Dead or alive: Schrödinger’s employees

Chris Stanley, Registered Psychologist at Miller + Co, argues that employee wellbeing exists in a paradox, both thriving and struggling until measured. Here, Chris explores how the right approach can reveal the actual state of workplace wellbeing and drive meaningful change.

You’ve likely heard of the ‘Great Resignation’ that occurred following the COVID-19 pandemic, where workers around the world were searching for a different job due to dissatisfaction with their current role. HRNZ’s Member Survey (2021) showed workforce recruitment and retention as the ‘standout’ issue HR professionals were facing.

Employees no longer have the financial means to up and leave their current job for something different, and so, find themselves ‘stuck’.

At the time, there was increased EAP usage, burnout and stress management training, and flexible work policies, among other initiatives being rolled out. With increased focus on employee wellbeing, one would expect a shift regarding employee dissatisfaction.

Fast forward to 2025, and we have transitioned to what Gallup has termed the ‘Great Detachment ’. The difference between the Great Resignation and the Great Detachment is simply that employees no longer have the financial means to up and leave their current job for something different, and so, find themselves ‘stuck’. This sense of constraint is associated with low productivity, low engagement and low interest in daily tasks.

A question for leaders is, how can your organisation push back against the Great Detachment?

Erwin Schrödinger developed a thought experiment in 1935 commonly referred to as Schrödinger’s Cat, which goes like this: Imagine a cat is placed in a box with a device that has a 50 per cent chance of killing the cat (to be clear, this was not a real experiment, and no cats were harmed in the making of it!). The theory suggests that, before the box is opened, the cat is existing in two states simultaneously: both dead and alive. We only find out the fate of the cat by opening the box.

We don’t know the state of something until it is observed.

While this may seem like a rather absurd example (Schrödinger himself thought as much), it highlights a rather important point: we don’t know the state of something until it is observed.

So, for those leaders navigating the Great Detachment, how can you evaluate the detachment of your employees? How can you tell if the employee is either present but detached or present and engaged?

Several reasons exist for why engagement and wellbeing surveys have difficulty in answering this question. These include a lack of anonymity, a focus on ‘surface’ metrics rather than a deeper understanding of underlying drivers, and, in many cases, a lack of actionable next steps, or the ability to measure change resulting from action taken. Survey data, such as engagement and burnout rates, tend to capture the symptoms but not necessarily the cause.

Research on human flourishing and intrinsic motivation shows that when four core areas are supported at work, employees are provided with the conditions to flourish, and the organisation as a whole benefits. These core areas are outlined below.

Autonomy

Employees are given greater choice and control in their work (not free rein), including having a voice in decisionmaking, degrees of flexibility, and the capacity to have a meaningful impact. For an organisation, autonomy fosters a climate of creativity and innovation and builds long-term employee engagement.

Competence

This is where employees feel skilled, capable and effective in their work. When workplaces support employees in developing competence, they promote an environment focused on growth, performance and mastery.

Connection

Human beings have historically relied on each other for survival. We are made to be part of a group and function best when we have strong relationships with others. When employees have an increased sense of connection with others, motivation and wellbeing flourish. Organisations that provide the necessary conditions to build connection can expect higher retention rates, improved morale and greater employee loyalty.

Meaning

Work can provide people with a sense of meaning and purpose. This is evident in the profound impact that redundancy and unemployment can have, not just financially, but also on a person’s identity and self-worth. Meaning derived from work extends beyond the individual; it creates a ripple effect, influencing personal wellbeing, relationships, and even the broader community and society.

When organisations are able to foster these four core areas of thriving, evidence shows an increase in employee wellbeing, job satisfaction, job performance, decreased burnout, higher engagement and reduced turnover intentions.

In my work at Miller + Co, we focus on identifying areas of concern in these four crucial domains, and this insight directs our intervention, to help employees thrive rather than detach. With current economic constraints, leaders in HR are being asked to do more with less. It would be helpful then, to know what to look for, how it can be best measured, and how to intervene using available resources.

To answer the question of what state the cat is in (or rather, the employee), we need the right tools that enable us to look inside the box.

Chris Stanley is a co-founder of Miller + Co, a boutique consultancy specialising in research-driven insights to foster meaningful change in organisations. As registered psychologists in New Zealand, Miller + Co bring extensive experience working with companies and government organisations, helping leaders make informed, evidencebased decisions that enhance workplace culture and performance.