Positive Psychology

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How to Make Work Psychologically Rich: Lessons from Shigehiro Oishi

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For years, happiness and purpose have shaped how we think about well-being. But according to Shigehiro Oishi, Professor of Psychology at the University of Chicago, there’s a third dimension that might be just as essential, especially for those seeking depth in both life and work.

Oishi is a leading researcher in the psychology of well-being whose work has helped expand our understanding of how people across cultures define and pursue a good life. His latest research centers on psychological richness—a concept that adds texture, curiosity, and complexity to traditional models of well-being.

In this episode of Meaningful Work Matters, we sit down with Oishi to explore how this framework challenges conventional thinking, what it means in the workplace, and how we can invite more richness into our daily lives, even in subtle ways.

Psychological Richness Defined

Psychological richness is the idea that a good life isn’t only about feeling good (happiness / hedonia) or doing good (meaning / eudaimonia). It’s also about experiencing a wide range of emotions, ideas, and moments—especially the unexpected ones.

Unlike happiness, which favors comfort and pleasure, and meaning, which often stems from stability and service, psychological richness is defined by:

  • Novelty and variety

  • Complexity and surprise

  • Moments that shift our perspective

As Oishi puts it:

“It’s not always pleasant—but it adds texture, wonder, and growth.”

He likens it to eating dark chocolate: a sensory experience that’s sometimes bitter, complex, and memorable.

Why Psychological Richness Matters

Research from Oishi and his colleagues suggests that people who pursue psychological richness are:

  • More curious and open to new experiences

  • More likely to take intellectual or creative risks

  • Less likely to avoid discomfort if it leads to personal growth

In one study, students who self-identified as psychologically rich were more likely to choose challenging classes—not for the grade, but for the learning. In another experiment, simply reflecting on the value of richness increased participants’ willingness to wait (at a cost) to satisfy their curiosity.

Psychological richness, in other words, invites exploration for its own sake. It helps people engage with life not just for outcomes, but for the stories and perspectives they collect along the way.

Psychological Richness at Work

How does this idea show up in the workplace?

Soren and Oishi explore how certain jobs, like those in the arts, often rank low in satisfaction and even meaning, yet still attract and retain people because of their psychological richness. These roles tend to offer:

  • Freedom and autonomy

  • Creative problem-solving

  • A sense of unpredictability or play

Oishi highlights data showing that while social workers or teachers often rate their jobs as deeply meaningful, editors and artists don’t always do the same—yet they still choose to stay. One likely reason? Their work is stimulating, dynamic, and creatively engaging, even if not always fulfilling in a traditional sense.

Psychological richness also helps explain why some people thrive in fast-paced, ambiguous environments, while others find comfort and satisfaction in routine. It’s not that one is better than the other. Rather, different people (and roles) may emphasize different forms of well-being.

Simplicity vs. Complexity: The Case for Generalists

Another practical insight from Oishi’s research: generalists tend to experience more psychological richness than specialists.

In studies where participants imagined themselves in narrowly defined, repetitive roles versus more open-ended, cross-functional ones, those in “generalist” scenarios reported greater curiosity and psychological engagement. They also scored higher on behavioral measures of curiosity.

This doesn’t mean specialization is bad. But for organizations looking to spark innovation and learning, it suggests that task variety, cross-disciplinary teams, and autonomy can help create environments that support psychological richness.

Even in structured jobs, small tweaks can make a difference. For example, changing a routine, trying a new route to work, or reframing a task through metaphor or storytelling.

Challenges and Considerations

While psychological richness offers many benefits, it’s not without limits. Oishi notes that high levels of novelty and complexity can also lead to overwhelm, especially if experiences aren’t processed or integrated over time.

He cites the example of Anthony Bourdain, whose life was filled with adventure and cultural exploration, but who still struggled with meaning and coherence. Without reflection, even a life filled with experiences can feel fragmented or hollow.

Richness works best when paired with the ability to make meaning from experience. Otherwise, it risks becoming noise rather than depth.

Takeaways

  • Psychological richness is a third, vital dimension of well-being. It complements happiness and meaning by emphasizing complexity, exploration, and new perspectives.

  • Curiosity and growth often stem from discomfort. People who value richness are more willing to try unfamiliar things, take intellectual risks, and learn from unexpected situations.

  • Work can be rich, even when it’s not always meaningful or satisfying. Roles that allow creativity, autonomy, and surprise can offer value beyond traditional success metrics.

  • Psychological richness can be cultivated. Even small changes—like saying yes to a stretch assignment or taking a new path to work—can enrich our experiences.

  • Reflection matters. To truly feel psychologically rich, we must integrate and make sense of our experiences—not just accumulate them.

Final Thoughts

A good life isn’t always sweet. Sometimes it’s complex. Sometimes it’s uncomfortable. But as Shige Oishi reminds us, it’s often those experiences that stay with us. The ones that challenge our assumptions, stretch our thinking, and add layers to our story.

If we want to design lives and workplaces that are truly fulfilling, we may need to look beyond happiness and meaning alone. Psychological richness invites us to embrace life’s full spectrum, and in doing so, discover a more complete picture of well-being.

Resources for Further Exploration

Rethinking Meaningfulness Through a Cultural Lens: Lessons from Mohsen Joshanloo

In this episode of Meaningful Work Matters, host Andrew Soren speaks with Dr. Mohsen Joshanloo, a personality and cross-cultural psychologist whose research explores mental well-being, emotions, personality traits, and culture. Mohsen is an Associate Professor in the Department of Psychology at Keimyung University in South Korea and an Honorary Principal Fellow at the Centre for Wellbeing Science at the University of Melbourne. With a global perspective, he incorporates data from countries across six continents to challenge the assumption that emotional happiness and autonomy are universal ideals.

In their conversation, Soren and Joshanloo explore how different cultures define wellbeing, the phenomenon of “fear of happiness,” and why a sense of purpose may matter more than emotional happiness—especially at work.

The Western Bias in Wellbeing Models

Joshanloo opens with a critique of many dominant models of psychological wellbeing, which often originate in Western societies. These models prioritize individualistic traits like self-esteem, autonomy, and personal growth—an assumption that meaning must be self-generated to be authentic. These ideals don't always translate across cultures.

“The criticism isn’t that other cultures don’t value autonomy or purpose,” Joshanloo explains, “but that the definition of those things changes depending on cultural context.”

In what Joshanloo describes as collectivist or traditional societies, meaning is often derived from social roles, tradition, or guidance from elders. Far from being seen as conformist, these sources of meaning are deeply valued and can form the foundation of a fulfilling life.

Eudaimonic Wellbeing vs. Emotional Happiness

A central distinction in the conversation is between emotional happiness and eudaimonic wellbeing. Emotional happiness refers to short-term positive feelings, while eudaimonic wellbeing is rooted in dimensions like purpose, personal growth, and living in alignment with one’s values.

Mohsen’s longitudinal research has shown that:

  • Emotional happiness and eudaimonic wellbeing are correlated in the short term.

  • Over time, eudaimonic wellbeing predicts future emotional happiness—but not the other way around.

This finding suggests that chasing emotional highs may not lead to sustainable wellbeing. Instead, investing in purpose and meaning may be a more durable path to fulfillment.

Understanding Fear of Happiness

One of Mohsen’s most well-known contributions is his long-running research on the fear of happiness. Across 25+ countries, his team has explored why people in some cultures are hesitant to fully embrace or express happiness.

This fear isn’t about rejecting joy altogether, but rather a belief that intense happiness may lead to negative outcomes—like envy, loss, or punishment. In some cultures, visible happiness may invite the “evil eye” or signal carelessness, making restraint a form of protection.

“People may fear emotional happiness,” says Joshanloo, “but rarely do they fear growth, purpose, or contribution.”

This insight challenges the idea that emotional happiness is the ultimate human goal and helps expand the conversation around what it means to support wellbeing—particularly in diverse or global settings.

What Purpose Tells Us About Money and Satisfaction

In a global dataset spanning 94 countries, Joshanloo examined the relationship between income, purpose, and life satisfaction. His findings were striking: people without a clear sense of purpose placed more importance on income when evaluating their lives. For those with a strong sense of purpose, the correlation between income and life satisfaction was significantly weaker.

In other words, meaning can buffer our reliance on external markers of success.

This insight has direct implications for how we think about motivation, performance, and compensation at work. While money is important, purpose may be a more stable source of satisfaction—especially when work feels meaningful.

From Research to the Workplace: Why Mattering Comes First

So, how can organizations apply these insights?

Joshanloo emphasizes that before people can pursue purpose, they need to believe they matter. Feeling invisible or powerless undermines motivation, whereas believing you can make a difference is the first step toward purpose-driven engagement.

“You can’t make people feel they don’t matter and then expect them to be purposeful,” he says.

For leaders, this means that fostering inclusion and psychological safety is not just a cultural goal—it’s a strategic one. Only when employees feel valued can they fully engage with their work and find meaning in it.

Resources for Further Exploration

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Purpose as an Active Commitment: Lessons from William Damon

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In this episode of Meaningful Work Matters, host Andrew Soren engages with William Damon, Professor of Education at Stanford University and Senior Fellow at the Hoover Institution.

As one of the world's leading researchers in human development and a pioneer in the study of how people find purpose, Damon brings decades of insight to the discussion of meaningful work and purpose-driven lives.

The Triple Helix of Good Work

William Damon introduces the concept of the "triple helix" of good work, which emerged from his collaborative research with Howard Gardner and Mihaly Csikszentmihalyi. This model posits that truly meaningful and impactful work requires the integration of three essential elements:

  1. Excellence: A commitment to high-quality performance and continuous improvement

  2. Engagement: Genuine interest and enjoyment in one's work

  3. Ethics: Adherence to moral principles and values in professional conduct

Damon emphasizes that all three components are necessary for work to be truly "good." He explains:

"Two out of the three weren't enough. You have to be dedicated to ethics, a commitment to excellence, and a commitment to being engaged, to enjoying what you're doing."

This holistic approach to work aligns closely with eudaimonic well-being, reflecting Aristotelian ideals of living a life of virtue, engagement, and the pursuit of one's full potential.

Purpose as an Active Commitment

Central to Damon's research is his definition of purpose, which he articulates as "an active commitment to accomplish something that is both meaningful to the self and of consequence to the world beyond the self."

This definition encompasses several crucial elements:

  • Active commitment: Purpose requires sustained effort and action, not just thought or belief

  • Accomplishment: There must be a goal or outcome to work towards

  • Personal meaning: The pursuit must resonate with the individual's values and interests

  • Beyond the self: The impact of one's efforts should extend to the broader world or community

Damon clarifies that purpose doesn't necessarily equate to altruism, stating, "You can attempt to accomplish something for the world beyond the self that doesn't have to do with satisfying other people."

He provides examples of scientists studying black holes or artists creating unconventional music, emphasizing that purpose can be found in various forms of contribution to knowledge, art, or society.

Challenges and Considerations

While purpose and meaningful work offer numerous benefits, Damon acknowledges potential challenges:

  1. The dark side of meaningful work: Highly purposeful individuals may be at risk of exploitation or burnout, especially in fields like healthcare or non-profit work.

  2. Balancing merit and equality: Damon addresses recent critiques of meritocracy, arguing that the pursuit of excellence and recognition of merit are essential for societal progress and individual fulfillment.

  3. Generational shifts: While cautious about overgeneralizing cohort differences (eg Gen X vs Gen Y), Damon notes that there are changing attitudes towards work-life balance and the questioning of traditional work ethics among younger generations.

Damon's Model of Purpose Development

Drawing from his extensive research, Damon presents a model of how purpose develops over the lifespan:

  1. Gradual development: Purpose often emerges slowly, with fits and starts, particularly in late adolescence and early adulthood.

  2. Trial and error: Many individuals experience setbacks and periods of cynicism before finding their purpose.

  3. Adaptability: As life circumstances change, individuals may need to adjust their purpose or find new sources of meaning.

  4. Encore purposes: In later life stages, such as retirement, people often discover new purposes aligned with their evolving capacities and interests.

This model emphasizes the dynamic nature of purpose and the importance of remaining open to new sources of meaning throughout life.

Practical Applications and Implications

Damon offers several strategies for cultivating purpose, particularly for younger individuals:

  1. Fostering gratitude: Encouraging appreciation for learning opportunities and life experiences can set the stage for purpose development.

  2. Developing a sense of service: Instilling the idea that "it's not all about you" helps individuals connect their efforts to broader societal needs.

  3. Balancing multiple life domains: Recognizing that purpose can be found in various areas, including work, family, civic engagement, and personal interests.

For organizations, Damon stresses the importance of authentic leadership in creating purposeful work environments:

  • Clearly articulating the organization's mission and its value to society

  • Aligning incentives with both organizational success and societal benefit

  • Fostering a culture of integrity and ethical behavior

Conclusion

William Damon's insights offer a rich perspective on the development and cultivation of purpose throughout life. By understanding purpose as an active commitment that extends beyond the self, individuals and organizations can work towards creating more meaningful, impactful, and fulfilling work experiences.

As we navigate the complexities of modern work life, Damon's research provides valuable guidance for fostering purpose-driven lives and careers.

Resources for Further Exploration

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The Stress-Meaning Paradox: Lessons from Jess Annison

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In this episode of Meaningful Work Matters, host Andrew Soren engages with Jess Annison, a UK-based positive psychology practitioner, leadership coach, and career consultant. Annison, who recently completed her master's thesis in applied positive psychology, shares her research on the intricate relationship between stress and meaningful work.

With a background in organizational change and major projects, including work on the London 2012 Olympic Games and as director of change for Europe's largest open-access university, Annison brings a wealth of practical experience to her academic pursuits. Her passion for helping people find meaning in their work, coupled with her firsthand experience of the stresses that can accompany deeply meaningful roles, led her to explore this complex topic.

The Complex Relationship Between Stress and Meaningful Work

Annison's research, published in Frontiers in Psychology, reveals a nuanced and bidirectional relationship between stress and meaningful work. Using a grounded theory approach, she identified six "complex handshakes" or ways in which stress and meaningfulness interact:

These relationships highlight the intricate nature of meaningful work, which Annison describes as having "intricate tensional knots." She emphasizes that "nothing in life is so simple that it's ever wholly great," underscoring the importance of acknowledging both the benefits and potential drawbacks of meaningful work.

Stress as a Component of Work Experience

Annison frames stress within the context of the job demands-resources theory, where stress arises when job demands exceed an individual's resources to cope. She explains that while some stress can be beneficial, chronic or acute stress can lead to various mental and physical health problems.

"Stress is when we experience challenging circumstances or demands that exceed our resources, that exceed our ability to cope.”

This definition helps listeners understand that stress is subjective and can vary based on individual perceptions and available resources.

Challenges and Considerations

The research highlights several challenges associated with meaningful work:

  • Potential for overwork and burnout due to deep care for the work

  • Difficulty maintaining work-life balance

  • Risk of exploitation when passion is used to justify poor working conditions

  • Stress potentially diminishing the perceived meaningfulness of work

Annison cautions against viewing meaningful work as a "silver bullet" for workplace well-being and emphasizes the need for awareness of these potential downsides.

Annison's Research Findings

Annison's qualitative study revealed that the relationship between stress and meaningful work is often simultaneous and complex. Participants reported experiencing both positive and negative effects concurrently. For example, meaningful work might exacerbate stress while also helping to alleviate it at the same time.

One participant aptly summarized this complexity: "A few things in life are easy and worth doing," which became the title of Annison's research paper. This phrase encapsulates the idea that worthwhile endeavors often come with challenges.

Practical Applications and Implications

To navigate the complex relationship between stress and meaningful work, Annison suggests:

For individuals:

  • Reflect on personal experiences of stress and meaning in work

  • Journal or discuss with a mentor to gain clarity

  • Make adjustments to reduce stressors or boost coping resources

  • Ensure meaningful work is part of a broader meaningful life

For organizations and leaders:

  • Be mindful of unintended consequences of promoting meaningful work

  • Provide space for discussions about stress and meaning

  • Balance high-pressure periods with time for recovery

  • Role model good practices in managing work-life boundaries

Conclusion

Jess Annison's research provides valuable insights into the nuanced relationship between stress and meaningful work.

By acknowledging both the benefits and challenges of deeply engaging work, individuals and organizations can better navigate the complexities of creating fulfilling career experiences while maintaining well-being.

Resources for Further Exploration

  • Jess Annison's website: www.jess-annison.com

  • Research paper: "Few Things in Life Are Easy and Worth Doing: A Grounded Theory Study of the Relationship Between Stress and Meaningful Work" (available through Frontiers in Psychology)

  • Upcoming book: "Career Crafting: How to Conquer Your Mid-Career Crisis and Create Your Most Meaningful Work Life" (release date: early 2025)