Psychosocial risks in the workplace require structural organizational changes

Experts warn that the culture of constant crisis management, often described as 'killing a lion a day,' can lead to employee exhaustion and illness. When extraordinary effort becomes a daily routine, organizations may be using human resilience to compensate for structural failures in planning, processes, and management.

Effective management of psychosocial risks requires moving beyond simple questionnaires and risk matrices. Tatiana Pimenta, CEO of Vittude, emphasizes that companies must investigate root causes such as incompatible goals, prolonged working hours, recurring emergencies, and bureaucratic processes. If low psychological safety is identified, leadership behaviors and organizational culture must also be examined.

In Brazil, the NR-1 regulation, in effect since May 2026, mandates that organizations identify, evaluate, and implement preventive measures for psychosocial occupational risks. This requires continuous management and integration between Human Resources, Occupational Health and Safety, and leadership to ensure that interventions—such as redistributing tasks or adjusting workloads—are effective.