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# The Integration of Peace State and Pygmalion Effect

Assaf Ichilov

► To cite this version:

Assaf Ichilov. The Integration of Peace State and Pygmalion Effect. Gaia, 2025, The Education Spectrum, 1 (1), pp.14-22. hal-04918095

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Submitted on 29 Jan 2025

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# The Integration of Peace State and Pygmalion Effect

*Assaf Ichilov*<sup>a,b</sup>

<sup>a</sup> Adam Mickiewicz University, Poznan, Poland

<sup>b</sup> Gaia College, Jerusalem, Israel

assafichilov@gmail.com

**ABSTRACT:** This literature review explores integrating peace state concepts with the Pygmalion effect in workplace settings, examining how mental state management influences expectation-driven performance. While extensive research has documented how managerial expectations shape employee performance through the Pygmalion effect, less attention has been paid to the role of mental states in this dynamic. Through a systematic review of psychology, organizational behavior, and neuroscience literature, this paper examines how a peace state - characterized by reduced stress, enhanced cognitive clarity, and emotional regulation - may mediate the relationship between expectations and performance. The review synthesizes traditional Pygmalion effect study findings with emerging research on mental state management, neuroplasticity, and workplace performance. Key findings suggest that a peace state may enhance both the setting and reception of expectations, potentially amplifying the Pygmalion effect's impact on performance. Managers maintaining peace state appear better equipped to communicate authentic expectations, while employees in peace state demonstrate enhanced capacity to internalize and act upon these expectations. This integration offers new perspectives on sustainable performance enhancement in organizational settings, suggesting that combining mental state management with expectation setting may yield superior outcomes compared to traditional approaches alone. The paper concludes by identifying research gaps and proposing future directions for empirical investigation of this integrated framework.

**KEYWORDS:** Peace State, Pygmalion Effect, Mental States, Team behavior, Expectation-driven Performance, Workplace Settings

Received: 27 November 2024

First revision: 09 December 2024

Accepted: 29 December 2024
# 1. INTRODUCTION

The relationship between expectations and performance has long been recognized as a crucial driver of success in organizational settings. The Pygmalion effect, which demonstrates how expectations shape performance outcomes, has been extensively studied in educational and workplace contexts (Rosenthal & Jacobson, 1968; Eden, 1990; Livingstone, 1988). However, recent advances in understanding human consciousness and performance suggest that mental state management, particularly the cultivation of what has been termed "peace state," (Fuchs, 2025) may play a crucial role in mediating expectation-performance dynamics (Siegel, 2020; Davidson & Begley, 2012). While traditional research has focused on the mechanisms through which expectations influence behavior, less attention has been paid to how the mental states of both managers and employees affect this process. This gap is particularly significant given emerging evidence that cognitive clarity, emotional regulation, and stress levels fundamentally impact expectations' communication and reception (McCraty & Zayas, 2014; Sutcliffe, Vogus & Dane, 2016).

The present review seeks to integrate two distinct but complementary bodies of literature: research on the Pygmalion effect in workplace settings and studies examining the role of the peace state in human performance. This integration offers insights into how organizations might enhance the effectiveness of expectation-based performance improvement through conscious attention to mental state management.

## 1.1 Research Objectives:

1. To synthesize existing literature on the Pygmalion effect and peace state influences in workplace settings

2. To examine how mental state management may mediate expectation-performance relationships

3. To identify potential mechanisms through which peace state might enhance both the setting and reception of performance expectations

4. To propose theoretical frameworks for understanding the integrated effects of expectations and mental states on workplace performance

## 1.2 Significance:

Understanding how a peace state influences expectation dynamics is important for organizational practice. As businesses increasingly recognize the importance of sustainable performance enhancement, integrating mental state management with traditional expectation-setting approaches may offer more effective pathways to achieving organizational goals while supporting employee well-being.

## 1.3 Methodology:

This review examines literature from multiple disciplines, including organizational psychology, neuroscience, and management studies. The analysis focuses on research published in the past two decades while incorporating foundational works that established key theoretical frameworks. Sources were selected based on their relevance to the Pygmalion effect or peace state dynamics in workplace
settings, with particular attention to studies suggesting potential interactions between these
phenomena.

**1.4 Structure of the review:**

The paper begins by examining the theoretical foundations of the Pygmalion effect and peace state concepts. It then explores potential integration mechanisms, examining how mental state management might enhance or modify expectation effects in workplace settings. The review concludes by discussing implications for practice and identifying promising directions for future research.

## 2. THEORETICAL FOUNDATION

**2.1 The Pygmalion effect in workplace settings**

The Pygmalion effect is a foundational framework for understanding how expectations shape performance in organizational settings. Rosenthal and Jacobson (1968) initially documented this phenomenon in educational contexts, but it has demonstrated significant relevance in workplace environments. Early organizational studies by Livingstone (1988) and Eden (1990) established that managerial expectations fundamentally influence employee performance through complex psychological and behavioral mechanisms. The mechanisms through which the Pygmalion effect operates in workplace settings have been extensively studied. Research indicates that managers with high expectations engage in distinct behavioral patterns, including providing supportive feedback, offering enhanced learning opportunities, creating challenging assignments, and maintaining elevated performance standards (Eden, 1992; Harris & Rosenthal, 1985). These behaviors create a selffulfilling prophecy dynamic, following a pattern where managers form expectations behave by these expectations, leading to employee internalization and subsequent performance alignment (Merton, 1948; Davidson & Eden, 2000).

Recent research has identified crucial mediating variables in this process, including the quality of leader-member exchange, communication clarity, trust levels, and feedback frequency (Harris, 1993; Víslå et al., 2018). These factors significantly influence the effectiveness of expectation transmission and subsequent performance outcomes.

**2.2 Peace state framework**

The concept of peace state introduces a fundamental shift in understanding human performance dynamics (Fuchs, 2025). This framework is grounded in neurobiological and psychological research and offers insights into optimal functioning states.

Neurobiological studies have demonstrated that peace states are characterized by enhanced prefrontal cortex function, reduced amygdala activation, improved neural integration, and optimized stress response patterns (Davidson & Begley, 2012; Siegel, 2020). The psychological characteristics of peace state include enhanced cognitive clarity, improved emotional regulation, increased stress resilience, heightened awareness and psychological flexibility (Sutcliffe, Vogus & Dane, 2016; McCraty & Zayas, 2014). These attributes contribute significantly to performance enhancement across various domains of organizational functioning (Fuchs et al. 2024). Research indicates that peace state facilitates improved decision-making, enhanced problem-solving capabilities, more effective information processing, and increased creativity (Goleman & Davidson, 2017). Studies have also documented
improvements in task focus, response flexibility, interpersonal effectiveness, and adaptive capacity
(Hanson, 2018; Siegel, 2012).

In organizational contexts, a peace state demonstrates significant implications for leadership effectiveness, enhancing strategic thinking, communication quality, relationship building, and decision accuracy (Rock, 2009; Boyatzis & McKee, 2005). Employee performance studies have shown improvements in work engagement, task completion, innovation capacity, and collaboration quality when operating from this state (Dane, 2011; Good et al., 2016; Fishbein, 2021).

## 2.3 Integration points

Integrating Pygmalion effect dynamics with peace state understanding reveals significant potential for enhanced organizational performance. This intersection manifests in improved information processing, emotional regulation, stress management, and performance stability. The combination enhances expectation communication and reception, with a peace state facilitating greater clarity in expectation setting and improved capacity for message internalization. Our research suggests that this integration may lead to more sustainable performance outcomes, reducing the risk of burnout while maintaining consistent motivation and adaptation capacity. The synergy between these frameworks offers promising directions for organizational development and leadership effectiveness, suggesting that attention to mental state management may significantly enhance the positive impact of expectation-driven performance improvement.

# 3. INTEGRATION of FRAMEWORKS

## 3.1 Mental state and expectation Setting

The intersection of peace state dynamics and expectation setting reveals profound implications for managerial effectiveness. Research demonstrates that a manager's mental state significantly influences their capacity to form and communicate expectations effectively (Fishbein, 2021). When operating from a peace state, managers demonstrate an enhanced ability to accurately assess employee potential and communicate expectations that foster growth rather than create pressure. Studies indicate that managers maintaining a peace state exhibit improved emotional intelligence and communication clarity, which are crucial in setting effective expectations. This enhanced state enables a more nuanced understanding of individual employee capabilities and constraints, leading to more appropriate and achievable expectation levels (McCraty & Zayas, 2014). Furthermore, the reduced stress and increased cognitive clarity associated with a peace state facilitate more authentic and supportive leadership behaviors, strengthening the positive impact of high expectations (Fuchs et al., 2023).

## 3.2 Employee reception and internalization

The role of employee mental state in expectation internalization represents a critical yet previously underexplored aspect of the Pygmalion effect. Research suggests that employees operating from a peace state demonstrate an enhanced capacity to constructively process and integrate positive expectations. The reduced anxiety and improved cognitive function associated with peace state facilitate more effective internalization of positive expectations while mitigating potential negative effects of performance pressure (Sutcliffe, Vogus & Dane, 2016). Neurobiological research supports
this connection, indicating that peace state optimizes the neural networks involved in learning and
adaptation. The enhanced prefrontal cortex function and reduced amygdala activation characteristic
of peace state create optimal conditions for processing and acting upon positive expectations
(Davidson & Eden, 2000). This neurological optimization enhances both the reception of expectations
and the capacity to translate them into improved performance.

3.3 Performance dynamics

Integrating the peace state with Pygmalion effect dynamics suggests a multiplicative effect on performance outcomes. When managers and employees maintain peace, positive expectations are transmitted and internalized more effectively, leading to enhanced performance sustainability. This combined effect manifests through multiple pathways, including improved communication quality, reduced stress interference, and enhanced cognitive processing (Goleman & Davidson, 2017). Research indicates that this integration benefits complex performance scenarios requiring technical skill and interpersonal effectiveness. Combining positive expectations and optimal mental state enhances task execution and adaptive capacity, leading to more consistent and sustainable performance improvements (Rock, 2009). Furthermore, the stress-buffering effects of a peace state may help prevent the potential negative consequences of high expectations, such as burnout or performance anxiety.

4. IMPLICATION FOR WORKPLACE PRACTICE

4.1 Leadership development and training

Integrating peace state understanding with Pygmalion effect principles has significant implications for leadership development and training practices. Traditional leadership training programs primarily focus on behavioral skills and expectation management techniques. However, this integrated framework suggests a more comprehensive approach that includes mental state management as a fundamental leadership competency. Organizations implementing such integrated training programs have reported enhanced leadership effectiveness and more sustainable performance improvements (Boyatzis & McKee, 2005). Research indicates that leaders trained in expectation management and peace state maintenance demonstrate an improved capacity for authentic leadership, more effective communication, and an enhanced ability to foster employee development. These improvements manifest in multiple aspects of leadership performance, including decision-making quality, relationship-building, and conflict resolution (Siegel, 2020; Rock, 2009).

4.2 Organizational culture and environment

The implications of this integrated understanding extend beyond individual leadership to
organizational culture and environment. Organizations seeking to optimize performance through
expectation effects must consider the role of collective mental state in shaping workplace dynamics.
Research suggests that organizational cultures supporting peace state maintenance while promoting
high expectations create more sustainable high-performance environments (McCraty & Tomasino,
2006). Environmental factors supporting peace and positive expectations include the physical space
design, communication protocols, and performance management systems. Organizations
implementing these integrated approaches report improvements in employee engagement, reduced stress-related issues, and more consistent high performance across teams (Good et al., 2016).

## 4.3 Performance management systems

Traditional performance management systems often focus primarily on goal setting and achievement metrics. However, this integrated framework suggests the need for more nuanced approaches that consider expectation setting and mental state management. Effective performance management systems incorporating these insights typically include regular assessment of performance outcomes and psychological well-being indicators (Harris & Rosenthal, 1985). Research demonstrates that organizations implementing such integrated performance management approaches often achieve more sustainable performance improvements while maintaining higher employee satisfaction and retention. These systems typically incorporate regular feedback mechanisms, stress management support, and development opportunities that address technical skills and mental state management (Eden, 1992).

## 4.4 Team dynamics and collaboration

Integrating peace state and Pygmalion effect principles significantly impacts team dynamics and collaboration effectiveness. Teams operating with positive expectations and maintaining peace demonstrate enhanced problem-solving capabilities, improved conflict resolution, and more effective knowledge sharing (Sutcliffe, Vogus & Dane, 2016). This integration particularly benefits teams facing complex challenges or operating in high-pressure environments. Research indicates that teams trained in expectation management and peace state maintenance show improved resilience, enhanced creativity, and more consistent high performance. These improvements appear particularly significant in cross-functional teams and during periods of organizational change (Davidson & Begley, 2012).

# 5. FUTURE RESEARCH DIRECTION

Integrating peace state concepts with the Pygmalion effect opens several promising avenues for future research. While theoretically rich, current understanding requires further empirical validation and exploration across various organizational contexts and cultures.

Future research must address the complexities of simultaneously measuring both peace state maintenance and expectation effects. While separate methodologies exist for studying each phenomenon, integrated measurement approaches require development. Longitudinal studies examining the interaction between mental state management and expectation dynamics could provide valuable insights into the sustainability of combined interventions. Additionally, research incorporating physiological measurements and performance metrics could help establish a more precise understanding of the mechanisms involved.

The universality of these integrated effects requires investigation across different cultural contexts. While the Pygmalion effect and peace state concepts have demonstrated relevance across cultures individually, their combined impact may vary significantly in various cultural settings. Research examining how cultural factors influence the relationship between mental state management and expectation effects could provide valuable insights for global organizations.

Further research is needed to understand how individual differences moderate the effectiveness of integrated interventions. Factors such as personality traits, previous experience with mindfulness
practices, and inherent stress resilience may influence the relationship between peace state maintenance and expectation effects. Understanding these moderating factors could enable more targeted and effective interventions.

The increasing prevalence of remote and digital work environments presents unique challenges and opportunities for research. Understanding how peace state maintenance and expectation effects operate in virtual settings could provide crucial insights for modern organizations. Research examining technology's role in facilitating and potentially hindering these integrated effects is particularly relevant.

Future research should address practical challenges in implementing integrated interventions. Studies examining organizational barriers to implementation, resource requirements, and success factors could provide valuable guidance for organizations seeking to adopt these approaches. Additionally, research on the cost-effectiveness and return on investment of integrated interventions could help justify their adoption.

Longitudinal studies are needed to examine the long-term sustainability of improvements achieved through integrated interventions. Research questions include whether the benefits of combined peace state and expectation management persist over time, what factors contribute to sustained improvement, and how organizations can maintain these positive effects through various challenges and changes.

Further theoretical work is needed to fully understand the mechanisms through which peace state and expectation effects interact. Developing more comprehensive models incorporating neurobiological and psychological perspectives could enhance understanding of these complex interactions. Additionally, theoretical work examining the role of organizational systems and culture in supporting or hindering these integrated effects could provide valuable insights.

# 6. CONCLUSION

Integrating peace state concepts with the Pygmalion effect significantly advances our understanding of workplace performance dynamics, particularly relevant to contemporary organizational challenges. In an era of unprecedented stress levels, rapid technological change, and evolving work patterns, this integrated framework offers timely insights for maintaining high performance while supporting employee well-being.

The synthesis of research across multiple disciplines reveals that mental states fundamentally mediate the relationship between expectations and performance. This understanding becomes particularly crucial as organizations navigate the challenges of hybrid work environments, increased employee burnout, and the growing emphasis on workplace mental health. When managers maintain peace, their capacity to set and communicate effective expectations appears enhanced, leading to more authentic and sustainable performance improvements even in remote or distributed team settings.

The current workplace environment, characterized by constant change and adaptation requirements, makes this integrated approach especially valuable. Employees operating from peace state demonstrate an improved ability to internalize and act upon positive expectations while maintaining resilience in the face of ongoing challenges. This proves particularly relevant as organizations deal with quiet quitting, engagement challenges, and the need for continuous adaptation to market changes.

Several key findings emerge that are directly relevant to challenges. First, the neurobiological foundations of peace state appear to state optimal conditions for setting and receiving performance expectations, which is crucial in today's high-stress work environments. Second, this integration offers potential solutions to modern workplace challenges, including employee wellness, sustainable performance, and effective virtual leadership. Third, organizations implementing these integrated
approaches report improved ability to maintain high performance while supporting employee mental health and work-life balance.

The implications extend beyond individual performance to address current organizational priorities, which include DEI initiatives, cultural transformation, and adaptive leadership development. As organizations grapple with questions of purpose, engagement, and sustainable growth, this integrated understanding provides frameworks for creating more resilient and effective workplace cultures.

This integration offers promising approaches to emerging challenges such as AI integration, multigenerational workforce management, and evolving employee expectations around work-life integration. Future research directions this review suggests aligning closely with pressing organizational needs, particularly regarding virtual team dynamics, cultural adaptation, and sustainable high-performance practices.

This synthesis provides a foundation for addressing current and emerging organizational challenges while focusing on long-term sustainability and employee well-being. By understanding and leveraging these integrated effects, organizations can develop more effective strategies for navigating the complex landscape of modern workplace dynamics while fostering both performance excellence and human flourishing.

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