Supporting Employee Wellness in an Era of Deepfakes and Doomscrolling
As the digital age continues to evolve, employees are constantly bombarded by a relentless stream of negative news through social media and TV. We’re exposed to information, misinformation, real and fake news in real-time, 24/7.
It’s hard enough to absorb “real” news, let alone “fake” news propagated through questionable news sources, and now, increasingly sophisticated deepfakes. These digitally altered video or audio clips, created by using artificial intelligence to make it appear as though someone is saying or doing something they never did, are often indistinguishable.
And many people engage in doomscrolling, unconsciously consuming distressing content without pause, which can amplify feelings of helplessness, worry, anxiety, and fear. This is especially concerning when misinformation or conspiracy theories distort reality and fuel paranoia or mistrust.
These new realities are taking a toll on employees and our workplaces. Employees are feeling increasingly anxious, fearful, distrusting, confused, fatigued, and distracted, and it is starting to impact their health and performance.
The hidden toll of engaging in negative media exposure
Research conducted by APA reveals that excessive exposure to negative media is having a significant impact on mental health and stress. People are reporting:
- Increased anxiety and depression
- Sleep disturbances
- Emotional exhaustion
- Reduced productivity and focus
- Heightened irritability and interpersonal conflict
DSM-5-TR and the rise of psychosocial strain
Another indication of the times we live in is the expansion of The Diagnostic and Statistical Manual of Mental Disorders, Fifth Edition, Text Revision (DSM-5-TR). The Manual now recognizes psychosocial factors that impact mental health to include Z codes, used to document conditions that may affect diagnosis or treatment but are not mental disorders, including codes for religious and spiritual problems. Stress and distress experienced in these areas is often exacerbated by polarizing media narratives.
How employers can help
You can protect employees from these psychosocial hazards by addressing them in your psychological health and safety (PHS) program. By integrating media literacy and emotional regulation into your program you can reduce vulnerability and foster greater resilience.
Five practical steps for employers to support employees facing media-related stress:
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Educate employees about media stress: Host workshops or webinars that explain how negative media, especially deepfakes, fake news and conspiracy theories, can impact mental health. Normalize conversations about media stress and introduce terms like “headline anxiety” and “digital fatigue.” Proactive education programs can help some employees change their media consumption habits.
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Train leaders to recognize signs of media overload: Prepare managers to listen and observe for patterns that suggest an employee may be struggling with news overload and demonstrating behavioural changes such as withdrawal, irritability and decreased performance. Encourage managers to ask open-ended questions and listen without judgment. Leaders should understand that they’re not expected to diagnose, but they can play a key role in early intervention. They can serve as a conduit for help-seeking behaviour and support.
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Promote digital hygiene and boundaries: Encourage employees to set boundaries, such as designating “no-scroll” zones during work hours around media consumption. Promote mental fitness training that teaches employees how to create new habits to help them take digital detox breaks and regulate their daily media consumption and social media time.
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Offer confidential screening tools: Provide employees with access to tools that help them assess their exposure to media stress, as well as potential social media compulsions. These tools could include self-assessments for anxiety, perceived isolation or spiritual strain. Ensure these tools are easily accessible and confidential. The goal is not to diagnose but to increase self-awareness on usage, habits and the risk of a social media addictive disorder that can control time, thoughts and behaviours.
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Create a culture of psychological safety: Encourage employees to have at least one psychologically safe relationship at work with whom they can share their concerns and frustrations and who can offer constructive feedback. This means fostering trust, vulnerability and mutual care. Encourage peer support, cross-functional collaboration and open dialogue. Leaders should model respectful behaviour and be accountable for their media habits.
Social media coaching is not about fixing employees; it’s about empowering them with education, support and encouragement. When employees feel overwhelmed by media, you can use coaching techniques to help them regain control.
[See: Build Employee Trust and Spark Re-engagement with These Three Steps}
Media overload is a psychosocial hazard that you can’t afford to ignore. The goal isn’t to eliminate media; it is to help employees engage with it mindfully and prevent psychological harm.
Get to know the authors –Dr. Bill Howatt
