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In the dystopian world of Severance, employees undergo a surgical procedure to sever their work and personal selves, eliminating emotional distractions. The result? A sterile, efficient, but ultimately disconnected existence — devoid of meaning, empathy, and connection.
In the real world, we don’t have the luxury (or the curse) of such separation. Employees bring their whole selves to work — including their fears, frustrations, and anxieties. And increasingly, one of the most pervasive sources of distress is climate change.
A Note from the Authors
This article builds upon our previous piece, Burning Up and Burning Out, which explored how climate anxiety impacts employee well-being and organizational dynamics. Here, we take a deeper dive into the emotional landscape of climate distress — with a focus on recognizing emotional reactions, understanding fear as a driver, and managing the often-overlooked tension between anxiety and contempt. While climate change is the focal point, these frameworks can be applied to any divisive issue, from political tensions to public health crises.
Meanwhile, in the Conference Room…
Jack opened his weekly team meeting, but the tension in the room was palpable. Outside, wildfires raged, turning the sky an ominous shade of orange. A faint smell of smoke lingered, even indoors.
Sam, a junior analyst, spoke up, her voice hesitant.
“They’re saying the air quality is hazardous today,” she murmured, her anxiety evident. “Should we even be here?”
Alex, a senior team member, responded almost immediately, his tone clipped.
“We’ve got deadlines to meet. Wildfires aren’t exactly new.”
Jack felt the divide before it had a chance to deepen — Sam’s fear of immediate danger clashing with Alex’s frustration over perceived distractions. But as their supervisor, Jack also knew the complexities beneath the surface. Sam’s asthma made the smoke a genuine health threat, while Alex’s recent divorce left him craving stability and control.
Jack’s response in this moment wouldn’t just shape the meeting. It would determine how the team navigated future crises.
Understanding Climate Distress: A Silent Disruptor
Climate change is no longer just an environmental or economic issue. It’s a psychological one.
The sense of powerlessness in the face of an unfolding global crisis can trigger profound emotional responses — anxiety, fear, guilt, and even contempt. And in the workplace, where employees are encouraged to bring their “whole selves” to work, these emotions don’t stay outside the office door.
According to The Lancet Planetary Health, a youth-focused study found that:
- 4 out of 5 respondents were worried about climate change.
- 3 out of 5 were very worried.
- 2 out of 5 reported that their mental health was routinely affected.
Employees also experience a unique form of guilt — feeling complicit either as individuals or as part of organizations contributing to the climate crisis. This emotional weight permeates workplace interactions, influencing conversations and often heightening tensions.
Left unchecked, climate distress can destabilize teams, erode trust, and fracture collaboration.
The Emotional “Brace Position”: Anxiety vs. Contempt
Organizational psychologists describe two primary emotional responses to perceived threats:
- Anxiety — A fear-driven response directed at the threat itself.
- Contempt — A defense mechanism, often directed at those expressing concern.
Like all emotions, anxiety and contempt are motivators. They prompt action — or inaction. But when these responses collide in a team setting, they can derail productivity and fracture relationships.
Anxiety arises when employees fear personal harm, loss of stability, or disruption of routines. Sam’s concern about the wildfires was rooted in real, tangible health risks. But if her fear remains unaddressed, it could lead to disengagement, frustration, or even silent resentment.
Contempt, on the other hand, masks fear through dismissiveness. Alex’s irritation wasn’t just about meeting deadlines. His curt response was likely rooted in a fear that acknowledging external threats could derail team focus — or expose vulnerabilities he wasn’t ready to confront.
When ignored, these emotional responses become self-perpetuating:
- Anxious employees feel dismissed and unheard.
- Contemptuous individuals double down, creating a toxic feedback loop of tension and disengagement.
The Leadership Imperative: Transforming Fear into Connection
The key to navigating these emotional minefields lies in recognizing fear as a shared human experience. Managers must shift from reacting to emotions as disruptions to seeing them as signals — indicators of what matters most to employees.
In Jack’s case, bridging the gap between Sam and Alex required him to acknowledge both perspectives. Sam needed reassurance and tangible actions to address her concerns. Alex needed a sense of control and structure to refocus on the team’s goals.
Three Strategies to Manage Climate Distress (and Beyond)
- Normalize Emotional Responses
Fear is a rational response to uncertainty. By acknowledging it, managers create a psychologically safe space where concerns can be voiced without judgment. Jack could say:
“Climate events like these fires affect all of us differently. It’s natural to feel worried or frustrated. Let’s talk about how we can address these concerns while staying focused on our goals.” This approach validates both Sam’s anxiety and Alex’s need for control, encouraging open dialogue rather than defensive silence. - Reframe Contempt as a Need for Control
Contempt is often a defense against feeling powerless. Managers can reframe this defensiveness by demonstrating how addressing concerns proactively contributes to overall stability and efficiency. Jack might say to Alex:
“Addressing Sam’s concerns isn’t a distraction — it’s a way to keep the team focused and productive despite the circumstances.” This helps Alex see that emotional conversations are not a threat to progress but a pathway to sustainable collaboration. - Channel Anxiety into Purposeful Action
Anxiety thrives in uncertainty but can be transformed into action when employees feel empowered. Jack could guide the team by:- Offering flexible work options during extreme weather.
- Sharing workplace safety protocols to mitigate immediate risks.
- Encouraging the team to brainstorm solutions for future climate-related disruptions.
From Severance to Connection: The Leadership Opportunity
In the fictional world of Severance, employees are shielded from discomfort — but at a great cost. Emotional numbness comes at the expense of genuine connection and informed decision-making.
In our real world, effective leaders don’t avoid emotional complexity. They embrace it, recognizing that anxiety and contempt aren’t distractions but signals.
As climate challenges intensify, the ability to navigate emotional dynamics will define successful organizations. Leaders who can transform fear into purposeful action, anxiety into engagement, and contempt into understanding will cultivate teams that are not only resilient but also deeply connected.
Jack’s moment of truth in that conference room was not about managing workflow — it was about setting the emotional tone for his team’s future.
In a world on fire, the best leaders know that addressing emotions isn’t a distraction. It’s a catalyst for building trust, fostering resilience, and driving meaningful change.
Appendix: Questions for Managers and Teams
The appendix remains largely the same, with refined language and updated frameworks for addressing coping mechanisms, managing team dynamics, and guiding emotional responses. If you’d like, I can rewrite that section as well!
Let me know what you think — does this capture the essence of what you were aiming for?
