The Surprising Power of Awe in the Modern Workplace

The Surprising Power of Awe in the Modern Workplace

In a time where speed, efficiency and productivity often dominate workplace conversations, one quiet and underappreciated emotion is making its way into discussions about employee wellbeing and organisational culture. That emotion is awe.

Often described as a feeling of wonder, reverence or admiration in response to something vast or profound, awe is traditionally associated with rare experiences. These might include standing at the edge of a mountain range, witnessing a solar eclipse or hearing a moving piece of music for the first time. However, recent research in positive psychology is beginning to show that awe is far more accessible and far more powerful than many might have assumed.

Studies over the past decade, particularly from institutions such as the University of California, have demonstrated that experiencing awe has measurable psychological and physiological benefits. These include reduced levels of stress, lower inflammation markers, improved mood and an increase in prosocial behaviours such as kindness and generosity. More interestingly for business leaders and human resources professionals, awe also appears to encourage critical shifts in perception that are directly relevant to organisational health.

One of the most compelling aspects of awe is its ability to induce what researchers call the "small self." This is a cognitive shift where individuals feel less self-centred and more connected to a broader collective or purpose. In a workplace context, this can foster greater collaboration, humility and openness to new ideas. Employees who experience awe are more likely to engage in teamwork, demonstrate empathy and contribute positively to workplace culture.

Awe also appears to reduce ego-driven decision making. When individuals feel part of something greater, they are less likely to act purely out of self-interest. This can be especially important in leadership roles, where decisions made with the broader group in mind tend to lead to more sustainable and ethical outcomes.

While awe may sound abstract or intangible, it does not require grand or expensive experiences. In fact, the everyday potential for awe is what makes it such a promising area for workplace wellbeing strategies. A brief walk in nature, a thoughtful conversation, exposure to creative or inspiring content, or even a moment of silence before a team meeting can spark the same emotional response. The key lies in attention and intention.

Leaders who understand the role of awe can begin to create environments that support it. This might mean allowing space for creative thinking without immediate objectives. It might mean designing offices with natural elements or areas for quiet reflection. It could involve bringing in guest speakers who share inspiring stories or incorporating meaningful rituals into the workweek. Awe does not require huge investment, but it does require a mindset shift.

Importantly, awe is not about distraction or escape. It is not about encouraging employees to step away from their work. Instead, it can be a powerful way to reconnect individuals with purpose, values and shared vision. In moments of awe, people often report a renewed sense of clarity and motivation. These are qualities that any organisation would value, particularly in a climate of change and uncertainty.

There is also a growing recognition of the link between awe and creativity. When the mind is opened by awe, it becomes more receptive to new patterns and possibilities. This cognitive expansion is key for innovation, problem solving and strategic thinking. In fast-moving industries, a workforce that can see beyond the immediate and the obvious is a competitive asset.

Furthermore, awe can contribute to resilience. By helping people put challenges into perspective, it becomes easier to navigate pressure and setbacks. It reminds individuals that their experiences are part of a larger picture, and that difficulties are often temporary. This psychological distance can reduce the intensity of stress and support a more balanced approach to adversity.

Despite its many benefits, awe is still relatively underexplored in professional environments. Most wellbeing initiatives focus on reducing negative states such as burnout, fatigue or anxiety. While these efforts are important, there is growing value in also promoting positive emotional experiences that uplift and expand. Awe offers something that is at once subtle and transformative.

For organisations seeking to evolve their approach to employee engagement and wellbeing, awe presents a unique opportunity. It encourages depth over distraction, connection over isolation, and perspective over pressure. These are not just nice ideas. They are foundational qualities for sustainable performance and genuine workplace satisfaction.

In summary, awe is more than an emotion reserved for mountaintops or museums. It is a practical and powerful tool for fostering better teams, healthier cultures and more inspired leadership. Encouraging awe does not mean slowing down or losing focus. Quite the opposite. It means creating space for people to see more clearly, think more creatively and work more meaningfully.

By recognising the value of awe, businesses can move beyond the basics of wellbeing and begin to build cultures where people do not just survive the workweek, but feel genuinely enriched by it. That might just be one of the most strategic moves an organisation can make today.