Психологи объяснили причины чрезмерной болтливости сотрудников на работе

Listen to this article in summarized format Loading... × × Subscribe to Unlock AI Briefing and Premium Content New Year Offer 24 Hours Left Already a member? Sign In What's Included Exclusive Stories Daily ePaper Access Smart Market Tools Curated Investment Ideas Ad-lite Experience Subscription Psychology says people who talk extensively in office aren't necessarily trying to dominate conversations or attract attention. A person who speaks for long periods during meetings, starts frequent conversations or continues talking when others are working may have reasons that are not visible to colleagues. Workplace communication can be affected by anxiety, boredom, loneliness, stress and the need for approval. Some people may also have difficulty understanding social cues. In some cases, conditions such as ADHD or bipolar disorder can be linked with excessive or pressured speech. Understanding these reasons can help employees respond without quickly labelling a coworker as lazy, self-centered or disruptive. Psychology says people who talk extensively in office aren't always trying to cause disruption Talking often at work can be misunderstood. A person who speaks a lot may be seen as someone who wants to control a discussion, avoid work or receive attention. Psychology suggests that excessive talking can also serve as a way to manage an internal need. The person may be trying to reduce anxiety, deal with loneliness, escape boredom or gain reassurance from people around them. This does not mean every person who talks a lot has a psychological problem. Frequent conversation can also be part of a person's communication style. The important point is that the behavior should not automatically be given one explanation. What does this behavior mean? Excessive talking can sometimes act as a form of emotional regulation. A person may speak because talking provides temporary relief from stress or discomfort. For some employees, silence can create discomfort. Talking fills that silence and gives the person something to focus on. Long conversations can also provide social connection. Someone who feels isolated at work may use conversation to maintain contact with colleagues. In other cases, a person may believe that speaking more shows knowledge, involvement or competence. They may not realize that others see the behavior differently. The difference between intention and impact is important in workplace communication. A person may believe they are helping a discussion while colleagues may feel that the conversation is delaying their work. Why do some people talk too much at work? There are several possible reasons behind excessive talking in professional environments. Anxiety: Some people feel uncomfortable when there is silence. Talking can become a way to release nervous energy. It may also help a person manage social anxiety or feelings of inadequacy. Boredom: Employees who perform repetitive tasks or do not have enough work may look for stimulation through conversation. Social interaction can provide a break from routine. Need for validation: Some people may speak often because they want to feel noticed. They may use conversations to receive approval from colleagues or supervisors. Neurodivergence: ADHD can involve impulsive communication and difficulty stopping a conversation. During manic episodes associated with bipolar disorder, some people can experience pressured speech. However, talking frequently by itself cannot establish any diagnosis. Difficulty reading social cues: Some individuals may not notice signs that another person wants to end a conversation. They may miss body language, short responses or changes in attention. These reasons show why excessive talking should not automatically be described as arrogance or laziness. What psychology theories explain excessive talking? Several psychology concepts can help explain why workplace behavior changes according to a person's situation. Kurt Lewin's Field Theory Kurt Lewin's Field Theory describes behavior as a function of the person and the environment. It is often represented as B = f(P, E). In an office, the environment can affect communication. An open-plan workplace, frequent interaction and constant access to coworkers can create more opportunities for conversation. A person who already feels anxious may respond to this environment by speaking more. The behavior therefore comes from the interaction between the individual and the workplace. Social Learning Theory Albert Bandura's Social Learning Theory explains that people can repeat behavior when they receive some form of reward. For example, an employee may have learned that speaking often leads to praise, attention or recognition. If this happened in school, previous jobs or other social settings, the person may continue the same pattern at work. The behavior can therefore become learned rather than planned. Attachment Theory Attachment Theory can also provide a way to understand some workplace interactions. A person with an anxious attachment pattern may seek frequent signs of connection from others. Talking can become one way of checking whether they remain accepted by the group. This does not mean that excessive talking proves a particular attachment style. It only provides one possible framework for understanding the behavior. What workplace research says about people who talk excessively? Research on workplace communication has used the term talkaholics for people who engage in compulsive talking. Research associated with James McCroskey and Virginia Richmond examined how people who talk frequently view their own communication. One finding discussed in this area is that people who talk excessively may not see their behavior in the same way as their coworkers do. A person may believe they are communicating well, helping the group or contributing to a discussion. Colleagues may instead view the same behavior as disruptive or difficult to manage. This difference in perception matters because the person may not realize that their communication is affecting others. The role of cognitive dissonance and self-regulation Cognitive dissonance refers to discomfort that can occur when a person's beliefs, feelings and behavior do not match. A person may want to appear calm, capable and accepted while feeling stressed, lonely or uncertain internally. Talking can become a way to reduce that discomfort. Conversation can provide attention, reassurance or social contact. Self-regulation also plays a role. People use different behaviors to manage emotions and internal tension. For some, talking can become one of those behaviors. The behavior may provide short-term relief even when it creates problems for coworkers. What should employees learn from this behavior? A talkative coworker can affect concentration and productivity. That does not mean the person should be labelled without considering the situation. There are several ways to handle the issue. Do not assume the reason: Excessive talking can have many causes. Avoid deciding that a coworker is lazy or arrogant without evidence. Set clear boundaries: Employees can explain that they need to return to a task. Use direct but polite language: A statement such as, "I have a deadline in ten minutes, so I need to get back to this," can end a conversation without creating conflict. Use workplace signals: Headphones or other agreed signals can show that someone is concentrating. Consider the work environment: Repetitive tasks, limited work or workplace isolation can contribute to frequent socializing. Speak to management when needed: If conversations repeatedly affect work, the issue can be discussed through normal workplace channels. Setting a boundary does not require insulting or embarrassing another person. What are the life lessons from this behavior? The first lesson is that intent does not always equal impact. Someone may believe they are being friendly while another person may experience the conversation as an interruption. The second lesson is that silence is also a communication skill. Being comfortable with quiet periods can help people focus and can respect the boundaries of coworkers. The third lesson is curiosity instead of immediate judgment. Asking what may be behind a behavior can change how people respond to it. This does not mean employees must accept behavior that affects their work. Boundaries remain necessary. The key is to separate the person from the behavior. A conversation can be reduced without attacking someone's character. 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