Topics starting with "F"

Fear of Financial Loss (Loss Aversion)

Loss aversion is the tendency to feel losses more strongly than gains. At work it causes risk-avoidant choices, stalled decisions, and overprotection of budgets and status.

fear of investing

Reluctance to allocate time, budget or people to new work — how it looks in meetings, what drives it, and practical steps to reduce avoidant investment behavior at work.

Fear of upward feedback

Reluctance to give candid feedback to supervisors that reduces information flow and decision quality; recognize signs and practical steps to create safer upward dialogue.

Fear of visibility at work

Fear of visibility at work is avoiding public exposure—like presenting or leading—often due to judgment worries; it reduces participation, career growth, and team learning.

Feedback Avoidance Loop

A repeating workplace pattern where feedback is avoided, allowing issues to recur; signs, causes, and practical steps to create predictable feedback and break the loop.

Feedback Framing to Motivate Teams

How leaders shape wording, timing and context of feedback to make it motivating—signs, triggers, practical phrasing and follow-up for clearer, action-oriented conversations.

Feedback timing and acceptance

How the when of feedback and how people receive it shape usefulness at work — signs, causes, practical timing strategies, and ways to increase acceptance.

Financial Anxiety Triggers

Financial anxiety triggers are workplace events or cues—like pay delays or budget news—that spark worry about money, affecting focus, behavior, and team interactions; learn signs and practical ways to

Financial goal framing for savings

How the presentation of savings goals at work — wording, defaults and visuals — shapes employee uptake and behaviors, and what leaders can do to improve participation.

Financial Risk Tolerance Psychology

How comfort with financial uncertainty shapes workplace choices, team dynamics and decision processes — and practical steps managers and employees can use to manage it.

Financial self-sabotage

Financial self-sabotage: how incentive structures, KPIs and processes push workplace decisions that undermine budgets and long-term value—and practical fixes to stop the cycle.

Flow State Triggers

Flow State Triggers are concrete cues—environmental, social, or task-based—that make deep, focused work more likely and show up as sustained, high-quality output at work.

Flow triggers for knowledge workers

Practical guide to the cues that help knowledge workers enter deep, focused work—what they look like, why they happen, and steps you can try at work.

Framing Effects on Stakeholder Choices

How presentation, wording, and context shift stakeholders’ choices at work, with practical signs and communication-focused fixes to make decisions more objective.

Framing failures as learning signals for high performers

How leaders turn mistakes by high performers into concrete learning: spotting patterns, running focused post-mortems, and coaching to convert setbacks into improved practice.

Framing of Variable Pay

How the presentation of bonuses and commissions — wording, timing, and comparisons — shapes employee perceptions and behavior, and what leaders can do to manage it.

Frictions that sustain counterproductive workplace habits

Small system, social, and cognitive barriers that keep teams repeating inefficient or harmful routines—how they show up in workflows and how to redesign context to stop them.

Frugality stigma at work

Frugality stigma at work is when visible thriftiness leads to negative judgments, exclusion, or unequal treatment, shaping culture, evaluations, and resource decisions.