Research in Psychology has observed many perfectly normal human experiences that generally lead us to feeling energized or drained of our energy. Typically we don't notice these patterns until they become too much. The goal of the SCUBA framework is to help bring some very common experiences to the forefront for you to make it easier for you to spot them as they happen. In doing so you will build an awareness of where in your environment these experiences come from, and how they tend to affect you day to day.
It may not be possible to cut the energy drains out of your day-to-day worklife, but by becoming more aware of them you (and which experiences are giving you energy) can take steps to reduce their impact on your well-being.
The elements of the SCUBA framework were chosen through a careful examination of research in psychology on topics such as burnout, work-stress, recovery from work-stress, and work motivation. For each element below, I will provide a summary of where it comes from the research and what it may look like in your life. The SC BA framework is not meant to represent all potential sources of motivation or stress that you may experience. It is a starting point for people looking to start building a more mindful experience at work.
The perceived importance and meaning of work outcomes is a key job resource that enhances engagement and counters burnout. Hackman & Oldham’s Job Characteristics Model identifies task significance as one of five core dimensions that elicit the psychological state of experienced meaningfulness, driving motivation and performance. Empirical studies on meaningful work further demonstrate that perceiving one’s role as significant is positively linked to higher employee engagement, organizational commitment, and psychological well‑being
This might look like assignments that let you contribute to socially impactful projects, such as leading community outreach initiatives or sustainability programs. It could also be work that you find personally meaningful, feeling appreciated by those receiving your work, or understanding the overall importance of your work to the full work of your organization
Autonomy or decision latitude is a job resource that fuels the motivational process, promoting engagement and reducing strain. Self Determination Theory (SDT) defines autonomy as a basic psychological need. Similarly, Hackman & Oldham’s model highlights autonomy (decision authority) as a core dimension that nurtures the psychological state of experienced responsibility, boosting job satisfaction and performance.
In your day-to-day this might look like getting to decide how/where/when you work, choosing the approach you take for you tasks or even the order you approach them in. Decision‑making authority over the decisions that affect you and your work, having the resources you need to complete your work effectively, and feeling trusted to make decisions that align with your values are all examples of autonomy.
Time pressures and high workload are job demands that can create higher levels of stress or provide motivational resources under the right conditions. The Challenge‑Hindrance Stressor Framework addresses challenge demands (e.g., deadlines, job complexity) and hindrance demands (e.g., red tape), showing that challenge demands can create mastery and growth experiences while hindrance demands tend to just drain energy.
At work this might look like an overreliance on tight deadlines, over-emphasis on real‑time progress tracking, or a lack of flexibility to adjust to unexpected changes. High‑priority tasks that are too frequent or not balanced with temporary task‑shifting support are other examples of possible Urgency experiences. Clear communication of the rationale behind deadlines and/or emphasizing growth opportunities, can frame Urgency as a motivational challenge rather than a stress‑inducing hindrance.
Social support from supervisors, peers, and friends outside of work is a crucial job resource that buffers the negative impact of demands and supports work engagement. Self Determination Theory (SDT) views relatedness as a fundamental need: supportive interpersonal relationships build motivation, well‑being, and prosocial behaviors at work. Organizational research further demonstrates that a strong sense of community with an organization reduces turnover intentions and enhances collaboration and innovation.
To see this in action, look at the relationships you have with others at work. Do you have a formal or informal mentor? Do you feel like the people around you put you in good positions or create more difficulty for you? Are there informal social events, “watercooler” chat channels, or other opportunities for you to support one another, and reinforce a collective sense of belonging?
Self Determination Theory (SDT) identifies competence as a core psychological need: when individuals feel effective and masterful in their activities, they experience enhanced motivation and well‑being. Bandura’s self‑efficacy theory defines belief in one’s capabilities as a critical personal resource that bolsters resilience, goal pursuit, and achievement.
Relevant signs of Accomplishment in the workplace may be projects that complete or successfully pass key milestones. They could also be doing something new and challenging that requires you to learn and grow. Accomplishment are moments for you to reflect on how you today are moving forward in your life and not stagnating.
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