Fun is not frivolous
When was the last time you laughed at work? Not the polite kind of laugh at the end of a PowerPoint presentation, but a genuine belly laugh that left you feeling lighter, more connected, more alive?
Too often, leaders treat fun as a distraction — a fluffy “nice to have” after the real work is done.
But neuroscience and behavioural science tell us the opposite: fun is not frivolous. A playful mindset is critical for creativity, connection, and resilience — both for individuals and for teams.
The psychology and neurology of play
Play changes our brains. When we engage in fun activities, our brains release dopamine and endorphins, which boost mood and motivation, while reducing stress hormones like cortisol. These chemical shifts are not just feel-good moments; they prime our minds for creativity and problem solving.
Psychologist Barbara Fredrickson’s broaden-and-build theory explains that positive emotions literally broaden our thought–action repertoires, helping us think more creatively and build psychological resources over time.
Fun is a neurological investment in future performance.
Teams that play together also benefit from what researchers call social capital — the web of trust, norms, and networks that people can draw on when pressure mounts.
A workplace escape room, a round of Dungeons & Dragons, or even just chatting socially — these are not wasted hours. They are deposits into a team’s social bank account.
Fun as tensile strength
Think of workplace relationships as the cables that hold a team together. Each cable is made up of countless strands — acts like helping a colleague with a task, showing respect in meetings, or following through on commitments. These daily behaviours weave strength into the bonds between people.
Play is one powerful way to add and reinforce those strands. A shared joke, a playful challenge, or a creative game strengthens the ties just as surely as practical support does. Over time, these playful moments thicken the cable, making it more resilient.
When the team faces strain — deadlines, crises, or high performance demands — it’s the strength of those cables that determines whether the team frays or flexes.
Fun and the science of engagement
Fun at work is about designing experiences that engage. My doctoral research on workplace gamification demonstrated how playful elements can boost engagement, strengthen team interactions, and increase workplace satisfaction.
For example, one restaurant in my case studies used playful “appreciation cards” and badges to reinforce teamwork. Staff reported not only more fun but also stronger collaboration and improved performance. Fun, in this context, became a cultural lever for serious organisational outcomes.
Why leaders should prioritise fun
Leaders often ask: how do we keep performance high without burning people out? My answer: prioritise play.
Build shared rituals of fun into your team culture — whether it’s weekly trivia, a Slack channel for memes, or collaborative storytelling games. Use gamified nudges to encourage creativity and bonding, not just productivity.
Recognise fun as an input, not just an output. It is part of the system that enables sustained high performance.Or, put more simply: fun is not what happens after work. Fun is what makes great work possible.
References
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory. American Psychologist, 56(3), 218–226.
Lally, P., et al. (2010). How are habits formed: Modelling habit formation in the real world. European Journal of Social Psychology, 40, 998–1009.Thaler, R. H., & Sunstein, C. R. (2008). Nudge: Improving decisions about health, wealth, and happiness.
Oberprieler, K. A. (2019). Workplace Gamification using Cultural Historical Activity Theory: Three Case Studies (PhD Thesis, University of Canberra)
Image by Maike und Björn Bröskamp, Pixabay
