Thriving together: Karasek's Job-Demand-Control-Support-Well-Being model
Amy Steindler recently left a thoughtful comment on a LinkedIn post of my recent blog article that struck a chord:
“Thanks for including me! ... I am curious to explore with you how you think about tools that empower people to grow while also encouraging them to do so in some kind of relationship or community. All the social and emotional intelligence skills mean nothing unless they are practiced with other humans—that’s what they’re for, after all. I see a lot of clients who realize that they’re stuck because they have taken things as far as they can on their own, and yet they still don’t think about these things in context of relationships. Let’s chat soon?”
I loved Amy’s insight because it touches on a vital truth: our ability to grow isn’t just about personal effort—it’s also about the connections and relationships that support and challenge us. This is particularly important in today’s workplace, where increasing fragmentation and projectization have reshaped how we approach our careers.
To make sense of this shift, I often turn to the Job Demand-Control-Support-Well-Being (JDCS-WB) model, an updated framework based on Robert Karasek’s classic theory (Johnson, 1986; van der Doef & Maes, 1999; Häusser et al., 2010). This model highlights how workplace demands, control, and social support intersect to shape not just job stress but also psychological well-being. It’s a powerful tool for understanding how we thrive in a world where work is no longer as stable or predictable as it once was.
Work is no longer as stable or predictable as it once was, and our professional success increasingly depends on the networks we build.
The JDCS-WB Model in a fragmented work environment
The modern workplace has undergone a seismic shift. Instead of steady, long-term roles with clear career trajectories, we now live in a world defined by projectized work—temporary, goal-oriented efforts that often require collaboration across teams or organizations. While this approach can drive innovation, it also creates new challenges.
With work becoming increasingly fragmented, our sense of control is eroding. Projects have strict requirements and tight deadlines, often dictated by external stakeholders, leaving less room for autonomy. Stability, once found in traditional career paths, is harder to come by. Instead, control over our professional lives is often redistributed, forcing us to rely on our networks—colleagues, supervisors, mentors, and peers—for support and opportunities.
This is where the JDCS-WB model becomes invaluable. It explains that while high job demands can create stress, this impact is mediated by:
- Job Control, or our ability to influence the way we work.
- Support from Colleagues, which provides emotional solidarity and shared experiences.
- Support from Supervisors, offering guidance and resources.
- Psychological Well-Being, the ultimate outcome of a workplace environment that balances demands, control, and support.
When demands are high, as they often are in projectized work, strong social support and autonomy are critical for maintaining well-being and professional satisfaction.
The Karasek original Job Demand-Control model (1979) has evolved through several iterations to recognize contributions from several authors.
These emphasize the importance of others in the development of occupational well-being, job satisfaction and career stability.
Growth doesn’t happen in isolation—it thrives in the context of relationships.
Why Networks Are Essential to Growth
As Amy noted, many people take their growth as far as they can on their own but fail to see how relationships are the key to breaking through barriers. The JDCS-WB model reinforces this idea: growth is not a solo journey. In fact, the fragmented, unpredictable nature of modern work has made relationships more essential than ever.
When we invest in our networks, we gain access to shared wisdom, emotional resilience, and opportunities that we cannot generate alone. These connections are not just professional assets; they are lifelines in a work environment that is constantly shifting.
Without strong networks, the stress of high demands and limited control can lead to burnout and stagnation. With them, however, even the most challenging roles become more manageable and fulfilling.
Thriving in a Fragmented Workplace
To navigate today’s career landscape successfully, we need to embrace the power of community. Here are three steps to help you thrive in a world defined by projectized work:
- Strengthen your relationships:Invest time in building meaningful connections with colleagues, supervisors, and mentors. These relationships provide the foundation for support and collaboration.
- Seek balance where you can: While project work often limits control, look for ways to take ownership of your tasks and find stability through routine or personal growth.
- Focus on well-being: Recognize that your psychological health is as important as your performance. Advocate for environments that balance demands with support and autonomy.
In an increasingly projectized world, control over our careers often lies out of our hands.
A Final Reflection
Amy’s comment reminds us that social and emotional intelligence is meaningless in isolation. Growth happens in the context of relationships—with peers, mentors, and communities who push us to do better and help us when we falter. The JDCS-WB model is a reminder that workplace success isn’t just about managing demands; it’s about cultivating a network of support that allows us to thrive, even in fragmented and uncertain environments.
If you’re feeling stuck, ask yourself: Who can I rely on? and How can I offer value to others? These questions may lead you to a stronger network, greater well-being, and a career that feels both sustainable and fulfilling.
