The Yerkes–Dodson Law

What is it?

The Yerkes–Dodson Law describes the relationship between stress (or arousal) and performance. It proposes that a moderate level of stress can enhance performance, but too little or too much stress can impair it. Think of it as a “sweet spot”: some pressure sharpens focus, but excessive pressure tips into anxiety and reduces effectiveness.

What do we know from research?

Introduced in 1908 by psychologists Robert Yerkes and John Dodson, the law is illustrated as an inverted U-curve where:

• Performance improves as stress increases,

• Reaches an optimal point,

• Then declines if stress continues to rise.

Research has also shown that the optimal level of arousal depends on the type of task:

• Complex or intellectually demanding tasks (e.g., problem-solving, strategy work) benefit from lower arousal to allow careful concentration.

• Simple or endurance-based tasks (e.g., routine execution, physical persistence) often benefit from higher arousal to maintain motivation and energy.

How does it look in practice?

Too little stress: Think about sitting in a routine status meeting with no real decisions to make. With little at stake, your mind drifts, your energy drops, and you find yourself disengaged. The lack of pressure makes it harder to bring your best focus or effort.

Moderate stress: Now, think of a time when you had a project deadline approaching. The ticking clock pushed you to prioritize, stay focused, and work efficiently. Without that small dose of pressure, you might have procrastinated or let distractions get in the way.

Too much stress: Finally, picture presenting an important project in front of senior colleagues. The pressure is so high that your nerves tip into anxiety — you lose track of your points despite being well prepared. And if this level of stress continues day after day, the constant strain can lead to exhaustion and eventually burnout.

How can you use/avoid it in the workplace?

Leaders: Build an environment of openness where employees feel safe to say what they enjoy, what they struggle with, and when workload feels unsustainable – the first line of defense against burnout is culture. Prevention should be the priority: implement formal strategies such as regular pulse surveys and manager training to recognize early warning signs. If burnout does occur the organization should have clear and supportive recovery pathways for the individual, while also equipping managers and colleagues with resources to manage the temporary gap without creating further strain.

Teams: Managers should calibrate pressure in real time. Use one-on-one meetings to understand what employees enjoy and what drains them—because being good at something doesn’t always mean liking it. Look for signals of underload (boredom, disengagement) and overload (mistakes, tension, withdrawal), and adjust responsibilities or goals accordingly to keep people in the “stretched but capable” zone.

Individuals: Learn your own patterns of stress and energy. Keep a short reflective log to notice what tasks put you into hyperfocus mode and which ones drain you. Use this self-awareness to structure your day, mix in energizing work, and apply stress-management strategies (deep breathing, preparation, reframing nerves as excitement) when pressure runs too high.