Purpose, Pressure, and the Problem with Ikigai in Midlife

By Meagan Yarmey, PhD, MSW, RSW

Discovering Ikigai: Navigating Social Influence, Culture, and Beliefs for True Purpose in Modern Life.

Ikigai, the Japanese concept of a reason for being, has been absorbed by Western productivity culture and flattened into a self-optimization exercise. That flattening misses everything that makes it worth thinking about.

As a social psychologist and clinical social worker, psychotherapist who works with high-performing professionals, I’ve noticed how many of us, especially at midlife, start to question whether the path we’re on truly aligns with who we are. Financial pressures, career shifts, and increasing demands often collide with a quiet inner voice asking: What am I really here for?

Midlife, Social Comparison, and the Crisis of Purpose

Midlife is a critical period of self-examination, a time when many reevaluate the choices that have defined them so far. Erikson’s (1950) psychosocial theory describes this as the tension between generativity (contributing to the next generation) and stagnation (feeling stuck and unfulfilled). This tension is often amplified by social comparison, our tendency to measure our success and worth against others (Festinger, 1954).

In the workplace, these comparisons can be fueled by organizational cultures that prize visibility and achievement, making it easy to lose sight of our own values in favor of external approval. As social identity theory (Tajfel & Turner, 1986) suggests, our sense of self is shaped by group memberships and workplace hierarchies, which can either support or undermine our sense of purpose.

The Organizational Context: The System Shapes the Individual

It’s impossible to talk about ikigai without acknowledging the organizational systems that shape our experiences. Concepts like role ambiguity, unclear job expectations, and role conflict, competing demands, are key predictors of workplace stress and burnout (Kahn et al., 1964). In addition, the psychological contract, the unspoken expectations between employer and employee, can profoundly affect motivation and wellbeing (Rousseau, 1995).

When organizations fail to create environments that support psychological safety and wellbeing, even the most resilient individuals can feel disconnected from their purpose. Organizational cultures that emphasize constant growth, speed, and competition can reinforce maladaptive perfectionism, tying worth to output rather than to contribution or authenticity (Stoeber & Damian, 2016).

The Psychological Map

Here’s where psychology can offer a roadmap:

• Logotherapy (Frankl, 1959) teaches that meaning is not handed to us, it’s created through our responses to life’s challenges. Even in hardship, we can ask: What does this experience invite me to learn, contribute, or change?

• Reality Therapy (Glasser, 1965) focuses on choice and responsibility: What do you want? What are you doing? Is it working? urging us to align our actions with our values.

• Social identity theory reminds us that belonging is essential. Seeking communities and work environments that align with our values strengthens our sense of purpose (Ashforth & Mael, 1989).

• Organizational support theory suggests that when employees feel their organizations care about them, they’re more likely to thrive (Eisenberger et al., 2001).

Moving Beyond Fluff: Advocating for Yourself in the System

Fluffy slogans like “follow your passion” ignore context and privilege. They sound great but rarely address the realities of layoffs, performance reviews, and financial obligations. Community psychologists (Prilleltensky, 2008) remind us that wellbeing is inseparable from the systems we live and work within. When workplaces treat people like cogs, reclaiming meaning becomes a radical act.

Final Thoughts

Finding ikigai is not a one-time exercise; it’s an ongoing process of reflection, experimentation, and advocacy both for yourself and for healthier systems. In a world that often ties self-worth to productivity, reclaiming purpose and belonging is not just self-help it’s a profound act of resilience and social change.

References

Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20–39.

Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (2001). Perceived organizational support. Journal of Applied Psychology, 86(1), 42–51.

Erikson, E. H. (1950). Childhood and society. Norton.

Festinger, L. (1954). A theory of social comparison processes. Human Relations, 7(2), 117–140.

Frankl, V. E. (1959). Man’s search for meaning. Beacon Press.

Glasser, W. (1965). Reality therapy: A new approach to psychiatry. Harper & Row.

Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity. Wiley.

Prilleltensky, I. (2008). The role of power in wellness, oppression, and liberation: The promise of psychopolitical validity. Journal of Community Psychology, 36(2), 116–136.

Rousseau, D. M. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Sage.

Stoeber, J., & Damian, L. E. (2016). Perfectionism in employees: Work engagement, workaholism, and burnout. In Flett, G. L., & Hewitt, P. L. (Eds.), Perfectionism in the workplace: Theory, research, and practice (pp. 97–121). American Psychological Association.

Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In Worchel, S., & Austin, W. G. (Eds.), Psychology of intergroup relations (pp. 7–24). Nelson-Hall.

© 2026 by Meagan Yarmey

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