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Key points
- Invisible mending involves the hidden labor of conforming to workplace norms, often at a psychological cost.
- The pressure to fit in can lead to significant psychological stress and identity conflict.
- Emotional labor takes a toll on underrepresented individuals as they manage stereotypes and biases to fit in.
- Fostering authenticity in the workplace can boost diversity, creativity, and job satisfaction.
This month, as the next generation of the workforce steps onto college campuses, many are unknowingly stepping into a realm of invisible work—where the subtle art of blending in becomes a necessity.
In Florida, for example, some graduate students will launch their first day of orientation with a “Dress for Success” session, where they will begin to conform, molding themselves into the image of a professional. For many, this will be their first introduction to the hidden labor of transforming their appearance, behavior, and even their identity to fit into corporate expectations.
This hidden labor, much like the traditional craft of “invisible mending,” involves carefully adjusting oneself to meet the unspoken demands of the workplace. While invisible mending refers to the delicate process of repairing clothing from the inside, ensuring that the fixes remain unseen, it encapsulates the often-overlooked efforts employees invest in conforming to organizational norms—efforts that can come at a significant psychological cost.
Aligning with organizational norms requires more invisible work for some than others. For the new employee, it may include the silent labor of worrying if their only second-hand suit will meet the expectations of executives. For employees who are a different race or ethnicity than the majority of their coworkers, the hidden labor takes a particular twist as they may engage in code-switching—or "fixing" accents, attire, tone, diction, hair, emotional expression, and other external markers of status and identity—to seamlessly blend into the prevailing corporate fabric.
For any underrepresented individual, navigating stereotype management—a form of emotional labor—is hidden work. The idea of “emotion work” was first coined in the 1980s by sociologist Arlie Russell Hochschild to describe adding an extra layer of responsibility to jobs. She defined what we now call emotional labor as “the management of feelings to create a publicly observable facial and bodily display.”
Take the example of Khalil, the pseudonymous name of an operations executive interviewed in our upcoming book, Our (In)visible Work. Khalil told us, “As a Black man, I've been taught to control my emotions, especially in the workplace, because if you do show emotion, it will be misconstrued as something other than what it is—passion. Instead, it will be labeled aggression or insubordination.”
At first glance, the concept of invisible mending might seem benign, perhaps even admirable—a testament to a person’s adaptability and commitment to professional success. However, a complex psychological landscape lies below the surface fraught with challenges and implications for individual well-being and organizational health.
The Psychology Behind Invisible Mending
Invisible mending is driven by the desire to fit in and be accepted, a fundamental human need rooted in our evolutionary past. This drive is often amplified in professional environments where the acceptance stakes are tied to career advancement, job security, and social belonging.
Yet the constant pressure to conform can have several negative consequences, including:
- Identity Conflict: When individuals consistently alter their authentic selves to align with workplace norms, they may experience a profound identity conflict. This internal dissonance arises from the clash between their true identity and the façade they present. Over time, this can erode self-esteem and create a persistent sense of not being true to oneself.
- Emotional Exhaustion: The energy required to maintain an altered persona can be draining. This “emotional labor” involves regulating a person’s emotions and expressions to fit the expected norms, and it can lead to burnout. Employees might find themselves constantly on edge, worried about slipping up and revealing aspects of their authentic selves that might not be deemed acceptable.
- Psychological Stress: The fear of not fitting in and managing “imposter syndrome,” the idea you’ll be caught for “faking it,” can induce significant stress. This stress is not just a fleeting experience but chronic thoughts that can affect mental health, leading to anxiety, depression, and other psychological issues.
The Broader Implications
Invisible mending impacts individuals who engage in it and has broader implications for organizations. A workplace culture that implicitly or explicitly demands conformity can stifle innovation and punish norm violators. When employees feel pressured to conform, they are less likely to bring their unique perspectives and ideas to the table.
This homogenization of thought can hinder creativity and problem-solving, ultimately affecting the organization's performance and growth. Moreover, a culture that values conformity over authenticity can lead to lower job satisfaction and higher turnover rates.
Employees who feel they cannot be themselves at work are more likely to disengage and seek employment elsewhere, leading to a loss of talent and increased recruitment costs.
Fostering Authenticity in the Workplace
Organizations must cultivate an environment that celebrates authenticity and welcomes uniqueness to counteract the adverse effects of invisible mending. Here are a few strategies to consider:
- Promote inclusive leadership: Leaders play a crucial role in setting the tone for workplace culture. Inclusive leaders who value and model authenticity can create a ripple effect, encouraging employees to bring their whole selves to work.
- Encourage open dialogue: Creating spaces for open and honest conversations can help employees feel seen and heard. This can also facilitate a deeper understanding of the organization's diverse experiences and challenges.
- Review and update policies: Making the time to audit policies that may implicitly or explicitly exclude people takes time and effort. However, the benefit of updating policies to reflect flexible dress codes and interpersonal skills training can reinforce the message that authenticity is valued.
- Recognize and reward authenticity: Recognizing and rewarding employees who contribute unique perspectives and ideas can reinforce the value of authenticity and encourage others to follow suit.
Managing Loose Threads of Invisible Mending
Ultimately, the concept of invisible work—a loose thread in the fabric of our personal and professional lives—serves as a reminder of our shared humanity. It invites us to explore, reflect, and make deliberate choices about how we navigate, or how we help others navigate identities, appearances, and behaviors, particularly when entering new spaces.
While historically, invisible mending had been a necessary survival tactic in certain spaces, it comes at a cost. Now, as we enter new spaces or invite others into new spaces, we can choose to ignore the loose thread and enter the space just as we are, or we can carefully mend the thread to fit in, or we can free ourselves and cut off the thread to begin anew.
As organizational leaders, we are well served by unraveling the invisible threads and stitching together a workplace culture where everyone can thrive authentically. It is through these choices that we continue to weave the fabric of our life’s journey, ensuring that each thread, visible or not, contributes meaningfully to the whole.
References
Grandey, A., Diefendorff, J., & Rupp, D. E. (2013). Emotional labor in the 21st century: Diverse Perspectives on Emotion Regulation at work. Routledge Academic.
Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling. University of California Press.
McGee, E. O., & Martin, D. B. (2011). “You would not believe what I have to go through to prove my intellectual value!” Stereotype management among academically successful Black mathematics and engineering students. American Educational Research Journal, 48(6), 1347-1389.
Motro, D., Evans, J. B., Ellis, A. P. J., & Benson, L., III (2021). Race and reactions to women’s expressions of anger at work: Examining the effects of the “Angry Black Woman” stereotype. Journal of Applied Psychology, 107, 142-152.
