Most of us perceive ourselves as “average” daily, about the various tasks we carry out. Although it is a common experience, it carries complex consequences that have psychological impacts. In both organisational and social contexts, the ways people internalise and respond to self-perception can influence personal identity, interpersonal relationships, and institutional culture. For some individuals, being average is neutral or sometimes even comforting, while for others it might stand in their way as a limitation that shapes their self-worth and long-term goals in a negative light [Hermanowicz, J. C. (2013)].
Read More: The Beauty of Being Average
Social and Organisational Dynamics of Mediocrity
Because average performers are located more or less permanently in organisations, it can become easy for them to develop systems that not only shore up that position vis-à-vis other individuals or groups inside the same organisation, but also render any potential threats harmless. A situation like this often promotes the development of local reward systems which emphasise conformity, loyalty and group cohesion over personal achievement.
Such environments may subtly discourage innovation or extraordinary performance. Highly capable individuals, on the other hand, can be moved to the edge of society; their achievements are stripped of their real brilliance and given a “polite” description instead.
Despite the system fostering an agreeable view of oneself for most, exceptionally gifted persons tend to feel vexed and isolated. It bears acknowledgement that certain astute individuals react through contrary behaviour, questioning prevalent arrangements and clamouring for transformation, or shunning coordinated undertakings completely. Some take up opposition through challenging current standards and advocating for change, while others withdraw entirely from collective efforts.
The Psychological Burden of Marginalisation
For high performers, becoming relegated can deteriorate intrinsic inspiration and self-worth. Sensations of being undervalued might lead to depletion, disengagement, or a reassessment of career and life priorities. In contrast, average performers experiencing these relationships can offer a protective social environment where they feel safeguarded, even if it necessitates compromising broader organisational achievement.
Psychologically, this reflects humanity’s need to belong and evade social isolation, a robust motivator that sometimes outweighs the chase of excellence. Furthermore, marginalised high-calibre individuals may channel their efforts into more purposeful paths, while ordinary performers gain reassurance from maintaining the status quo.
Cognitive Strategies for Coping with Averageness
Dealing with being average often starts with cognitive reframing. People tend to use mental techniques to shield their self-esteem and reframe aspects of their identity to something more achievable. Strategies include:
- Self-enhancement: Focusing on strengths in unrelated areas to maintain self-esteem.
- Alternative self-worth dimensions: Prioritising traits associated with decency, such as kindness, dependability, or cooperation, instead of more traditional measures of success.
- TMT (Terror Management Theory) coping: The search for some symbolic or cultural attribution to offset feelings of inadequacy and some existential angst.
Through these processes, self-esteem is internalised as a psychosocial buffer that protects individuals from emotional distress, minimal objective accomplishments notwithstanding [ Orth, W., et al (2012) & Routledge, C., et al (2010)].
Meaning-Making as a Protective Factor
Meaning-making allows us to most effectively cope with the perception of mediocrity. Rather than viewing average performance as a shortcoming, an individual has the option to reshape their definition of success. This new definition may include the following:
- Joining a community and conforming to its norms is a form of social inclusion and reinforces group membership.
- Redefining merit as loyalty to the institution, or service, or mentorship, which values the institution and is appreciated locally [Hermanowicz, J. C. (2013)].
- Deriving social and familial roles as purposes, as opposed to professional roles [Kiang, L., Fuligni, A. J. (2009)].
Research says the sense of meaning in life, derived from identity, relations, or community involvement, acts as a resilience factor, helping maintain motivation and satisfaction in life despite ranking externally.
Read More: The Impact of Risk and Protective Factors in Psychological assessments and interventions
The Social Benefits of Reframing Mediocrity
Curiously, accepting mediocrity in some situations can improve cohesion among groups. Whenever group members share the same goals, collaboration, as well as supportive behaviours, may increase. This promotes trust, diminishes interpersonal conflict, and bolsters the stability of social networks. However, the problem is the risk of innovation stagnation and a lack of motivation to pursue self-improvement. Finding this balance is crucial for holistic well-being and social development.
Read More: What are Psychosocial Stages of Development Who gave them?
Risks of Sustaining Mediocrity
While reframing and acceptance strategies tend to be psychologically positive, there is danger in getting too comfortable with mediocrity. People may avoid challenges that help them grow because they either fear failure, social backlash, or some form of upheaval. This “comfort zone effect” stifles the development of skills and prospects for personal fulfilment. On an organisational level, entrenched mediocrity can trigger stagnant performance, lost chances for organisational growth, and weakened competitiveness in broader markets. Such outcomes reinforce the importance of systems that strike an optimal balance between inclusivity and merit recognition.
Pathways to Healthy Coping
The best approach towards being average on the psychological front is to embrace yourself as you are and look to make the most of opportunities for improvement. This technique balances self-worth with the effort to achieve more and ensures you do not become stagnant.
- Self-awareness, or acknowledging strengths and weaknesses, is the first pathway outlined.
- Effective coping methods also include adjusting goals and ambitions to be within achievable bounds, setting objectives that are challenging yet realistic based on one’s values, and branching out to newly satisfying competencies that inherently reward the effort.
- Building support networks involves forming bonds that are focused on personal growth but are built on the foundation of acceptance.
These methods give the freedom to integrate acceptance and aspiration and therefore avoid the extremes of self-criticism and complacency.
Conclusion
The perception of being mediocre or average is addressed through personal framings, social factors, as well as cognitive factors. While some try to escape from the “average” label by focusing on their strengths, others strive to find meaning in the label in their work or personal lives. If coping mechanisms and adaptive behaviours are employed, perceived mediocrity does not have to stifle social interactions and relationships; it can encourage better social and personal resilience and an identity that is less prone to the pressures of expectations.
The difficulty is in the balancing act between self-acceptance and self-improvement, where the drive to be part of a group does not stifle one’s growth or the vibrancy of the organisation. With a focus on the social dimensions, supported by the psychology of the self, it is clear that a robust understanding of this phenomenon can enable better policies and practices based on the balance of social inclusion and organisational excellence for members, and meaning and purpose in their work, regardless of their standing.
FAQ’s
1. What does it mean to perceive oneself as average?
It refers to recognising that one’s abilities or achievements are neither exceptional nor poor, often falling within the middle range compared to peers.
2. How can being average affect self-esteem?
For some, it can lead to feelings of inadequacy, while others maintain self-worth by focusing on strengths in alternative areas or aligning with group values.
3. Why do organisations sometimes reward mediocrity?
Group cohesion and conformity may be prioritised over competition, which can lead to downplaying exceptional performance to preserve harmony.
4. How can someone cope positively with mediocrity?
By reframing success, finding personal meaning, setting realistic goals, and developing skills in areas they value.
5. Is accepting mediocrity the same as avoiding growth?
No. Healthy acceptance involves acknowledging current abilities while still seeking opportunities for improvement and personal development.
References +
Hermanowicz, J. C. (2013). The culture of mediocrity. Minerva, 51(3), 363–387. https://doi.org/10.1007/s11024-013-9231-0
Orth, U., Robins, R. W., & Widaman, K. F. (2011). Life-span development of self-esteem and its effects on important life outcomes. Journal of Personality and Social Psychology, 102(6), 1271–1288. https://doi.org/10.1037/a0025558
Routledge, C., et al (2010). Adjusting to Death: The Effects of Mortality Salience and Self-Esteem on Psychological Well-Being, Growth Motivation, and Maladaptive Behaviour. Journal of Personality and Social Psychology.http://www.southampton.ac.uk/~crsi/Routledge.pdf
Kiang, L., & Fuligni, A. J. (2009). Meaning in Life as a Mediator of Ethnic Identity and Adjustment Among Adolescents from Latin, Asian, and European American Backgrounds. Journal of Youth and Adolescence, 39(11), 1253–1264. https://doi.org/10.1007/s10964-009-9475-z
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