Why Are Humans On The Offensive With Each Other? (5 Reasons Rage Is the New Epidemic)

April 12, 2022

Our culture is changing at breakneck speed.


One of the things that appears to be changing most rapidly is how deeply we seem to dislike each other. Election cycles and global pandemics only push this reality into warp speed.


My social channels used to be a bit more fun. Recently, it seems like my feed has been corrupted by an endless drone of suspicion-fueled anger spawning outrage and division.


It’s almost like you can’t be American without a growler full of outrage.


And why does it have to be so personal?


I’ve stopped following some (including family members) because it’s just become so nutty.


So, how did we end up this way?


Is there anything that you and I can do about it?


Well, let’s start here. Even though it might feel like everybody’s angry, let’s agree…It’s not everyone.


Like you and other thinker leaders, I’m trying to carve out space to hang with other smart and healthy people on the internet to honestly share opinions without jumping all over each other.


While that’s what I’m committed to, it’s not always that simple.


It’s Brewing IN All Of Us


The problem, of course, is more nuanced than simply blaming other people and walking away. I feel the spirit of this age increasingly brewing inside ME as well.


I’m an INFJ on the Myers-Briggs Type Indicator.


Being an INFJ means that on my good days, I want to save the world. On my bad days, under stress and pressure, there is a bad public news story waiting to happen.


I can move quickly from mild-mannered Dr. Bruce Banner to the uncontrollable green monster powered by rage when my value buttons are pushed.


As Aleksandr Solzhenitsyn wrote:


If only there were evil people somewhere insidiously committing evil deeds, and it were necessary only to separate them from the rest of us and destroy them. But the line dividing good and evil cuts through the heart of every human being. 


Doesn’t that sting a little?


Why are we all a little (or a lot) irate? Is this inevitable?


There are some surprising things that fuel anger and there are more than a few reasons that rage is the new epidemic.


1. Online Accelerates Aggression


People say and do things online they aren’t comfy doing in real life. Not only do we try to manicure our image to look better, unless we work hard at it, you and I are more naturally aggressive, more divisive, and more hostile virtually than we are in person.

The question is why?


The answer? Because we’re kind of anonymous on-line.


Distance between people desensitizes people.


Military Generals have known this for millennia. Have you ever wondered why soldiers wear uniforms and war paint? It not only identifies a person, but disguises one’s humanity.


Before you judge a soldier, think of how you behave in your own vehicle. Are you more aggressive there than normal (like tailgating the slow movers in the passing lane)?


Because you’re in a 3000-pound armored automobile, you don’t see the person slowing you down as a person. Rather, you see IT as a problem. It’s very easy to get angry and aggressive with IT when they are not seen as people.


Have another think... Even in the supermarket, I’m less kind when I have a shopping cart in my hands, and I bet I’m not alone here.


The same dynamic is at work in social media and our life online.


When you’re online, the meta-machinery is becoming such an easy space to dehumanize others we don’t see as other.


Bottom line? It’s never been easier to be socially known and hidden at the same time.


2. Hate Generates More Clicks Than Love


Long before the endless fake-news arguments of today, TV news and newspaper editors figured out that bad news sells. They learned how to play into our anxiety and fear to get ratings. The 24-hour news cycle and explosion of new media have accelerated those attention-grabbing tendencies.


Social media has put that tendency on steroids. Tristan Harris makes a compelling argument that algorithms used by search engines and social media intentionally prioritize outrage, because, as Harris argues, the major social and tech companies have figured out that outrage spreads faster than anything that would be uplifting and productive.


Here’s what’s sadly true about human nature, or at least human nature in the 21st century: Hate generates more clicks than love.


I’ll admit. I personally struggle with this as a writer. I’m committed to making this blog and my platform places of inspiration, hope, and help.


But I’ve also realized that if I title things positively, not everybody reads it.


For example, I could have called this post “Love Each Other More. Our World Needs It.” 


But “Why Are Humans On The Offensive With Each Other? (5 Reasons Rage Is the New Epidemic) is a much more compelling headline. I’ve experimented with titles enough to know that this phenomenon is sadly true. So, I use a little negative to generate far more positive.


When I title posts and articles, I avoid hate, outrage, and (I hope) sensationalism, but the irony isn’t lost on me that leading with a negative title means a higher likelihood that my content will be read. My typical structure is to lead with the problem most people feel or experience, describe it, and move toward a practical solution.


Hope, followed by help.


3. Any Attention Feels Better Than None


Thanks to technology, there’s an inverse trend happening around us.


We’ve never been more connected than we are today, and we’ve never felt more alone.


In 2018, the British government launched the first-ever loneliness strategy, appointing a minister for loneliness to deal with the deep isolation millions of people feel.


While this isn’t always true, sometimes lonely people will settle for any attention they can get. When you feel nothing, a click, a like or comment can make you feel something, even if it’s not nearly as satisfying as a real conversation, a real connection, or true intimacy.


Sometimes my empathy button is pushed, and I wonder if the trolls who leave me livid comments are genuinely just lonely people just hoping someone notices them.


The next time you’re hoping to get noticed online, put your device down, grab a ball, and retreat to the yard with your dog.


4. Darkness Surrounds Us


Everyone is navigating the flood of information that hits us every day.


From your social media feeds to breaking news flashes to the minute-by-minute invasion of notifications, buzzes, rings, and haptics that disrupt our day, I believe we’re processing more information than humans were intended each day.


This is not good.


I remember my grandparents sharing a newspaper subscription with the next-door neighbor (who lived a quarter of a mile from them). They were perfectly informed with the Friday edition of the weekly newspaper that came out the Wednesday prior.


Now, I have notifications that would literally ping on the minute if I did not silence them telling me up-to-the-minute news of world events, mass shootings, major weather outbreaks, celebrity breakups, and more.


Ditto with emails and status updates. You and I are bombarded every day with information we can barely process, let alone do much about.


Do you know what that’s doing to you?


It’s making you cynical.


Cynicism roots itself in knowledge. The more you and I know, the more cynical we can become. The reason we were so happy when we were younger is that you and I were kind of ignorant, right?


The world needs a character upgrade and a required class in the mature use of social media and how to critically discern news these days.


Might this explain why you feel the way you feel so many days?


5. Anger Invites An Audience, Even When They Have Nothing To Say


What’s the opposite of love? Nope, it’s not hate. It’s indifference.


And when it feels like the world is indifferent and you’re feeling unloved, anger can be a way to get someone’s attention.


Sadly, anger can get you heard, even when you have nothing to say.


So, What Do You Do?


The future can be dark, or it can be different. Personally, I’m putting my heart behind different. And I think different is potentially better.


Here are four questions to ask next time you post, write, blog, podcast, or shoot off that email or text.


  1. What’s my real motive? Am I trying to help, hurt, or just get noticed?

  2. Are people better off, or worse off, for having read what I posted? 

  3. Am I calling out the worst in people, or attempting to call up their best?

  4. If the person I’m writing to was in the room looking me in the eye, would I say the same thing in the same way? 


I’ve found these questions really help me filter my emotions and help me process the difference between a response and a reaction.


Speaking of which, what do you do with the junk you feel—the loneliness, the anger, the outrage?


Here’s the best thing I know how to do: Process privately. Help publicly.


Processing privately can be as simple as meditating on it and waiting 24 hours before you do a thing. Often that’s enough.


Sometimes you’ll need to talk to a friend. Other times you may need to set up a therapist appointment. I’m growing to expect the best and brightest to have regular access to professional coaching/counseling.


After all, the gravitational pull of accidental behavior is always toward unhealthy, not healthy. 


Note: Critique is different from criticism. A critique aims to build others up, not to tear others down. It’s not about NOT challenging others, rather calibrating your approach to both support and challenge with a “For You” intention.


If you can’t figure out how to do that, you’re best not to post anything but cute pictures of that cool dog of yours.



Break Through The Barriers That Prevent Your Campus From Growing.


It can be discouraging to put your heart into your system and team while still seeing it plateau or, worse, decline. But that’s the reality facing many campuses leaders today.


According to one study, 94% of our public institutions aren’t growing. That means more than 9 out of 10 schools, districts, and colleges are stuck or losing ground.


Sadly, people in your community are experiencing widespread polarization and hopelessness, and they need healthy campus leaders more than ever. So, why does keeping people in your schools (much less attracting new learners) feel like such an uphill battle?


It’s time to reverse that trend through pivotal decisions with your leadership team.


Leader and Team Health are significantly connected to the overall strength of your Organization’s Performance. Accelerating Team Performance will prepare you for growth by removing obstacles in your control.


Learn how to navigate the Six Lead Measures of Organizational Health that will inject clarity and direction into your mission and help remove the barriers that stand between you and advancing your mission.


_____


P.S. Here are the two best ways I can help you right now:


1) Get your FREE guide:
5 Evidence-Based Practices to Reclaim More Team Engagement with Less Effort.  www.higherperformancegroup.com/reclaim


2) Schedule a Call:
Let’s talk about the obstacles (and opportunities) that you & your team are currently facing. www.higherperformancegroup.com/schedule




More Blog Articles

By HPG Info July 29, 2025
Real HOW TO solutions from real educational leaders---and the research-backed answers that can transform how you navigate the complexities of modern leadership When 62% of senior leadership teams report significant gaps in psychological safety---the very foundation they're supposed to create for others---we have a leadership crisis hiding in plain sight. Every semester, I receive hundreds of questions from district and campus leaders through our executive coaching exchanges. These conversations occur in confidence — during leadership intensives, one-on-one coaching sessions, and late-night calls when the weight of responsibility feels overwhelming. This summer semester, I decided to pull some of the most compelling questions and share my thoughts publicly, restructuring them using the innovative "HOW TO" approach pioneered by Bradley Fuster and San Francisco Bay University . Their brilliant transformation of traditional course titles—eliminating the yawn-inducing "English 101" or "Intro to Marketing" in favor of practical "HOW TO" titles—has revolutionized how students engage with learning. We're applying that same energy to leadership challenges. These aren't hypothetical scenarios — they're real challenges from real leaders in districts and on campuses across the country. Names have been changed for confidentiality, but the struggles are authentic. If you find this format helpful, let me know. We plan to make this a special semester edition going forward. HOW TO: Maintain Psychological Safety for Your Team When You Feel Like You're Drowning Original question: "How do you maintain psychological safety for your team when you yourself feel like you're drowning? I'm supposed to be the calm, confident leader, but inside I'm struggling with imposter syndrome and the constant pressure to have all the answers." - Maria, University Vice President for Academic Affairs Maria, you've hit on the central paradox of every modern leader of people and systems: You can't give what you don't have, yet your role systematically strips away the very conditions you need to create for others. Recent research, tracking 769 K-12 staff members over four years, revealed predictable patterns in educational psychological safety. While 51% maintained stable-high levels and 44.8% remained at stable-medium, 4.2% experienced dynamic-low psychological safety. But here's what the research doesn't capture: Leaders often exist in a separate category entirely, experiencing what I call " psychological safety deficit disorder ." The stakes become even higher when we examine senior leadership dynamics specifically. Studies of nearly 300 leaders over 2.5 years found that teams with high degrees of psychological safety reported higher levels of performance and lower levels of interpersonal conflict. For senior leadership teams, where research found members reported the greatest differences in their perceived levels of psychological safety, 62% of senior teams demonstrated significant variability. The Calibrated Vulnerability Solution Maria, here's what you need to understand: Your imposter syndrome isn't a personal failing---it's an occupational hazard. When you're constantly in "performance mode," authentic connection becomes impossible. But psychological safety isn't built through perfection; it's built through what I call "calibrated vulnerability." Start with one person — your most trusted team member — and practice transparent leadership. "I'm working through this challenge and here's my thinking..." This isn't weakness; it's modeling the very behavior you want to see in your organization. The psychological safety you create for others begins with the psychological safety you create for yourself. When you demonstrate that uncertainty is acceptable, that thinking out loud is valuable, and that perfection isn't the standard, you give your team permission to do the same. Understanding psychological safety challenges leads us naturally to the next critical area: recognizing when those challenges are pushing leaders and teams toward burnout. HOW TO: Recognize Early Warning Signs of Burnout (That 90% of Leaders Miss) in Yourself and Your Team Original question: "What early warning signs should I watch for in myself and my team to prevent burnout before it becomes a crisis? I've seen too many good people leave education because they reach their breaking point." - Robert, Superintendent of Schools Robert, you're asking the right question at exactly the right time. A comprehensive meta-analysis of 348 studies involving over 3.6 million participants found that educational leadership impact on student achievement diminished significantly during exceptional circumstances like the COVID-19 pandemic---and burnout is often the culprit. The early warning signs aren't what most leaders think. It's not the obvious exhaustion or irritability. It's the subtle shifts that happen weeks before the crash: Individual Level Warning Signs: Decision fatigue masquerading as perfectionism Emotional numbing disguised as "professional boundaries" Innovation paralysis---when everything feels like a risk Team Level Warning Signs: Decreased psychological safety, which research shows is consistently associated with greater perceived supports and lower burnout Communication becoming transactional rather than relational Loss of collective problem-solving capacity System Level Warning Signs: Increased reliance on formal authority instead of influence Policy creation as a substitute for leadership presence Meeting multiplication- when committee work becomes the primary communication strategy The Sustainability Audit Framework The intervention framework I use with leaders: Implement what I call " sustainability audits " monthly. Ask your team: "What's one thing that's energizing you right now? What's one thing that's draining you?" Track patterns, not just individual responses. When you catch burnout in its early stages — before the obvious symptoms appear — you can address the root causes rather than managing crisis symptoms. Preventing burnout requires honest assessment, but it also demands the courage to have difficult conversations when performance issues arise. This brings us to one of leadership's most delicate challenges. HOW TO: Have Tough Conversations with Star Faculty Who Aren't Performing Without Losing Their Institutional Knowledge Original question: "How do you have tough conversations with long-term faculty members who aren't performing but have institutional knowledge you can't afford to lose? I feel stuck between accountability and preservation of relationships." - Jennifer, College President Jennifer, you've identified what researchers call "the competence-commitment paradox "-when emotional investment in people conflicts with organizational performance needs. Recent research on school leadership during crises has found that democratic, humanistic, and participatory leadership styles are most effective in maintaining mental health and performance; however, these approaches require skilled navigation of exactly this tension. The mistake most leaders make is treating this as an either/or choice: accountability OR relationship preservation. High-performing institutions understand it's a both/and challenge that requires what I've developed as the "fierce compassion framework" — a both/and approach that honors relationships while driving results. The Fierce Compassion Framework: Step 1 - Separate the person from the performance. Start the conversation with: "I value you and your contributions to this institution. That's exactly why we need to address this performance gap." Step 2 - Make the institutional knowledge visible. "Your understanding of our campus culture and history is invaluable. I want to find ways to leverage that while also ensuring you're set up for success in your current role." Step 3 - Create a growth pathway, not a correction plan. Research indicates that individuals respond more positively to development opportunities than to performance improvement plans. Focus on building capacity, not just addressing deficits. Step 4 - Set clear timelines with support systems. "Here's what success looks like, here's how I'll support you, and here's our timeline for seeing progress." Having the conversation IS preserving the relationship, not destroying it. Avoiding it destroys both the relationship and the performance. Even when we master difficult one-on-one conversations, we still face the broader challenge of leading change across diverse groups with varying levels of experience and buy-in. HOW TO: Lead Change When Your Most Experienced Faculty Resist While Your Newer Leaders Lack Credibility Original question: "How do you lead change when your most experienced faculty resist new initiatives, but your newer department chairs lack the credibility to drive implementation? I feel caught between generational divides." - David, University Vice President for Strategic Initiatives David, you're dealing with what recent leadership research identifies as the distributed leadership challenge — how to harness collective intelligence while managing natural resistance to change. This isn't actually about generational divides; it's about recognizing expertise and changing ownership. Studies on distributed leadership show that transformative change happens when leadership becomes "a collective endeavor involving multiple stakeholders" rather than top-down mandate implementation. The key is creating what I call "expertise bridges." The Expertise Bridge Strategy: Phase 1 - Map the real expertise. Your experienced staff have implementation wisdom; your newer staff have innovation energy. Neither group has complete expertise — and that's your advantage. Phase 2 - Create mixed-expertise teams. Pair your most experienced faculty with your most innovative department leaders. Give them shared ownership of both the problem definition and solution design. Phase 3 - Use resistance as data. When experienced faculty resist, they're often identifying implementation challenges that enthusiastic newcomers miss. Reframe resistance: "What implementation challenges is this concern highlighting?" Phase 4 - Build credibility through collaboration. Let your newer department chairs gain credibility by successfully partnering with respected faculty veterans, not by challenging them.  The breakthrough happens when both groups realize they need each other to succeed. Your job isn't to choose sides — it's to orchestrate that realization.
By HPG Info July 22, 2025
The Reason Your Star-Studded Cabinet Isn't Moving The Performance Needle Last Monday at 8:00 AM, you sat down with your dream team, boasting a combined experience of over 150 years in education. Advanced degrees from prestigious universities. Proven individual track records. By Friday, you were staring at the same reality faced three years ago: brilliant people, endless meetings, and problems that seemed to multiply faster than solutions. You probably caught yourself thinking: "If we're this smart and experienced, why does it feel like we're spinning our wheels while our system falls further behind our competition?" Here's the uncomfortable truth that research reveals: You've assembled individual experts but haven't built collective intelligence. And it's costing your students everything. THE RESEARCH MIT's Dr. Anita Woolley published groundbreaking research in Science that should revolutionize how you think about your leadership team. The shocking finding: Teams with higher collective intelligence outperform teams of individually brilliant people by 40-60%. There's little correlation between a group's collective intelligence and the IQs of its individual members. Translation for education: Your hiring strategy—recruiting the smartest individuals—might be fundamentally limiting your potential. The brutal reality: 75% of cross-functional teams are dysfunctional, not because people lack competence, but because competent individuals can't think together effectively. While you've been building cabinets of experts, breakthrough TEAMS have been developing something entirely different: the ability to think collectively. WHY INITIATIVES FAIL Recent research from the Center for Business Practices found that 60% of project failures stem from poor collective leadership—expectations that were too high, unrealistic, not managed, or poorly communicated. Sound familiar? In education, this translates to: Curriculum implementations that never reach full adoption Technology initiatives that teachers resist Strategic plans that gather dust Reform efforts that create more problems than they solve The hidden pattern: These aren't implementation problems—they're collective intelligence problems. Your team has the expertise. What they lack is the process that transforms individual brilliance into a collective breakthrough. THE FOUR DYSFUNCTIONS 1. The Isolation Analysis Trap The Problem: Each department head analyzes their piece of the system challenge separately, then tries to negotiate solutions during meetings. Why It Fails: Collective intelligence emerges from real-time collaboration, not individual analysis followed by group discussion. Example: When addressing chronic absenteeism, the student services director focuses on home visits, the curriculum director examines engagement strategies, and the transportation director reviews route efficiency—but they never collectively examine the interconnected nature of the problem. 2. The Expertise Silo Disease The Problem: You know exactly how each person will respond before they speak. Your CFO sees everything through a budget lens. Your VP of Academics defaults to instructional solutions. Why It Fails: Teams with diverse expertise only show amplification effects when they work collectively, not in isolation. Example: During budget cuts, each department advocates for its programs individually, rather than collectively redesigning how the institution delivers comprehensive, in-demand programming. 3. The Meeting Theater Syndrome The Problem: You mistake presentations and reports for collective thinking. Why It Fails: Critical thinking and problem-solving emerge through real-time collaboration, not through individual preparation followed by information sharing. Example: Monthly cabinet meetings where each administrator reports on their division/site rather than collectively solving system-wide challenges. 4. The Consensus Compromise The Problem: Teams avoid productive conflict about student outcomes, instead seeking artificial harmony. Why It Fails: Breakthrough solutions require teams to have difficult conversations about what's really happening across campus metrics. Example: Avoiding tough discussions about underperforming divisions or ineffective programs because "we don't want conflict." THE BREAKTHROUGH FRAMEWORK Modern research confirms what ancient wisdom communities have long known: breakthrough understanding occurs in community, not isolation. The Truth → Experience → Action Model TRUTH: What's the real challenge our students and community are facing? EXPERIENCE: How do we encounter this challenge together as a leadership team, not through separate departmental reports? ACTION: What coordinated response emerges from our collective understanding? The Critical Difference: Research shows that teams must experience problems together in real-time rather than analyzing them separately. The Transformation That Actually Works ❌ The Typical Approach (Actually Destructive): Hope individual experts will eventually coordinate better Cabinet scenario: Your achievement gap persists despite individual departments working harder. Each team member has solutions, but they're not aligned. You schedule more meetings to "coordinate efforts." Result: Frustration increases. Solutions compete rather than complement. Problems persist despite good intentions. ✅ The Breakthrough Approach (Game-Changing): Create collective intelligence that generates solutions none of you could develop alone Same scenario, different response: You clear half a day. The entire team visits classrooms together, talks to students experiencing the achievement gap, and observes the challenge firsthand. Then you think together in real-time about what you're all seeing. Result: Breakthrough insights emerge that transform your approach to the entire challenge. Solutions integrate naturally because they're developed collectively. IMMEDIATE ACTIONS 1. Replace "Report Out" with "Think Together" No presentations about departmental updates Choose one real system challenge Think through it collectively in the room 2. Implement the "Fresh Eyes" Rotation Let your newest team member lead the discussion on your oldest problem Ask your operations director to examine curriculum challenges Rotate who brings the initial perspective to familiar issues 3. Create Real-Time Discovery Sessions Schedule quarterly sessions where you encounter problems together No pre-work. No slides. Just collective thinking. Research shows that collective intelligence emerges from shared real-time experience 4. Measure Your Team Intelligence (TQ) Track how often breakthroughs emerge from team discussions vs. individual contributions Monitor whether your team generates solutions that none of you developed alone Assessment of group performance must account for underlying collective intelligence THE CONVINCING EVIDENCE Recent studies on collective leadership in education show significant positive effects on both student achievement and faculty retention. Educational research confirms that distributed leadership—where multiple people exercise leadership collectively—creates conditions that directly impact school climate and student outcomes. As AI transforms education, developing collective intelligence becomes even more critical. These are capabilities that technology cannot replace: the ability to think together, discover together, and create breakthrough solutions through human collaboration. THE EXPERIMENT Challenge: Pick your system’s most persistent problem—the one your leadership team has "solved" multiple times but keeps returning. The Collective Intelligence Approach: Clear half a day from everyone's calendar Experience the problem together as a team —visit classrooms, talk to students, and observe the challenge firsthand No prep. No presentations. No predetermined solutions. Think together in real-time about what you're all seeing See what emerges that none of you discovered working alone Warning: This will expose the extent to which your team relies on individual expertise rather than collective intelligence. It will be uncomfortable. It's also the path to breakthrough results. THE RUMBLE Your Team Intelligence Audit Questions: When did your leadership team last generate a solution that surprised all of you? How often do breakthrough insights emerge from your meetings vs. individual work? Do your collaborative sessions produce ideas that exceed what any individual member could develop alone? Are you solving problems or just coordinating individual solutions? The brutal truth: Individual brilliance is the ceiling. Collective intelligence is the breakthrough that transforms educational outcomes. READY TO TRANSFORM? Stop hoping individual experts will eventually coordinate better. Start building the collective intelligence that creates breakthrough results for students.  The first step is understanding your team's current intelligence quotient. In just 5 minutes per team member, you can discover: Where your team defaults to individual rather than collective thinking Which cognitive perspectives naturally enhance group intelligence How to transform your most challenging dynamics into breakthrough collaboration
Show More