The psychologist Amy Edmondson popularized the term "psychological safety": teams where people can speak without fear of embarrassment make better decisions and are more resilient. What is often overlooked is that this very culture is also a protective factor against unhealthy coping strategies, ranging from excessive caffeine consumption to risky substance use. Those who seek high performance need an environment that allows for recovery, creates meaning, and visibly recognizes contributions. This is where true addiction prevention begins – not in the employee file, but in everyday work life.

A positive work culture is more than just nice words on the intranet. It describes structures and behavioral norms that enable autonomy, fairness, recognition, and recovery. Three key components are central: first, psychological safetythe shared belief that questions, ideas, and mistakes can be expressed without negative consequences; second, Work-Time-Controlthe individual influence over the timing and duration of work hours; third, visible social support from leadership and colleagues. In such systems, chronic stress decreases, which otherwise often leads to short-term "self-medication" – such as increased nicotine or alcohol consumption in the evening, or stimulants during the day. Hence, addiction prevention in the office means systematically mitigating stressors and making healthy alternatives readily available: movement breaks instead of prolonged sitting, recognition instead of silent pressure, planned recovery instead of endless overtime.

Long workdays without sufficient recovery increase blood pressure, fatigue, and reduce sleep – a combination that weakens impulse control and makes stress management through short-term rewards more likely ^[1]. Lack of recognition and low support from supervisors undermine motivation and increase the risk of depression; conversely, leadership styles that promote mental health can buffer stressors ^[2]. Bullying and harassment raise the risk of treatable mental illnesses and are associated with an increased onset of antidepressant prescriptions – a clear signal that toxic work environments have clinical consequences ^{[3] [4]}. Physically, ergonomically poor workplaces act as a creeping stressor: a high incidence of neck, back, and shoulder complaints burdens sleep, mood, and performance – and once again promotes unhealthy coping patterns ^[5]. The flip side: greater control over work hours correlates with better mental health and work capacity, especially among day workers ^[6]. Short, regular movement sequences reduce back pain and strengthen belonging – both of which protect against maladaptive stress behaviors ^[7].

Current evidence paints a consistent picture: in a large panel study on Work-Time-Control, employees with high time sovereignty reported fewer depressive symptoms and rated their work capacity more positively; however, the effect was weaker when weekly working hours were excessive or shift work was involved – an indication that flexibility works, but cannot compensate for overload ^[6]. Intervention research on stress-related training showed that even computer-based training measurably improves knowledge and – with sufficient participation time – active coping strategies, thereby strengthening individual resilience in everyday work life ^[8]. Additionally, organizational reviews in the education sector highlight that structural changes can improve well-being and attachment, although the quality of evidence varies and requires careful implementation and evaluation in real operations ^[9]. Finally, prospective analyses of bullying show that the onset of workplace harassment coincides with an increase in antidepressant initiation – including a dose-dependent pattern: the more frequent the exposure, the higher the risk. Prevention is therefore not just a cultural issue, but a public health mandate ^{[3] [4]}.

- Flexibility in working hours with clear boundaries: Establish core hours and give teams autonomy on start/end times – combined with a maximum limit for daily working hours and "no-meeting zones" for focused work. Benefit: better mood, fewer depressive symptoms, higher work capacity, especially among day workers ^[6]. Crucial: consistently limit overtime, as >12–13 hour days undermine sleep and recovery ^[1].
- Micro-recovery firmly in the calendar: Move for 3 minutes every 60–90 minutes: one-legged stand, 10–15 gentle squats, shoulder/hip stretch, followed by 4 deep breaths. Target: 70+ short sessions in 6 weeks. Effects: less back pain, more sense of belonging – both reduce stress pressure ^[7].
- Offer digital stress management modules in tiers: 3–5 short, asynchronous learning blocks on emotion regulation, problem-solving techniques, stress psychoeducation. Secure participation time (min. 3 days with slots). Result: better knowledge and more effective coping skills in daily life ^[8]. Additionally, implement organizational levers (e.g., task and role clarification), as structure-related interventions can enhance effectiveness ^[9].
- Program recognition, don’t leave it to chance: Introduce a hybrid recognition system that makes team and individual achievements visible: weekly “Team Shout-outs,” quarterly team objectives with small, meaningful rewards, plus a peer recognition tool. This boosts motivation and satisfaction; team rewards foster cooperation without stifling individual excellence ^[10].
- Train leadership as a health factor: Educate supervisors in Mental Health Supportive Supervisor Behaviors (e.g., emotional support, destigmatization, recognizing warning signs). This builds social buffers and reduces the risk of depressive developments ^[2].
- Zero-Tolerance and safe reporting pathways: Establish psychological safety with clear anti-bullying processes, confidential reporting channels, and rapid, transparent handling. Goal: reduce exposure and thereby lower the risk of clinically relevant mental illnesses ^{[3] [4]}.
- Ergonomics as a standard: Screen at eye level, chair at 90° knee angle, forearms on the table, regular position changes. Supplement workstation screenings (ROSA) and swift adjustments; this reduces neck/back complaints and thus stress-related mismanagement strategies ^[5].

The coming years will reveal how effective combined approaches are: structural flexibility plus leadership training, micro-movement, and systematic recognition. Larger, cluster-randomized studies across various industries are needed to refine dose-response thresholds – for instance, how much Work-Time-Control and how many active breaks produce optimal effects. Those who act today contribute to the evidence of tomorrow – and already create an environment that simultaneously protects performance and health.