Imagine walking into your office and knowing that only 15% of your colleagues feel they are thriving, while more than one in five feel they are suffering. That’s the reality Gallup’s State of the Global Workforce 2025 report reveals about South Asia. Out of every region in the world, South Asia has the lowest percentage of thriving employees and the highest levels of daily anger and sadness.

That’s not just a number on a survey. It’s your colleague in the next cubicle who looks exhausted but doesn’t speak up. It’s that overworked worker in your friend circle who pushes through another shift despite feeling hopeless. It’s that recently entered into parenthood employee who stays late every night, not because they want to, but because saying no feels impossible.

What the Numbers Are Telling Us

Let’s break down the data:

• 20% of employees in South Asia are actively disengaged, higher than the global average of 17%. That’s one in five employees not just “quiet quitting” but actively withdrawing their energy and commitment.
• Only 15% of employees are thriving compared to a global average of 33%. This means the vast majority of South Asian workers see their present and future lives through a lens of struggle.
• Daily negative emotions are significantly higher – anger (34%), sadness (39%), and loneliness (29%). These are not abstract feelings; they are the daily lived reality of millions of workers.

What this paints is a picture of workplaces that are not just failing to engage employees, but actively eroding their mental and emotional well-being.

Why Is South Asia Struggling So Much?

Part of this stems from cultural and structural factors unique to the region. South Asia is home to deeply hierarchical organizations, where questioning authority is often discouraged. Combine that with high unemployment, job insecurity, and a culture that often glorifies overwork, and you have an environment where employees feel trapped rather than empowered.

Take for example the IT sector in India, which employs millions. While it has created global giants and success stories, inside many of these companies, employees report relentless pressure, 12+ hour days, and limited psychological safety. Promotions often depend on pleasing superiors rather than on creativity or collaboration. The result? Talented individuals burn out, disengage, or leave.

Similarly, in Nepal and Pakistan’s factories and industries, workers often operate in conditions where basic dignity such as safe spaces, predictable hours, and fair recognition are not guaranteed. It’s little wonder daily anger and sadness run so high.

The Cultural Ripple Effect

When employees spend their days angry, sad, or lonely, culture suffers. Teams become transactional rather than collaborative. Innovation takes a backseat because no one feels safe enough, or motivated enough, to propose new ideas. Leaders, instead of addressing the root causes, often double down on control, creating a cycle of disengagement and distrust.

Over time, this kind of culture doesn’t just harm employees. It hurts organizations. Companies that ignore well-being and engagement are less adaptable, less innovative, and less able to compete globally.

What Leaders Can Do Differently

The good news is this: culture is not always rigid. Even in regions where disengagement runs high, leaders have the power to shift the narrative. But it requires moving beyond surface-level perks to deep, structural changes in how organizations treat their people.

First, psychological safety must become a cultural norm. Leaders should model openness, not pseudo-openness, by genuinely considering dissenting voices and rewarding candor.

Second, well-being needs to be reframed as a business strategy, not an HR initiative. Companies like TATA Consultancy Services in India have begun integrating wellness into leadership KPIs, recognizing that mental health and engagement drive performance.

Third, focus on purpose and growth. Employees disengage not just because of workload, but because they don’t see meaning in what they do. Leaders must connect roles to impact and provide clear growth pathways, especially for younger employees eager to learn and contribute.

And finally, address the human basics – fair pay, recognition, rest, and dignity. It may sound simple, but these are the foundations of a thriving culture. Without them, no strategy can succeed.

Final Thoughts: South Asia’s Culture Crossroads

South Asia is at a turning point. The data is clear: if we continue business as usual, we will continue to see suffering workplaces and stagnant organizations. But if leaders take this as a wake-up call, there’s an opportunity to transform workplaces into spaces of trust, purpose, and possibility.

The choice is stark: will South Asia’s workplaces remain engines of struggle – or – will they evolve into engines of thriving?

The answer lies in what leaders decide to prioritize today.

In 2014, Satya Nadella took over as CEO of Microsoft, an organization deeply rooted in hierarchy. At the time, Microsoft had a reputation for being rigid, internally competitive, and slow to adapt – a classic example of how hierarchy can create silos and stifle innovation. But Nadella didn’t dismantle the hierarchy; instead, he reshaped the company culture from within. He introduced a growth mindset, emphasized collaboration, and made leadership more approachable. Over time, Microsoft transformed into a more agile, people-driven organization while maintaining its structured hierarchy.

This example challenges the notion that hierarchy and a positive workplace culture cannot coexist. Many associate hierarchy with bureaucratic inefficiencies, power imbalances, and a rigid chain of command. While it’s true that unchecked hierarchy can lead to toxic work environments, a well-managed hierarchy can provide structure, clarity, and stability – key components of a thriving culture. The question isn’t whether an organization should have a hierarchy, but rather how that hierarchy is designed and practiced.

The Misconception About Hierarchy and Culture

Many assume that flat organizations – where titles are minimal, and decision-making is decentralized – naturally have better cultures. While flat structures can promote innovation and inclusivity, they also have their challenges. Without clear leadership, decision-making can become chaotic, accountability can blur, and employees may struggle to navigate growth paths.

Hierarchy itself isn’t the enemy; it’s how it’s implemented that determines whether it strengthens or weakens workplace culture. The real challenge is ensuring that hierarchy serves the people, rather than making people serve the hierarchy.

What Makes a Hierarchical Culture Positive?

At its best, a well-structured hierarchy creates clear roles, accountability, and pathways for growth. It helps employees understand where they fit in the larger system and how they can advance. Leadership plays a crucial role in shaping how hierarchy is perceived – when leaders are seen as mentors and enablers rather than gatekeepers, hierarchy can actually enhance workplace culture.

In Toyota, for example, hierarchy exists, but it is not rigidly top-down. Employees at every level are encouraged to contribute ideas through their Kaizen (continuous improvement) philosophy. A factory worker can point out inefficiencies in a production line, and leadership takes it seriously. This kind of hierarchy fosters innovation while maintaining order and accountability.

Similarly, in South Asian family-run businesses, hierarchy is often deeply ingrained. While some of these organizations suffer from rigid seniority-based decision-making, others thrive by adopting a mentorship-driven approach, where senior leaders actively invest in the development of their employees. This fosters loyalty, engagement, and long-term commitment.

The Fine Line Between Structure and Rigidity

A healthy hierarchy is one where employees feel safe to voice their opinions, contribute ideas, and seek support from leadership. The problem arises when hierarchy turns into authoritarianism, where decisions are made without input from lower levels, and employees feel like mere cogs in a machine.

Many South Asian workplaces struggle with this balance. The deeply rooted respect for authority in cultures like Nepal, India, and Pakistan can sometimes lead to a fear-based work environment. Employees hesitate to challenge superiors, even when they see flaws in decisions. In such cases, hierarchy stops being a structure for efficiency and instead becomes a barrier to progress.

Leaders must ensure that employees at all levels feel psychologically safe – the confidence that they can speak up without fear of negative consequences. A culture where an intern feels comfortable questioning a flawed process, and a manager respects their input, is a culture where hierarchy functions as a support system rather than a control mechanism.

Why Trust is the Key to a Positive Hierarchical Culture

In a positive hierarchical workplace, trust flows in both directions. Employees trust leadership to make fair decisions, and leaders trust employees to take initiative. When this trust exists, hierarchy becomes an enabler of efficiency rather than a source of frustration.

Take the example of the military. The military operates on one of the most structured hierarchies, yet within this system, leaders at all levels mentor, support, and invest in their teams. The emphasis on teamwork and leadership at every stage ensures that the hierarchy doesn’t stifle performance but instead enhances discipline, accountability, and coordination.

Contrast this with a poorly structured corporate hierarchy, where managers hoard information, resist delegation, and make decisions without consulting their teams. Such environments kill motivation and engagement, leading to high attrition rates and a lack of innovation.

How Organizations Can Make Hierarchy Work for Culture

For hierarchy to coexist with a positive workplace culture, organizations need to embed transparency, growth opportunities, and open communication at every level. This means redefining the role of leadership – leaders should not just manage but mentor, coach, and empower their teams.

Microsoft’s transformation under Satya Nadella is a case in point. By shifting leadership attitudes from “know-it-all” to “learn-it-all”, Nadella created a culture where hierarchy didn’t suffocate innovation but facilitated it. Employees at different levels felt heard, ideas were encouraged, and the culture became one of collaboration rather than control.

Organizations that get this right build workplaces where structure provides clarity, but autonomy provides motivation. Employees know where they stand in the hierarchy, but they don’t feel trapped by it. Instead, they see it as a pathway for growth rather than a ceiling that limits them.

Final Thoughts: Hierarchy Isn’t the Problem – Culture Is

The debate over hierarchy vs. flat structures is often misplaced. The real issue isn’t whether an organization has a hierarchy, but how that hierarchy operates. If hierarchy exists as a rigid, power-driven structure, it suffocates culture. But if it exists as a framework for accountability, mentorship, and growth, it becomes an asset rather than a liability.

The challenge for leaders is to redefine hierarchy – not as a ranking system, but as a support system. When employees feel empowered within a structured framework, the result is a workplace culture that is both stable and dynamic, disciplined yet innovative, and structured yet empowering.

What’s your experience with hierarchical workplaces? Have you worked in an organization where hierarchy enhanced or harmed culture? Share your thoughts in the comments – I’d love to hear your perspective!

Think back to your favorite workplace memory. Chances are, it wasn’t about a meeting or a deadline, it was about a shared moment. Maybe it was a Friday afternoon coffee chat, an annual team retreat, or simply a quirky inside joke that bonded your team. These moments aren’t just fun; they’re rituals.

Workplace rituals are more than just routines, they’re shared practices that unite teams, reinforce values, and give employees a sense of belonging. They are the secret sauce behind strong workplace cultures, providing structure, connection, and meaning.

What Makes Rituals So Powerful?

Rituals foster a sense of identity and community. They’re like the threads in a tapestry, tying employees together through shared experiences. Unlike one-off activities, rituals happen consistently, creating predictability and stability in dynamic environments.

But their real power lies in the emotional connection they spark. A well-crafted ritual doesn’t feel like “just another task”, it feels like a privilege.

Examples of Impactful Workplace Rituals

1. Rituals that Celebrate Success

• At Spotify, teams end projects with a “Fail Cake.” Yes, you read that right! Whether a project succeeds or stumbles, the ritual recognizes the effort, fosters learning, and ensures that failures are seen as stepping stones rather than setbacks.
• In your organization, this could be as simple as ringing a bell when a milestone is achieved or holding a monthly meeting to celebrate team wins.

2. Rituals that Build Relationships

• Zappos is famous for its quirky “Yay! Meetings,” where every gathering starts with an appreciation moment. Employees shout out colleagues for their contributions, creating a culture of gratitude.
• Smaller teams can implement something similar, starting weekly stand-ups by sharing one thing they appreciate about a teammate.

3. Rituals that Reflect Company Values

• At Pixar, daily “dailies” (short review sessions) allow team members to give feedback on ongoing projects. This ritual reinforces their commitment to excellence and collaboration.
• If your value is innovation, consider hosting monthly “idea jams” where employees pitch new ideas without fear of judgment.

4. Rituals for Inclusion

• Deloitte celebrates diversity with its annual “Inclusion Day,” where employees across the globe share stories about their unique cultures and backgrounds.
• A simpler version could be organizing team lunches where employees bring dishes that reflect their heritage.

How can you Create Meaningful Rituals

Not all rituals are created equal. Some feel forced or corporate, while others organically bring teams together. Here’s how to design rituals that stick:

1. Align with Values: Your rituals should reflect what your organization stands for. If teamwork is your core value, focus on collaborative activities.
2. Involve Employees: Rituals shouldn’t feel imposed. Ask your team for input, they’ll be more likely to embrace them.
3. Keep It Simple: The best rituals are easy to implement and repeat. Complexity can dilute the magic.
4. Be Consistent: Rituals gain power through repetition. Make them a regular part of your culture.

The Hypothetical Power of Rituals

Imagine this: Every Monday morning, your team gathers for a quick “Weekend Snapshot,” where each person shares a highlight from their weekend. It takes just 10 minutes but sets a tone of camaraderie for the week ahead. Now picture the same company ditching that ritual. Employees start their week in isolation, and over time, connections fade.

Small moments can make a big difference.

Final Thoughts: Rituals Matter More Than You Think

Rituals aren’t just fluff, they’re foundational to workplace culture. They remind employees why they show up every day, not just to do a job but to be part of something bigger.

So, take a look at your workplace. Are there rituals that bring people together? If not, it’s never too late to start. After all, culture isn’t built in boardrooms, it’s built in the little moments that make your workplace unique.

Every workplace has that one person who seems to have all the answers, or at least thinks they do. When that person happens to be the leader, it can spell trouble for workplace culture.

Leaders with a “know-it-all” attitude, those who believe their way is the only way and dismiss others’ input, can stifle collaboration, innovation, and morale. While confidence is an admirable quality in leaders, unchecked arrogance creates a culture where employees feel undervalued and unheard.

The Ripple Effect of Know-It-All Leadership

1. Silencing Innovation

When leaders act as though they know everything, employees hesitate to share new ideas. Why risk rejection or ridicule when the leader clearly thinks their opinion is superior? Over time, this creates a culture where innovation stalls, and employees stick to “safe” choices.

Imagine a tech startup where the CEO insists on personally approving every feature design because “I know what users want better than anyone.” This attitude may lead to missed opportunities as employees abandon their unique insights in favor of the CEO’s outdated or one-dimensional vision.

2. Eroding Trust and Engagement

Employees thrive when they feel their contributions are valued. A know-it-all leader signals the opposite: “Your thoughts don’t matter because I’ve already figured it out.” This erodes trust and leaves employees feeling disengaged and demotivated.

Steve Jobs was famously a perfectionist, but his early “I know best” approach alienated many team members. It was only after being ousted from Apple and later returning that he learned the value of collaboration, leading to Apple’s greatest successes.

3. Creating Bottlenecks

Know-it-all leaders often micromanage, believing their input is necessary at every step. This not only slows down processes but also disempowers teams, leaving them dependent on the leader’s approval.

In a sales department, a manager insists on reviewing every client pitch, convinced they’re the only one who can “sell it right.” As a result, deadlines are missed, employees feel stifled, and potential deals slip away.

4. Fostering a Fearful Environment

When leaders dismiss or ridicule differing opinions, employees may stop voicing dissent altogether. This fosters a culture of fear, where important concerns or alternative solutions are suppressed.

At a manufacturing firm, a plant manager ignored workers’ warnings about equipment issues, insisting he knew the machines better than anyone else. When the equipment eventually failed, it led to costly downtime and avoidable damage.

Why Know-It-All Leadership Persists

Many leaders adopt this attitude because they fear appearing weak or uninformed. Others believe their success gives them the right to dictate without question. However, this mindset often backfires, as employees become disengaged and turnover increases.

Breaking the Know-It-All Cycle

1. Encourage a Culture of Curiosity

Great leaders ask questions and invite diverse perspectives. Saying “What do you think?” not only shows humility but also empowers employees to contribute.

2. Model Vulnerability

Admitting “I don’t know” can be powerful. It demonstrates self-awareness and a willingness to learn – qualities that inspire trust and respect.

3. Celebrate Collaboration

Recognize and reward team achievements rather than spotlighting your individual role. This reinforces the value of collective effort over individual ego.

4. Provide Safe Spaces for Feedback

Create an environment where employees feel comfortable challenging ideas, even yours. Constructive disagreement leads to better decisions and a more dynamic workplace.

Final Thoughts: From Know-It-All to Learn-It-All

Leadership isn’t about having all the answers, it’s about creating a space where the best answers emerge. A know-it-all leader may feel like a driving force, but they often become the biggest obstacle to growth and innovation.

The best leaders shift from “I know it all” to “I’m here to learn”. They recognize that their success depends not on their knowledge alone but on the collective brilliance of their team.

We’ve all heard it before. The leader who proudly declares, “I worked until 2 AM last night,” as though it’s a badge of honor. While their intention might be to inspire dedication, this message often backfires. It sets an unspoken expectation that working beyond limits is a sign of commitment, and worse, a requirement for success.

Welcome to the toxic side of hustle culture, where overwork is glorified, and rest is seen as weakness. This mindset not only damages workplace culture but also takes a significant toll on mental health, often leading to burnout, disengagement, and, tragically, even loss of life.

The Dangerous Message Behind “I Worked Late”

When leaders share stories of late nights and endless hours, it creates a ripple effect:

• Implied Expectations: Employees feel pressured to match that level of effort, even if it’s unsustainable.
• Erosion of Boundaries: Work begins to seep into personal time, leaving no room for rest or recovery.
• Normalized Burnout: Overworking becomes the norm, not the exception.

What’s worse is that employees often emulate the behavior of their leaders. If a director proudly discusses their midnight grind, team members may feel guilty for logging off “too early” at 7 PM.

The Human Cost of Overwork

The consequences of this glorified overworking culture can be severe, leading to physical and mental health problems. The World Health Organization (WHO) reported that overworking was linked to 745,000 deaths globally in 2016, illustrating the dire implications of excessive work hours. Chronic stress from overwork can result in anxiety, depression, and even physical ailments such as heart disease and high blood pressure.

The impact of glorifying overwork goes beyond missed sleep; it can have devastating consequences. Let’s look at a few real-life examples:

1. Karoshi in Japan: The term karoshi, meaning “death by overwork,” originated in Japan, where long working hours have led to heart attacks, strokes, and suicides. The death of Matsuri Takahashi, a 24-year-old employee at Dentsu, a major advertising agency, shocked the nation in 2015. She regularly worked over 100 hours of overtime a month before taking her own life.
2. The Goldman Sachs Incident: In 2021, a leaked survey from junior analysts at Goldman Sachs revealed that many were working over 100-hour weeks. One analyst wrote, “I didn’t come into this job expecting 9-5, but I also didn’t expect constant abuse.” Stories like these spotlight the extreme toll that overwork takes, especially in high-pressure industries.
3. Puneet Kumar’s Tragedy: In India, a young IT professional, Puneet Kumar, suffered a fatal cardiac arrest after months of grueling 14-16 hour workdays. His story became a cautionary tale about the price of relentless hustle.
4. Ernst & Young’s Overwhelming Workload: In 2024, a 26 year old employee Anna Sebastian Perayil died due to “overwhelming workload”. She had joined EY just four months before succumbing to work pressure. Worst of all, no one from EY even attended her funeral. This showed how easily people can be replaced at work.

These aren’t just isolated incidents, they’re symptoms of a systemic issue where overwork is not only accepted but celebrated.

Why Glorifying Overwork is Culturally Damaging

1. Burnout Becomes Inevitable Employees pushed to their limits will eventually hit a wall. The World Health Organization officially classifies burnout as an occupational phenomenon, characterized by chronic workplace stress that hasn’t been successfully managed.
2. Productivity Paradox Research shows that working long hours doesn’t equate to higher productivity. In fact, overworked employees are more prone to mistakes, reduced creativity, and declining overall output.
3. Decline in Mental and Physical Health Constant overwork increases the risk of anxiety, depression, heart disease, and even premature death. It creates a workplace where health is sacrificed for perceived success.
4. Loss of Talent Organizations that perpetuate overworking lose talented employees to burnout or attrition. Millennials and Gen Z workers, in particular, prioritize work-life balance and are more likely to leave toxic environments.

How Leaders Can Set a Healthier Example

1. Model Healthy Boundaries: Instead of boasting about late-night work, talk about the importance of rest and balance. Share stories of success achieved without sacrificing well-being.
2. Reward Results, Not Hours: Focus on what employees accomplish, not how long they spend at their desks. Recognize efficiency and creativity over sheer time commitment.
3. Normalize Flexibility: Encourage employees to disconnect after hours and take time off when needed. Make it clear that work-life balance is not just allowed but celebrated.
4. Foster Open Conversations: Create a culture where employees feel safe discussing stress and mental health without fear of judgment.

A Better Way Forward

As leaders, we have a responsibility to shape workplace culture in a way that prioritizes well-being over endless hustle. Let’s move away from glorifying overwork and start celebrating sustainable success. Because the truth is, a healthy, rested, and engaged workforce isn’t just good for employees, it’s good for business too.

Organizational culture: ever heard the phrase, “It’s not a bug; it’s a feature”? Well, culture is like the software running your workplace. If it’s buggy, your organization can crash. This was the hot topic in Adam Grant’s podcast, WorkLife, where he explored the telltale signs of a toxic culture and what makes or breaks a workplace.

Grant, along with insights from Maria, a marketing manager with a rather wild experience, outlined the four deadly sins of work culture. If you’ve ever wondered why your workplace feels off or why people can’t wait to leave, here’s a breakdown.

Sin 1: Toxicity

The most glaring cultural flaw is toxicity. It’s what happens when results trump relationships, leaving a trail of disrespect, exclusion, and unethical practices. If high-performing jerks are tolerated (or worse, celebrated), Houston, we have a problem. Toxicity is the main driver behind resignations, beating even low pay.

Sin 2: Mediocracy

This happens when relationships overshadow results. Everyone’s so eager to get along that performance takes a back seat. It’s all smiles, no substance. People are promoted based on likability rather than competence, leading to what’s known as the Peter Principle, being promoted to your level of incompetence.

Sin 3: Bureaucracy

When rules suffocate risk-taking, you’re stuck in bureaucracy. It’s the “we’ve always done it this way” mindset that kills creativity. Innovation is sidelined, and red tape is everywhere. Need to use the restroom? Please fill out Form 27B first.

Sin 4: Anarchy

On the flip side of bureaucracy lies anarchy, where risks reign supreme, and rules are nowhere to be found. It’s chaotic, inconsistent, and downright exhausting. Everyone’s running in different directions, and structure is a foreign concept.

Maria’s tale in the podcast has illustrated an organization guilty of all four sins, a Christmas gift policy for the boss (but not employees) and absurd energy rituals that made strategy look like a bad joke.

Detecting Cultural Red Flags

Grant and his guest, organizational culture queen Jenny Chatman, emphasized the importance of assessing a company’s culture before joining. Chatman’s advice? Be a detective. Ask insiders about the values that truly drive decisions, how people are rewarded, and what non-negotiables exist.

And if you’re already inside? A culture audit is your best tool. Identify gaps between current norms and desired behaviors. Then, tell and retell stories that reflect the values you want to promote.

A Strong Culture is Adaptive

The best workplaces don’t just expect people to fit in; they adapt to their people and the ever-evolving world. By maintaining flexibility, organizations can avoid the pitfalls of groupthink and rigidity.

Adam Grant put it best: “Building a great workplace isn’t just about expecting people to adapt to the culture, it’s also about adapting the culture to the people.” Food for thought for all the culture curators out there.

Credits: Insights and inspiration are derived from Adam Grant’s WorkLife podcast episode, The 4 Deadly Sins of Work Culture, with the TED Audio Collective.

Let’s keep the culture conversation going! Share your thoughts or experiences in the comments below.

“हाम्रो संस्कृतिमा आजको दिन रक्षा बन्धन मनाउंछौ, यो “राखी” भनेर किन अरुको संस्कृतिमा हामी अन्धभक्त भएर पछि लाग्न खोज्दै छौं ?“

Translation: In our culture, we celebrate Raksha Bandhan, why are we blindly following others’ culture with the name of “Rakhi”?

After some mindless scrolling of my news feed enjoying my dark-textured black tea, this particular post made me stop, re-read it, and think.

If you do not know about this festival, click here.

To be fair, I have witnessed a lot of “Rakhi” celebrations and pictures in my social media (mostly on my facebook, twitter & instagram) today. It seemed like the people celebrating “Rakhi” and tying the thread to their respective brother(s) this year were in larger quantity than in the past years. I wouldn’t want to deep dive into religious history and cultural accounts about this festival because foremost, I’m not an expert in these matters; and second, my interest is more drawn by the human behavioral aspect of this “increasing” tendency of “Rakhi” celebration. So why do people adopt this foreign culture?

Turns out, it’s basic human behavior.

ZOOMING OUT

As Zalmy (2017) writes in his opinion, festivals – in general – act like stress relievers and help us balance our emotions. Festivals provide us with the opportunity to come together with family, relatives, and friends together in a bond of love. Phelps (2016)’s article published on FestivalMag supports this argument by saying that festivals could help reduce stress levels.

“Rakhi” is the celebration between siblings. Researches have shown that bonding with siblings act as a hidden resource in therapy. A research article published by Lewis in 1990 in Journal of Strategic and Systemic Therapies concludes with clinical examples describing three ways to involve siblings in therapy: as participants, consultants, and mutual nurturers. A logical conclusion here is that the “Rakhi” festival, which celebrates this therapeutic experiences through bonding, is justified across all cultures, not just to any one particularly.

Another research article published by Cicirelli in 1989 in Psychology and Aging has come to a finding that closeness of the bond to a sister (by both men and women) was related to less depression.

ZOOMING IN

There’s a famous dialog from the movie Red Sparrow, “Every human being is a puzzle of need. You must become the missing piece, and they will tell you anything.“

Whatever any particular person thinks, feels, and does is the reflection of his/her needs being either met or unmet. And as Dr. Marshall Rosenberg quotes, “When we are in contact with our feelings and needs, we humans no longer make good slaves and underlings.“

When we are in contact with our feelings and needs, we humans no longer make good slaves and underlings.

– Dr. Marshall B. Rosenberg, Non-Violent Communication: A Language of Life

To better understand the human needs, we can either look inside the “Needs Inventory” of The Center for Non Violent Communication (CNVC) or Max-Neef’s classification of fundamental human needs.

My older article on the pandemic and human behavior was based on the fundamental needs. The COVID-19 pandemic has caused few fundamental human needs to be unmet – especially the need for recreation (leisure), need for affiliation, affection, and connection.

SO?

So, the increased number of “Rakhi” celebrations can be accredited to the fulfillment of these needs. People needed to have fun after the 100+ days of lockdown. They needed to feel connected on a different way with their siblings, because the bonding eventually contributes to a better mental-health and overall well-being.

To overcome this need for recreation and connection, people blended in the “foreign” culture with their own. One can’t really point fingers at anyone.

If you’re wondering why do people “under-value” our own cultural practices, then a quick answer to that would be “Path of Least Resistance (or Principle of Least Effort)“, and I will explain it in my next article. Stay tuned!

Update: Read the Principle of Least Effort article up here.