Leave Me Alone. A Process Model Exploring how Excessive Socializing can Contribute to More Exclusionary Workplaces

Abstract This theoretical article examines the unintended consequences of workplace inclusion efforts, arguing that excessive socialization can paradoxically lead to exclusion. Utilizing Robert K. Merton’s theory of unintended consequences as a conceptual framework, the study critiques the assumption that collective social activities inherently foster inclusivity. While such initiatives aim to promote collective well-being and personal growth, they may inadvertently alienate individuals who prefer to opt out of energy-intensive interactions. To flesh out that claim, this article introduces a theoretical process model that challenges the homogeneous view of employees that underpins existing inclusion strategies, advocating for a more flexible, individualized approach that moves beyond collective enforcement. The findings offer a novel perspective on the importance of flexible organizational scripts, encouraging organizations to adopt more nuanced workplace inclusion strategies that respect diverse employee preferences and needs.