Psychological distress in the workplace isn't just the result of an excessive workload or a lack of resources. It develops through daily interactions. Feedback can be perceived as a challenge to one's authority. Silence can be interpreted as rejection.

The 2026 Workplace Mental Health Barometer indicates that 22% of French employees report poor mental health, down from 26% in 2025. This improvement remains fragile. Nearly six million people still experience long-term psychological distress, which is associated with reduced engagement and a decline in workplace collaboration.

In light of these findings, companies have expanded their preventive measures. For example, they are setting up support hotlines, offering training on psychosocial risks, and launching support platforms. These tools are necessary, but they often come into play only after difficulties have already taken hold. While they help identify individual symptoms, they do not always address the underlying causes.

Mental health in the workplace depends largely on how individuals interpret and regulate their emotions. Attachment theory, originally developed by psychoanalyst John Bowlby in 1958, sheds light on these mechanisms. This theory posits that every individual needs an attachment relationship with at least one person who cares for them—a caregiver—particularly during early childhood. This relationship is believed to provide a sense of security. It leads to the development of internal models that shape perceptions of oneself, others, and social situations.

Our research conducted as part of the National Research Agency’s ATTACHED project shows that these patterns do not disappear in adulthood. They resurface in professional situations, particularly when individuals are faced with uncertainty or stress, as we studied with Ange Abalé in 2025.

Reassuring, anxious, or avoidant

The literature identifies three major attachment styles, which we have also observed in our research in the workplace.

• A secure style fosters self-confidence and trust in others. Disagreements can then be discussed without being perceived as a threat to one’s identity. This approach facilitates open communication and fosters cooperation.

• An anxious personality is characterized by hypersensitivity to social cues. A comment can quickly be perceived as criticism. This hypervigilance leads to rumination and stress.

• An avoidant style tends to downplay the importance of emotions and mutual dependence. When faced with tension, the strategy often involves distancing oneself or rationalizing, which can hinder the expression of difficulties and delay their resolution.

These trends are not fixed patterns: they vary depending on the organizational context. Their value lies in their ability to shed light on the implicit mechanisms that influence how work-related constraints are experienced.

Emotional Regulation at Work

Identifying these mechanisms opens up avenues for action. When an employee understands that their agitation in response to feedback stems from a particular way of interpreting it, they can adjust their response. When a manager recognizes their tendency to distance themselves during a disagreement, they can learn to maintain the connection without avoiding the discussion. Prevention is thus no longer limited to a corrective approach. It becomes a process of improving the quality of interactions.

Some companies are seeking to incorporate this relational aspect into their prevention programs. This is the case withENGIE, which has established a network of “field monitors.” Their role is to identify early warning signs—such as unusual fatigue, social withdrawal, or mood swings—and then engage in a conversation with the affected employee.

These local representatives are not intended to address the identified issues directly. Their role is to listen, create an initial space for dialogue, and refer employees to the appropriate resources (occupational health, human resources, psychological counseling), with the employee’s consent. This approach is based on early detection and collective accountability, drawing on day-to-day workplace interactions.

Transforming Workplace Relationships

Psychological distress cannot be understood solely at the individual level. It arises in specific work situations, at the intersection of constraints, interactions, and organizational structures.

Transforming workplace relationships, then, requires a shift in perspective. It is no longer just a matter of supporting individuals who are struggling, but of addressing the factors that shape their day-to-day interactions: how they cooperate, provide feedback, or handle disagreements.

This trend is also evident on a national scale. For example, the Charter of Commitment to Mental Health in the Workplace, launched in 2025, has already been signed by more than 170 companies. It focuses on several key areas: training managers and fostering social dialogue on psychological well-being at work, as well as continuously improving quality of life and working conditions (QVCT). It thus encourages the integration of interpersonal factors.

Our early childhood experiences continue to shape our relationships at work. Understanding them helps foster smoother communication, stronger cooperation, and better stress management.

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