Reactance: The Need for Freedom in the Workplace

How would you feel if told, “DO NOT read this blog further”? The resistance you may feel is known as Reactance. When someone directs us to do something, we often perceive it as a threat to our freedom. This reaction can trigger feelings of stress, frustration, or even anger, leading people to assert their independence by doing the opposite of what’s expected. During the COVID-19 pandemic, for instance, mandatory face masks and other restrictions triggered reactance in some individuals. In the workplace, organizations that mandated office returns after remote work also faced resistance, as employees felt a loss of autonomy.

Reactance theory is essential to understand in workplace settings, as leaders spend significant time getting team members to follow directions, meet deadlines, or embrace new projects. Reactance highlights a fundamental human need for control and the desire to preserve options. When team members feel their choices are restricted, it can result in subtle or overt resistance, such as quiet quitting, taking extra-long breaks, or disengaging from work tasks. This reaction may be more about regaining a sense of freedom than outright defiance.

The BYAF Technique: “But You Are Free”

One of the most effective ways to counteract reactance is through the “But You Are Free” (BYAF) technique. Studies show that reminding people they have the freedom to choose can significantly increase their willingness to say “yes.” Giving team members a polite choice—such as allowing them to opt in—leads to a voluntary “yes” that’s far more powerful than one coerced through demands. A simple, “But you are free to say no” can make a big difference, as it reinforces a sense of autonomy.

Insight: Action nudges that feel optional are effective because they respect individuals’ sense of freedom, avoiding the reactance that mandates can trigger.

Giving Choice Within Limits

While team members may not always have the option to refuse an organizational goal, there are ways to offer them control over how they achieve it. Leaders can share broad objectives and let team members determine how to meet them. Allowing the team to define milestones, design approaches, and select project roles can foster engagement and motivation. A subtle shift in language—from directive to collaborative—can help prevent negative reactions and create a sense of ownership. When team members set their own timelines and tasks, they are more likely to feel invested in the outcome.

Why Behavioral Science Tools Are Effective

Behavioral science offers alternative methods for influencing behavior without infringing on freedom. Traditional behavior modification methods (like rewards and punishments) may impact individuals’ sense of autonomy, leading to reactance. Behavioral science, however, leverages techniques that don’t threaten freedom, such as social norms, anchoring, and defaults, to encourage positive behavior.

Comparison of Behavioral Science with Traditional tools

1. Traditional Tools:

• Rewards: Associated with a high sense of freedom, as people feel they are receiving positive reinforcement voluntarily.

• Punishment and Restraints: Both associated with a low sense of freedom, likely due to the coercive nature of these methods, which may feel restrictive.

• Compulsion: Linked to the lowest sense of freedom, as it involves forcing behavior, leaving individuals feeling completely controlled.

2. Behavioral Science Tools:

 These tools (such as social norms, Pygmalion effect, framing, anchoring, implementation intentions, loss aversion, and defaults) are designed to influence behavior while maintaining a high sense of freedom. They guide choices subtly without imposing them, which can be more effective in motivating behavior without triggering reactance.

By using behavioral tools that respect individual autonomy, leaders can influence behavior without triggering reactance. In today’s workplace, understanding the power of choice is key. By offering freedom within boundaries and using techniques that honor autonomy, leaders can foster a motivated and collaborative team culture.