Moods of Mattering in organizations

What matters to us shapes what we notice and how we act. During the webinar “Live Webinar: Philosophical Reflections and Insights for Psychologists and Psychotherapists” on October 9, 2025, we explored what we called moods of mattering. One of the stark differences between AI and humans is precisely here: nothing matters to AI. It has no ambition, no concern about winning or losing, no sense of risk or meaning. Human beings, by contrast, always live in what matters to us.

When things matter, we care, and our caring opens up the world in new ways. A doctor who cares notices subtle signs others would miss. An employee who cares sees opportunities for improvement and senses warning signals early. On the other hand, when we are bored or indifferent, the world narrows. We stop noticing. We become blind to clues that could change everything.

This is why moods of mattering are not just personal—they shape organizations. A good leader cultivates moods of care and attentiveness in the workplace. They make it possible for employees to connect with what matters and bring their best selves into their work. A poor manager, by contrast, creates a toxic atmosphere of routine and detachment. In such workplaces, people go through the motions, emotionally disconnected. They miss what matters—and with it, both risks and possibilities for growth.

So the question every leader and manager must ask is:
Am I cultivating a mood of mattering in my team, or am I draining it away?”