Why Your Brain Keeps You Stuck in Work Conflicts (And How to Break Free)

Have you ever found yourself replaying a tense conversation or a frustrating email over and over, unable to let go? This common experience is rooted in the way our brains are wired to protect us from threats—real or perceived.

Deep within our brains lies the amygdala, an almond-shaped structure that acts as a sentinel, scanning for threats. When it perceives danger, it triggers the fight-or-flight response, releasing stress hormones like cortisol and adrenaline. This powerful reaction prepares us for immediate action but often hijacks our rational thinking, leading to impulsive reactions that we later regret.

This phenomenon, known as the amygdala hijack, explains why conflicts at work can feel so overwhelming and why negative interactions linger far longer than positive ones. Our brains have a negativity bias, an evolutionary survival mechanism that makes us pay more attention to threats to keep us safe. Unfortunately, this means that even minor slights or criticisms can dominate our thoughts and emotions.

Moreover, we tend to form quick stories about others’ intentions—often inaccurate—that escalate misunderstandings. This premature cognitive commitment traps us in cycles of resentment and stress.

The good news is that between the stimulus—the trigger—and our response, there is a space where we can choose how to react. Cultivating awareness through mindfulness practices, deep breathing, and pausing before responding can help us regain control.

Managing stress by prioritizing sleep, hydration, and nutrition also strengthens our ability to handle conflict calmly. Recognizing these brain processes empowers us to respond thoughtfully, reducing the emotional toll of workplace disputes.

Next time you feel triggered, remember: your brain is trying to protect you, but you have the power to choose your response. This insight is the first step toward healthier relationships and greater peace at work.

References: Research on amygdala hijack, negativity bias studies, mindfulness and conflict resolution techniques 2 4