The American Psycho Theory
As someone who often reflects on the principle of entropy—the second law of thermodynamics, which describes how systems naturally progress from order to disorder—I find that this concept metaphorically applies to networking and social interactions. Over time, without genuine connections and authenticity, professional networks can devolve into chaotic and ethically compromised environments. This resonates deeply with me because the superficial nature of many networking interactions can degrade the integrity of individuals and organizations, fostering environments where unethical behavior becomes normalized. By understanding and addressing these issues, we can promote more authentic and sustainable professional relationships.
Nikola Tesla, one of history's most brilliant and eccentric inventors, famously advocated for solitude, distancing himself from the superficial social engagements that often characterize professional networking. Tesla’s preference for isolation over networking is an extreme stance, but it highlights a critical issue: the psychological and ethical implications of inauthentic relationships in professional settings. He once said, "Be alone, that is the secret of invention; be alone, that is when ideas are born." Tesla’s disdain for these interactions stemmed from his belief that they distracted from genuine creativity and innovation.
Networking is heralded as essential for career growth and professional success. However, the reality of networking often involves superficial interactions that can be damaging to one's psyche. When people are forced to present themselves in ways that aren't genuine, it can lead to significant psychological distress. As a parent of a non-verbal child, I’ve become acutely sensitive to non-verbal communication, and I notice that people who excel at networking often lack depth and authenticity. While there are genuinely kind and effective networkers, akin to Dale Carnegie's principles in "How to Win Friends and Influence People," they are a rarity in the business world, where superficial charm often prevails.
Cognitive dissonance theory, developed by Leon Festinger in 1957, describes the psychological discomfort experienced when individuals hold conflicting beliefs or behaviors. In networking, individuals often feel compelled to present an idealized version of themselves, conflicting with their true selves. This constant self-monitoring and role-playing can cause significant stress and anxiety.
Erving Goffman's dramaturgical theory in "The Presentation of Self in Everyday Life" (1959) explains how social interactions often require individuals to perform roles to fit societal expectations. In the context of networking, this performance involves substantial emotional labor. Emotional labor, as described by Arlie Hochschild in "The Managed Heart: Commercialization of Human Feeling" (1983), refers to the effort required to manage one's emotions to fit societal expectations. Over time, this can lead to emotional exhaustion and burnout. Tesla’s avoidance of such social performances may have shielded him from this emotional toll, allowing him to devote more energy to his work.
Carl Rogers, a prominent humanistic psychologist, emphasized the importance of authenticity for psychological well-being in "On Becoming a Person" (1961). Living authentically, congruent with one's values and beliefs, is crucial for mental health. Networking, which often involves inauthentic interactions, can lead individuals away from this authentic existence, resulting in feelings of emptiness and dissatisfaction. The lack of genuine connections can leave individuals feeling isolated and unsupported, exacerbating mental health issues.
When individuals are constantly required to engage in inauthentic behaviors, they may develop a form of dissociation, detaching from their true selves.
This emotional detachment can reduce empathy and compassion, potentially fostering psychopathic traits. Paul Babiak and Robert Hare's "Snakes in Suits: When Psychopaths Go to Work" (2006) describes how corporate environments can attract and reward individuals with such traits. These individuals excel in networking because they are skilled at manipulating others and presenting a charming, yet superficial, persona. Tesla’s avoidance of these environments protected him from such psychological distortions, highlighting the dangers of environments that reward inauthenticity.
Networking’s emphasis on superficial relationships can also lower ethical standards. Research by Roy Baumeister indicates that individuals experiencing high levels of cognitive dissonance and emotional labor are more likely to engage in unethical behavior as a coping mechanism. Historical examples, such as the Enron scandal, illustrate how a corporate culture that prioritizes networking and superficial relationships can lead to widespread unethical practices. The pressure to conform and present a successful image led to fraudulent activities that ultimately caused the company’s collapse. Tesla’s rejection of such environments underscores the ethical risks associated with inauthentic professional interactions.
Proponents argue that networking provides opportunities for career advancement and fosters collaboration and innovation. However, these benefits are often limited to those already within powerful networks. Studies by Lin and Granovetter show that job opportunities and promotions frequently depend on existing connections, excluding those without the right networks. While networking can bring diverse perspectives, it often reinforces homogeneity by favoring those with similar cultural and social capital, limiting true collaboration and innovation. The psychological costs, including stress, anxiety, and potential development of psychopathic traits, suggest that the drawbacks of networking outweigh its benefits.
Networking, despite its perceived advantages, has significant limitations. It can perpetuate systemic inequalities, promote inauthenticity, and cause psychological distress. By critically examining these aspects and advocating for more inclusive and empathetic practices, we can foster environments that truly support personal and professional growth. Tesla’s extreme approach to solitude, while not feasible for everyone, highlights the importance of authenticity and the potential dangers of superficial social interactions in professional settings.
The second law of thermodynamics, or the principle of entropy, describes how systems naturally progress from order to disorder. This concept can metaphorically apply to networking and social interactions. Over time, without genuine connections and authenticity, professional networks can devolve into chaotic and ethically compromised environments. Theories of social capital, cognitive dissonance, emotional labor, and authenticity all evolve from foundational psychological and sociological principles. They collectively illustrate how superficial social engagements can degrade the integrity of individuals and organizations, fostering environments where unethical behavior becomes normalized. By understanding and addressing these issues, we can promote more authentic and sustainable professional relationships.
References:
Babiak, P., & Hare, R. D. (2006). Snakes in Suits: When Psychopaths Go to Work. HarperCollins.
Baumeister, R. F. (1994). Losing Control: How and Why People Fail at Self-Regulation. Academic Press.
Festinger, L. (1957). A Theory of Cognitive Dissonance. Stanford University Press.
Goffman, E. (1959). The Presentation of Self in Everyday Life. Anchor Books.
Hochschild, A. R. (1983). The Managed Heart: Commercialization of Human Feeling. University of California Press.
Lin, N. (2001). Social Capital: A Theory of Social Structure and Action. Cambridge University Press.
Rogers, C. R. (1961). On Becoming a Person: A Therapist's View of Psychotherapy. Houghton Mifflin.
Sartre, J.-P. (1943). Being and Nothingness. Washington Square Press.
Tesla, N. (1919). My Inventions: The Autobiography of Nikola Tesla. Electrical Experimenter.
