Elon Musk, the billionaire CEO known for his groundbreaking work at Tesla and SpaceX, recently made headlines when he was presented with a symbolic "chainsaw for bureaucracy" by Argentine President Javier Milei. This unique gesture has sparked a broader conversation about work culture and the rising levels of stress in modern workplaces.

As many workers find themselves inundated with emails from their bosses over weekends, facing strict mandates to return to the office, or being pressured to achieve more with dwindling resources, experts in workplace management are attributing this climate of unease to a blend of economic uncertainty and the influence of popular culture, particularly the rise of cryptocurrencies like Dogecoin (DOGE).

Dr. Tasha Eurich, an organizational psychologist and bestselling author, has been vocal about the shifting dynamics in work-life balance. In her discussions with Business Insider, she noted, "I think that the pendulum is swinging toward much less work-life balance and much more constant chronic stress." This sentiment is echoed by many, especially as they navigate the complexities of a tumultuous economic landscape.

Eurich elaborated on the toll that uncertainty takes on the human psyche, stating, "We know that uncertainty is one of the most aversive states for human beings — it activates the same areas of the brain that would light up if we were being chased by a tiger in our ancestral past." Recent findings from the World Uncertainty Index demonstrate that concerns regarding geopolitical and economic stability have reached levels reminiscent of the early pandemic period, contributing to rising anxiety among workers worldwide.

Notably, in the United States, the intertwining of economic apprehension with the popularity of DOGE has intensified this climate of insecurity. The cryptocurrency, often associated with Musk's bold persona, has not only captured the public's imagination but also influenced workplace dynamics since the beginning of 2025. Experts believe that many employees are now more inclined to cling to their current jobs, even under less than ideal circumstances, fearing that the job market may not recover swiftly.

The so-called "DOGE effect" has been particularly evident in Musk's management style, which has made its way into governmental operations. Musk's company, DOGE, has made headlines for its notoriously stringent approach to workforce management. Earlier this year, DOGE reportedly eliminated tens of thousands of federal positions via email, citing insufficient performance. This method has drawn parallels to practices used by Meta, which similarly dismisses low-performing employees through impersonal communications.

In a striking instance of this management philosophy, DOGE demanded that federal employees provide a list of five accomplishments over the weekend, with Musk publicly stating that those who failed to respond would be considered to have resigned. Additionally, a recent layoff mechanism at the Department of Health and Human Services involved employees scanning their badges; those who could not access the system were let go, leading to emotional distress among many staff members.

Musk himself is known for his grueling work ethic, reportedly logging 120-hour work weeks and expecting the same level of dedication from those working under him. He even referred to working through weekends as a "superpower" on his social media platform X. However, this approach has drawn criticism from workplace experts who warn against the dangers of equating long hours with success.

Rahaf Harfoush, a digital anthropologist specializing in the future of work, has voiced concerns about the cultural implications of idolizing figures like Musk. She argues that such a mindset perpetuates the myth that hard work alone guarantees success, ignoring structural advantages like wealth and access to resources that enable billionaires to work those hours without the same burdens that average workers face. Harfoush noted, "What's left unsaid is this: billionaires can work those hours because their wealth buys them time. They have chefs, nannies, drivers, assistants — an entire infrastructure that handles the responsibilities most people can’t outsource."

As Musk and DOGE continue to promote a work culture defined by ambiguous standards of high performance and relentless productivity, the current job market and overarching economic uncertainty create a paradox for dissatisfied employees. With fears of a recession echoing the 2008 financial crisis, many workers are reluctant to leave their positions, even when conditions are unfavorable.

"We're seeing a perfect storm of factors colliding," Harfoush remarked. She noted, "We're seeing echoes of 2008 — people taking on more work, fewer breaks, and less pay — because survival feels more urgent than balance." This precarious environment raises critical questions about the sustainability of such a work culture in the long run.

Experts like Homa Bahrami, a senior lecturer at the Haas School of Business at UC Berkeley, caution against the negative repercussions of a fear-driven workplace. Bahrami asserts that while employees might comply with demanding expectations in the short term, such tactics can erode goodwill, commitment, and emotional engagement over time. "If you're working in a place where the core values are the exact opposite of yours as a human being, then it's not sustainable, and you're not going to make it really work," she stated.

Both Bahrami and Eurich agree that creating a healthy workplace environment is essential for long-term success. Eurich characterizes the practice of laying off workers to set an example as "the most counterproductive thing" a company can do. Nevertheless, workers can employ strategies to regain some control amid adversity.

Bahrami suggests that while burnout can be an inevitable outcome of challenging conditions, adopting a proactive mindset and setting personal career goals can help individuals navigate their professional journeys more effectively. Harfoush further emphasizes the importance of small acts of resistance, such as delaying email checks until later in the day and taking proper lunch breaks. She encourages managers to have candid conversations with their teams about response expectations, noting, "Often, the pressure to be always-on isn’t real — it’s imagined. But it becomes real when no one challenges it."