Historically work was, well, work. It was about meticulously measured and critiqued efficiency, with breaks or lighthearted moments with colleagues considered taboo. We softened a bit during the 1960s and 1970s, socializing during breaks to smoke or drink, but even these interactions had a stiff formality that hardly promoted letting loose or having fun.1 It is only in the past couple of decades that business leaders have realized what we now know to be true: that humans are inherently social and playful, and introducing these characteristics into the workplace won’t actually hurt the bottom line. Even so, until more recently, a positive, social work environment was merely something “nice to have” rather than essential, because companies figured the real reason employees stayed was for stability, or pay, or prestige.