The Psychological Toll of Gaslighting in Engineering: How It Impacts Performance and Innovation
Doug Howard, P.E.
Sales Engineer | Automation Solutions Expert | Helping Businesses in the Northeastern US Optimize Operations with Innovative Automation Technologies | Key Account Management
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This week's topic: The Psychological Toll of Gaslighting in Engineering: How It Impacts Performance and Innovation
Gaslighting, a term typically associated with personal relationships, is increasingly recognized as a form of workplace manipulation that erodes trust, self-confidence, and morale. Engineering professionals, who rely heavily on logic, accuracy, and teamwork, are particularly vulnerable to the subtle and damaging effects of gaslighting. This phenomenon, often downplayed or misunderstood, can have a profound impact on productivity, innovation, and mental health, creating a ripple effect that affects both individuals and their teams.
What Is Gaslighting, and How Does It Show Up in Engineering?
Gaslighting is a form of psychological manipulation in which a person or group causes someone to question their reality or doubt their perceptions and judgments. In the workplace, this might look like:
A study by the Workplace Bullying Institute found that nearly 19% of employees experience workplace bullying, which includes manipulation and gaslighting tactics. In engineering, where precision, data integrity, and teamwork are crucial, these tactics can hinder project outcomes, degrade team morale, and ultimately lead to a toxic work environment.
Gaslighting in Engineering: Unique Vulnerabilities
For engineering managers, recognizing gaslighting can be more challenging because its effects are often gradual and insidious. Engineering professionals tend to approach tasks with a logical, evidence-based mindset, which gaslighters can exploit by casting doubt on one’s technical knowledge, judgment, or reliability.
1. Trust in Data and Decisions
Engineering relies on data-driven decisions, but gaslighting disrupts this by causing individuals to second-guess their conclusions, even in areas where they have expertise. For example, a team member may propose a design solution only to be told by a superior that it’s incorrect without clear reasoning or data to support the criticism. Over time, this manipulation erodes trust in one’s skills and can lead to “analysis paralysis,” where engineers hesitate to make decisions for fear of being wrong.
2. Innovation and Creativity
Creativity in engineering often means taking calculated risks or suggesting innovative ideas. Gaslighting stifles this spirit, as individuals subjected to repeated invalidation may become risk-averse, fearing that any novel approach will be dismissed or mocked.
A study from Gallup found that only 29% of employees strongly agree that they’re encouraged to be creative or try new approaches . In an environment where gaslighting is present, even fewer may feel comfortable proposing innovative solutions.
3. Team Dynamics and Collaboration
Engineering projects are typically collaborative, relying on team members’ diverse expertise. Gaslighting not only affects individuals but also disrupts team cohesion. When a team member feels undermined or manipulated, it can lead to isolation, resentment, and disengagement, affecting the overall group’s performance.
Data from McKinsey shows that teams with high trust levels demonstrate 50% higher productivity . In gaslighting environments, trust deteriorates, leading to higher turnover and reduced productivity.
The Impact on Mental Health and Job Performance
Gaslighting has serious repercussions on mental health, with long-term exposure leading to stress, anxiety, and burnout. Research from the American Psychological Association links workplace bullying, including gaslighting, with elevated levels of anxiety and depression, which impair cognitive functions like problem-solving and memory. For engineering professionals, this decline in mental acuity is especially detrimental, as their roles demand high levels of focus and precision.
The Toll on Job Performance
Employees who experience gaslighting are more likely to disengage and exhibit lower job satisfaction. Gallup research indicates that employees who don’t feel valued are 20% more likely to actively look for a new job . In engineering, where project consistency and continuity are key to achieving long-term success, turnover due to toxic dynamics like gaslighting can have an outsized impact, delaying projects and leading to loss of expertise.
Why Is Gaslighting So Prevalent in Engineering?
The high-pressure, competitive environment of engineering roles can create fertile ground for gaslighting behaviors. Engineering managers face the pressure of project deadlines, budget constraints, and technical challenges. These stresses, combined with a hierarchical culture, sometimes create an environment where some managers, consciously or unconsciously, engage in gaslighting to maintain control or deflect responsibility.
Additionally, remote work has exacerbated these dynamics, making it easier to withhold information, dismiss concerns, and miscommunicate intentions. In a recent survey, 45% of remote workers reported feeling isolated, which can amplify the effects of manipulative behaviors like gaslighting .
The Long-Term Impact of Gaslighting on Teams
The consequences of unchecked gaslighting extend beyond individual mental health and job performance. In engineering, where teamwork and precise execution are crucial, gaslighting can lead to miscommunication, poor morale, and ultimately project delays or costly errors. For instance, an engineer who constantly second-guesses their work due to gaslighting may fail to speak up about potential flaws, resulting in oversight that impacts project quality.
Moreover, gaslighting drives talent away. Employees who feel unsupported or manipulated are more likely to leave the company, and SHRM data shows that replacing an employee can cost as much as 50-60% of their annual salary . For engineering firms, this translates into lost expertise, additional recruitment costs, and potential project delays as new hires get up to speed.
Addressing Gaslighting for a Healthier Engineering Culture
Creating an environment that discourages gaslighting starts at the leadership level. Engineering managers should prioritize open communication, foster trust within their teams, and provide clear, constructive feedback. Building a culture where questions and concerns are encouraged can help engineers feel empowered to share their insights and speak up without fear.
While identifying and addressing gaslighting behaviors can be challenging, it’s essential for building a resilient, productive, and innovative engineering team. Awareness is the first step toward creating a culture that values each team member’s contribution and well-being.
In engineering, where success hinges on precision, collaboration, and innovation, ensuring a supportive environment that encourages open dialogue and mutual respect is critical for long-term achievement and a healthier workplace.
Are you feeling confused, doubting your own reality, or questioning your sanity because of something a colleague or boss said?
You might be experiencing gaslighting.
In this episode, you’ll learn what gaslighting is, how to recognize it in the workplace, and actionable steps you can take to protect yourself. Learn to identify the signs, understand the effects, and equip yourself with strategies to combat this manipulative behavior and maintain your mental health and professional integrity.
- Doug Howard PE
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1moVery interesting article. We tend to hear about gaslighting in our personal relationships, but don’t talk about it as much in the workplace. It’s great to have awareness to understand what is happening and what to do when you experience it.