If someone is mistreated in the workplace, their colleagues may respond with empathy – or Schadenfreude. The latter emotion is especially prevalent in highly competitive work environments, according to a new study from the University of Zurich, when one person's misfortune facilitates another's goals. Worse, Schadenfreude can be contagious.
Most employees have heard of or witnessed a co-worker who was mistreated, bullied, or gossiped about. To date, most research on this topic suggests that observers feel empathy toward victims and anger toward perpetrators. However, the UZH researchers believe that this view oversimplifies the complex nature of social dynamics. They devoted their latest publication to the emergence, development and behavioral consequences of Schadenfreude – an emotion that has been discussed by philosophers for as long as Aristotle, but of which modern organizational research has largely been overlooked.
In addition to providing positive social experiences such as companionship and support, modern organizations are also ripe for competition, jealousy and tension between groups. These negative dynamics increase the likelihood that some people will benefit from the mistreatment of others, and it is under such circumstances that Schadenfreude can emerge and thrive. “In complex and increasingly crowded environments, such as workplaces, we focus on what is most relevant to us and our goals,” the researcher says. This means that Schadenfreude is more aimed at employees who in particular stand out and are envied. “Handling it badly can level the playing field, increasing one's chances for coveted rewards such as bonuses and promotions.”
The vicious circle of Schadenfreude
As the authors explain, observers can be particularly daring in showing their gloating when the victim is believed to have deserved the abuse and is somehow responsible for it — for example, because of past crimes. The researchers distinguish between this righteous gloating and ambivalent gloating, which is when the pleasure in someone else's misfortune is clouded by guilt and shame.
The problem with Schadenfreude, especially that which is considered justified, is that it can cause more cycles of abuse. For example, observers can also treat the target of their Schadenfreude unfairly, for example by refusing to help them or actively excluding them. In this way, pleasure in someone else's pain can lead to vicious cycles of abuse. “If Schadenfreude permeates employees, abuse may also become the norm,” concludes the researcher.
