees feel matters – not just for their wellbeing, but also for the quality of their work. If reducing sick days is not a strong enough reason to train managers on how to support employees in managing stress, consider the fact that employees who can regulate their emotions effectively are better decision-makers, more resilient under pressure and ultimately more productive.

Then, there is the ‘B’ word: burnout. Burnout is not just about working too much – it is a sign of nervous system dysregulation, and happens when employees face prolonged stress, a lack of a sense of safety, and don’t have opportunities for proper recovery. Ignoring the role of the nervous system in workplace wellbeing doesn’t just hurt individuals; it impacts the entire organisation.

If you lead a brand, team or organisation and want to integrate neuroscience-based approaches into your workplace, the key is to cultivate a culture of psychological safety and emotional regulation.In the field of organisational wellness, this approach is known as being trauma-informed.

At its core, being trauma-informed means that you bring the body into the conversation. A trauma-informed organisation recognises that the nervous system plays a crucial role in how employees interact, communicate and perform. This means considering nervous system dynamics when designing workplace policies, including communication strategies, conflict resolution, office environments and team-building efforts. By acknowledging how stress and past experiences shape behaviour, companies can create a work culture where employees feel safe, supported and able to thrive.

This is perhaps the most crucial step. Creating a trauma-informed culture cannot be imposed from the top down, nor can it be achieved through a single workshop. Every team member – leaders included – comes to work with their own survival instincts in place, prepared to defend themselves against perceived challenges. You cannot simply force the brain to override its programming, as change is inherently uncomfortable.

However, even if employees agree to this approach as part of their jobs, it does not guarantee they will fully engage in the deep work required to cultivate safety within their own nervous systems. They must sincerely ask themselves if they want to learn how to bring about this kind of change and are willing to connect with difficult emotions as part of this process. True transformation requires willingness, consistency and trust, not just compliance. This kind of change has its challenges. Resistance may show up in mood swings, sick days, silent treatment and zoning out. But it’s not impossible.The Trauma Release and Wellness Centre in Karachi offers comprehensive training programmes for organisations that want to move towards being trauma-informed. Their founder, Aun Ali, and his team have worked with several organisations, including NGOs and a school. They are affiliated with the Arizona Trauma Institute and offer smaller, educational trainings for individuals interested in mental health-related experiences like burnout, food addiction and overwhelming anxiety.

One of the main trauma responses in any organisation is compliance, says Ali. A crucial question for a leader then becomes: how do we help team members hone the practice of seeing the difference between compliance as a trauma response and actually connecting with this work? Late last year, Ali invited my co-founder, my team and myself to begin the intentional and ongoing journey of becoming trauma-informed. As a co-lead of a wellness space, this approach quickly became essential – not just for our work, but for me personally as both an individual and an entrepreneur.

The heart of this approach is intentionality. Here is how Ali explained the process unfolding. Once employees opt in, the next step is education – helping them understand how their nervous system reacts to stress and equipping them with tools to self-regulate. This includes recognising their particular versions of the fight, freeze or fawn responses; learning techniques like movement and breath work to reset the nervous system and understanding how workplace triggers (such as tight deadlines and conflicts) activate stress responses. For example, managers can be trained to recognise signs of stress (withdrawal or irritability) so they can support team members effectively, rather than misinterpreting their behaviour as disengagement or poor performance. This is not a recommendation for managers to pose as therapists. It is about demanding excellence safely.

A trauma-informed workplace encourages openness about emotions rather than suppressing them. Employees should feel safe to name their stressors without fear of judgment or retaliation. This requires shifting workplace norms away from outdated beliefs like ‘leave your emotions at the door’. Instead of expecting employees to suppress their frustrations, a trauma-informed team might use structured check-ins where employees can briefly share how they are feeling before diving into work.

Once employees feel safe to express themselves, an effective way to help deactivate the reaction is to learn how to separate memory from the emotion, as many workplace conflicts stem from unresolved past experiences rather than the present situation. Trauma-informed organisations help employees recognise when they are reacting to old wounds rather than current realities. If an employee reacts strongly to feedback, it may not be about the feedback itself but rather an old experience of feeling unheard or undervalued. Recognising this helps them process the body’s response in a way that supports balance.

This must come from the head of the organisation, along with a sincere belief in the value of incremental change. Building a trauma-informed culture is not a quick fix and requires long-term investment. Organisations must be willing to invest in ongoing training rather than a one-time workshop. They must prioritise wellbeing initiatives in the budget, such as coaching, mental health resources and flexible work policies. Most importantly, the leadership must accept that change happens gradually and celebrate small wins along the way.

As leaders, we must model emotional regulation and psychological safety in our own interactions. This means allowing oneself to be vulnerable and transparent about stress and wellbeing, as this will normalise the conversation for your team. In short, we have to do the work. Are we ready to change the ways we have protected ourselves for so long? And are we willing to experience the discomfort that comes with change?

Many leaders will resist this approach and from my own experience, I can understand their reluctance. Shifting toward a trauma-informed workplace requires a fundamental change in how we handle conflict, stress and interpersonal dynamics. It challenges long-held beliefs about professionalism and emotional regulation. For our team, embracing this approach has been transformative. Every weekly meeting starts with a co-regulation exercise we do together as a team like breath work, stretching, tapping, humming, shaking or other self-regulation tools we have practised. It was tough at first. Some members felt overwhelmed after focusing on their breath and body. Eventually, a few months in, we began witnessing small changes in each individual and their team lead.

Once an organisation commits to being trauma-informed, the workplace no longer has space for backbiting, suppressed frustration or toxicity. Rather than allow unspoken tensions to fester, clear protocols are in place to address conflicts safely, openly and without judgment. Employees don’t have to suppress their emotions or pretend that stress doesn’t exist; rather, they learn how to navigate challenges with awareness, regulation and mutual respect.This shift does not mean eliminating difficult conversations or lowering standards – it means creating an environment where challenges are addressed in a way that promotes psychological safety, accountability and growth. Instead of brushing off emotional reactions as unprofessional, a trauma-informed workplace acknowledges them as natural responses and provides tools to manage them constructively. Organisations have the choice to make neuroscience-backed approaches part of company values, showing that wellbeing and performance are interconnected, not separate.

Saman Ghani Khan is a trauma-informed life coach and co-Founder, The Physical Wellness Centre. samanghanikhan@gmail.com