Psychosocial Development in Midlife

What do you think is the happiest stage of life? What about the saddest stages? Perhaps surprisingly, Blanchflower & Oswald (2008) found that reported levels of unhappiness and depressive symptoms peak in the early 50s for men in the U.S., and interestingly, the late 30s for women. In Western Europe, minimum happiness is reported around the mid-40s for both men and women, albeit with some significant national differences. Stone et al. (2017), reported a precipitous drop in perceived stress in men in the U.S. from their early 50s. There is now a view that “older people” (50+) may be “happier” than younger people, despite some cognitive and functional losses. This is often referred to as “the paradox of aging.” Positive attitudes to the continuance of cognitive and behavioral activities, interpersonal engagement, and their vitalizing effect on human neural plasticity may lead to more life and to an extended period of self-satisfaction and continued communal engagement.

Erikson’s Theory

As you know by now, Erikson’s theory is based on an idea called epigenesis, meaning that development is progressive and that each individual must pass through the eight different stages of life—all while being influenced by context and environment. Each stage forms the basis for the following stage, and each transition to the next is marked by a crisis that must be resolved. The sense of self, each “season”, was wrested, from and by, that conflict. The ages of 40-65 are no different. The individual is still driven to engage productively, but the nurturing of children and income generation assume lesser functional importance. From where will the individual derive their sense of self and self-worth?

Generativity is “primarily the concern in establishing and guiding the next generation” (Erikson, 1950, p.267). Generativity is a concern for a generalized other (as well as those close to an individual) and occurs when a person can shift their energy to care for and mentor the next generation. One obvious motive for this generative thinking might be parenthood, but others have suggested intimations of mortality by the self. Kotre (1984) theorized that generativity is a selfish act, stating that its fundamental task was to outlive the self. He viewed generativity as a form of investment. However, a commitment to a “belief in the species” can be taken in numerous directions, and it is probably correct to say that most modern treatments of generativity treat it as a collection of facets or aspects—encompassing creativity, productivity, commitment, interpersonal care, and so on.

On the other side of generativity is stagnation. It is the lethargy, lack of enthusiasm, and involvement in individual and communal affairs. It may also denote an underdeveloped sense of self or some form of overblown narcissism. Erikson sometimes used the word “rejectivity” when referring to severe stagnation. Those who do not master this task may experience stagnation and feel as though they are not leaving a mark on the world in a meaningful way; they may have little connection with others and little interest in productivity and self-improvement.

The Stage-Crisis View and the Midlife Crisis

In 1977, Daniel Levinson published an extremely influential article that would be seminal in establishing the idea of a profound crisis that lies at the heart of middle adulthood. The concept of a midlife crisis is so pervasive that over 90% of Americans are familiar with the term, although those who actually report experiencing such a crisis is significantly lower (Wethington, 2000).

Levinson based his findings of a midlife crisis on biographical interviews with a limited sample of 40 men (no women!), and an entirely American sample at that. Despite these severe methodological limitations, his findings proved immensely influential. Levinson (1986) identified five main stages or “seasons” of a man’s life as follows:

1. Preadulthood: Ages 0-22 (with 17 – 22 being the Early Adult Transition years)
2. Early Adulthood: Ages 17-45 (with 40 – 45 being the Midlife Transition years)
3. Middle Adulthood: Ages 40-65 (with 60-65 being the Late Adult Transition years)
4. Late Adulthood: Ages 60-85
5. Late Late Adulthood: Ages 85+

Levinson’s theory is known as the stage-crisis view. He argued that each stage overlaps, consisting of two distinct phases—a stable phase, and a transitional phase into the following period. The latter phase can involve questioning and change, and Levinson believed that 40-45 was a period of profound change, which could only culminate in a reappraisal, or perhaps reaffirmation, of goals, commitments and previous choices—a time for taking stock and recalibrating what was important in life. Crucially, Levinson would argue that a much wider range of factors, primarily work and family, would affect this taking stock – what he had achieved, what he had not; what he thought important, but had brought only limited satisfaction.

In 1996, two years after his death, the study he was conducting with his co-author and wife Judy Levinson, was published on “the seasons of life” as experienced by women. Again, it was a small scale study, with 45 women who were professionals/businesswomen, academics, and homemakers, in equal proportion. The changing place of women in society was reckoned by Levinson to be a profound moment in the social evolution of the human species. However, it had led to a fundamental polarity in the way that women formed and understood their social identity. Levinson referred to this as the “dream.” For men, the “dream” was formed in the age period of 22-28, and largely centered on the occupational role and professional ambitions. Levinson understood the female “dream” as fundamentally split between this work-centered orientation, and the desire/imperative of marriage/family; a polarity that heralded both new opportunities, and fundamental angst.

Levinson found that the men and women he interviewed sometimes had difficulty reconciling the “dream” they held about the future with the reality they currently experienced. “What do I really get from and give to my wife, children, friends, work, community, and self?” a man might ask (Levinson, 1978, p. 192). Tasks of the midlife transition include:

1. ending early adulthood;
2. reassessing life in the present and making modifications if needed; and
3. reconciling “polarities” or contradictions in one’s sense of self.

Perhaps early adulthood ends when a person no longer seeks adult status but feels like a full adult in the eyes of others. This “permission” may lead to different choices in life—choices that are made for self-fulfillment instead of social acceptance. While people in their 20s may emphasize how old they are (to gain respect, to be viewed as experienced), by the time people reach their 40s, they tend to emphasize how young they are (few 40-year-olds cut each other down for being so young: “You’re only 43? I’m 48!!”).

This new perspective on time brings about a new sense of urgency to life. The person becomes focused more on the present than the future or the past. The person grows impatient at being in the “waiting room of life,” postponing doing the things they have always wanted to do. “If it’s ever going to happen, it better happen now.” A previous focus on the future gives way to an emphasis on the present. Neugarten (1968) notes that in midlife, people no longer think of their lives in terms of how long they have lived. Rather, life is thought of in terms of how many years are left. If an adult is not satisfied at midlife, there is a new sense of urgency to make changes.

Changes may involve ending a relationship or modifying one’s expectations of a partner. These modifications are easier than changing the self (Levinson, 1978). Midlife is a period of transition in which one holds earlier images of the self while forming new ideas about the self of the future. A greater awareness of aging accompanies feelings of youth, and harm that may have been done previously in relationships haunts new dreams of contributing to the well-being of others. These polarities are the quieter struggles that continue after outward signs of “crisis” have gone away.

Levinson characterized midlife as a time of developmental crisis. However, like any body of work, it has been subject to criticism. Firstly, the sample size of the populations on which he based his primary findings is too small. By what right do we generalize findings from interviews with 40 men and 45 women, however thoughtful and well-conducted? Secondly, Chiriboga (1989) could not find any substantial evidence of a midlife crisis, and it might be argued that this and further failed replication attempts indicate a cohort effect. The findings from Levinson’s population indicated a shared historical and cultural situatedness rather than a cross-cultural universal experienced by all or even most individuals. Midlife is a time of revaluation and change, that may escape precise determination in both time and geographical space, but people do emerge from it, and seem to enjoy a period of contentment, reconciliation, and acceptance of self.

Socio-Emotional Selectivity Theory (SST)

It is the inescapable fate of human beings to know that their lives are limited. As people move through life, goals, and values tend to shift. What we consider priorities, goals, and aspirations are subject to renegotiation. Attachments to others, current, and future, are no different. Time is not the unlimited good as perceived by a child under normal social circumstances; it is very much a valuable commodity, requiring careful consideration in terms of the investment of resources. This has become known in academic literature as mortality salience.

Mortality salience posits that reminders about death or finitude (at either a conscious or subconscious level), fills us with dread. We seek to deny its reality, but awareness of the increasing nearness of death can have a potent effect on human judgment and behavior. This has become a very important concept in contemporary social science. It is with this understanding that Laura Carstensen developed the theory of socioemotional selectivity theory or SST. The theory maintains that as time horizons shrink, as they typically do with age, people become increasingly selective, investing greater resources in emotionally meaningful goals and activities. According to the theory, motivational shifts also influence cognitive processing. Aging is associated with a relative preference for positive over negative information. This selective narrowing of social interaction maximizes positive emotional experiences and minimizes emotional risks as individuals become older. They systematically hone their social networks so that available social partners satisfy their emotional needs. The French philosopher Sartre observed that “hell is other people”. An adaptive way of maintaining a positive effect might be to reduce contact with those we know may negatively affect us, and avoid those who might.

SST is a theory that emphasizes a time perspective rather than chronological age. When people perceive their future as open-ended, they tend to focus on future-oriented development or knowledge-related goals. When they feel that time is running out, and the opportunity to reap rewards from future-oriented goals’ realization is dwindling, their focus tends to shift towards present-oriented and emotion or pleasure-related goals. Research on this theory often compares age groups (e.g., young adulthood vs. old adulthood), but the shift in goal priorities is a gradual process that begins in early adulthood. Importantly, the theory contends that the cause of these goal shifts is not age itself, i.e., not the passage of time itself, but rather an age-associated shift in time perspective. The theory also focuses on the types of goals that individuals are motivated to achieve. Knowledge-related goals aim at knowledge acquisition, career planning, the development of new social relationships, and other endeavors that will pay off in the future. Emotion-related goals are aimed at emotion regulation, the pursuit of emotionally gratifying interactions with social partners, and other pursuits whose benefits can be realized in the present.

This shift in emphasis, from long term goals to short term emotional satisfaction, may help explain the previously noted “paradox of aging.” That is, that despite noticeable physiological declines, and some notable self-reports of reduced life-satisfaction around this time, post- 50 there seems to be a significant increase in reported subjective well-being. SST does not champion social isolation, which is harmful to human health, but shows that increased selectivity in human relationships, rather than abstinence, leads to more positive affect. Perhaps “midlife crisis and recovery” may be a more apt description of the 40-65 period of the lifespan.

Personality and Work Satisfaction

Personality in Midlife

Research on adult personality examines normative age-related increases and decreases in the expression of the so-called “Big Five” traits. The Big Five domains include extraversion (attributes such as assertive, confident, independent, outgoing, and sociable), agreeableness (attributes such as cooperative, kind, modest, and trusting), conscientiousness (attributes such as hard-working, dutiful, self-controlled, and goal-oriented), neuroticism (attributes such as anxious, tense, moody, and easily angered), and openness (attributes such as artistic, curious, inventive, and open-minded). The Big Five is one of the most common ways of organizing the vast range of personality attributes that seem to distinguish one person from the next. This organizing framework made it possible for Roberts et al. (2006) to draw broad conclusions from the literature.

These are assumed to be based largely on biological heredity. These five traits are sometimes summarized via the OCEAN acronym.  Individuals are assessed by measuring these traits along a continuum (e.g. high extroversion to low extroversion). They now dominate the field of empirical personality research. Does personality change throughout adulthood? Previously the answer was thought to be no. It was William James who stated in his foundational text, The Principles of Psychology (1890), that “[i]n most of us, by the age of thirty, the character is set like plaster, and will never soften again”. Not surprisingly, this became known as the plaster hypothesis.

Contemporary research shows that, although some people’s personalities are relatively stable over time, others’ are not (Lucas & Donnellan, 2011; Roberts & Mroczek, 2008). Longitudinal studies reveal average changes during adulthood, and individual differences in these patterns over the lifespan may be due to idiosyncratic life events (e.g., divorce, illness). In general, average levels of extraversion (especially the attributes linked to self-confidence and independence), agreeableness, and conscientiousness appear to increase with age whereas neuroticism appears to decrease with age (Roberts et al., 2006). Openness also declines with age, especially after mid-life (Roberts et al., 2006). These changes are often viewed as positive trends given that higher levels of agreeableness and conscientiousness and lower levels of neuroticism are associated with seemingly desirable outcomes such as increased relationship stability and quality, greater success at work, better health, a reduced risk of criminality and mental health problems, and even decreased mortality (e.g., Kotov et al., 2010; Miller & Lynam 2001; Ozer & Benet-Martínez, 2006; Roberts et al., 2007). This pattern of positive average changes in personality attributes is known as the maturity principle of adult personality development (Caspi et al., 2005). The basic idea is that attributes associated with positive adaptation and attributes associated with the successful fulfillment of adult roles tend to increase during adulthood in terms of their average levels.

Carl Jung believed that our personality actually matures as we get older. A healthy personality is balanced. People suffer tension and anxiety when they fail to express all of their inherent qualities. Jung believed that each of us possesses a “shadow side.” For example, those typically introverted also have an extroverted side that rarely finds expression unless we are relaxed and uninhibited. Each of us has both a masculine and feminine side, but in younger years, we feel societal pressure to give expression only to one. As we get older, we may become freer to express all of our traits as the situation arises. We find gender convergence in older adults. Men become more interested in intimacy and family ties. Women may become more assertive. This gender convergence is also affected by changes in society’s expectations for males and females. With each new generation, we find that the roles of men and women are less stereotypical, which also allows for change.

Subjective Aging

One aspect of the self that particularly interests life span and life course psychologists is the individual’s perception and evaluation of their own aging and identification with an age group. Subjective age is a multidimensional construct that indicates how old (or young) a person feels, and into which age group a person categorizes themself. After early adulthood, most people say they feel younger than their chronological age, and the gap between subjective and actual age generally increases. On average, after age 40 people report feeling 20% younger than their actual age (e.g., Rubin & Berntsen, 2006). Asking people how satisfied they are with their own aging assesses an evaluative component of age identity. Whereas some aspects of age identity are positively valued (e.g., acquiring seniority in a profession or becoming a grandparent), others may be less valued, depending on societal context. Perceived physical age (i.e., the age one looks in a mirror) is one aspect that requires considerable self-related adaptation in social and cultural contexts that value young bodies. Feeling younger and being satisfied with one’s own aging are expressions of positive self-perceptions of aging. They reflect the operation of self-related processes that enhance well-being. Levy (2009) found that older individuals who can adapt to and accept changes in their appearance and physical capacity in a positive way report higher well-being, have better health, and live longer.

There is now an increasing acceptance of the view within developmental psychology that an uncritical reliance on chronological age may be inappropriate. People have certain expectations about getting older, their own idiosyncratic views, and internalized societal beliefs. Taken together they constitute a tacit knowledge of the aging process. A negative perception of how we are aging can have real results in terms of life expectancy and poor health. Levy et al. (2002) estimated that those with positive feelings about aging lived 7.5 years longer than those who did not. Subjective aging encompasses a wide range of psychological perspectives and empirical research. However, there is now a growing body of work centered around a construct referred to as Awareness of Age-Related Change (AARC) (Diehl et al., 2015), which examines the effects of our subjective perceptions of age and their consequential, and very real, effects. Neuport & Bellingtier (2017) report that this subjective awareness can change on a daily basis, and that negative events or comments can disproportionately affect those with the most positive outlook on aging.

Work Satisfaction

Middle adulthood is characterized by a time of transition, change, and renewal. Accordingly, attitudes about work and satisfaction from work tend to undergo a transformation or reorientation during this time. Age is positively related to job satisfaction—the older we get the more we derive satisfaction from work (Ng & Feldman, 2010). However, that is far from the entire story and repeats, once more, the paradoxical nature of the research findings from this period of the life course. Dobrow, Gazach & Liu (2018) found that job satisfaction in those aged 43-51 was correlated with advancing age, but that there was increased dissatisfaction the longer one stayed in the same job. Again, as socio-emotional selectivity theory would predict, there is a marked reluctance to tolerate a work situation deemed unsuitable or unsatisfying. Years left, as opposed to years spent, necessitates a sense of purpose in all daily activities and interactions, including work.

Some people love their jobs, some people tolerate their jobs, and some people cannot stand their jobs. Job satisfaction describes the degree to which individuals enjoy their job. It was described by Edwin Locke (1976) as the state of feeling resulting from appraising one’s job experiences. While job satisfaction results from both how we think about our work (our cognition) and how we feel about our work (our affect) (Saari & Judge, 2004), it is described in terms of effect. Job satisfaction is impacted by the work itself, our personality, and the culture we come from and live in (Saari & Judge, 2004).

Job satisfaction is typically measured after a change in an organization, such as a shift in the management model, to assess how the change affects employees. It may also be routinely measured by an organization to assess one of many factors expected to affect the organization’s performance. In addition, polling companies like Gallup regularly measure job satisfaction nationally to gather broad information on the state of the economy and the workforce (Saad, 2012).

Job satisfaction is measured using questionnaires that employees complete. Sometimes a single question might be asked in a very straightforward way to which employees respond using a rating scale, such as a Likert scale, which was discussed in the chapter on personality. A Likert scale (typically) provides five possible answers to a statement or question that allows respondents to indicate their positive-to-negative strength of agreement or strength of feeling regarding the question or statement. Thus the possible responses to a question such as “How satisfied are you with your job today?” might be “Very satisfied,” “Somewhat satisfied,” “Neither satisfied nor dissatisfied,” “Somewhat dissatisfied,” and “Very dissatisfied.” More commonly the survey will ask a number of questions about the employee’s satisfaction to determine more precisely why he is satisfied or dissatisfied. Sometimes these surveys are created for specific jobs; at other times, they are designed to apply to any job. Job satisfaction can be measured at a global level, meaning how satisfied in general the employee is with work, or at the level of specific factors intended to measure which aspects of the job lead to satisfaction (Table 13.2).

Research has suggested that the work-content factor, which includes variety, difficulty level, and role clarity of the job, is the most strongly predictive factor of overall job satisfaction (Saari & Judge, 2004). In contrast, there is only a weak correlation between pay level and job satisfaction (Judge et al., 2010). It is suggested that individuals adjust or adapt to higher pay levels: Higher pay no longer provides the satisfaction the individual may have initially felt when her salary increased.

Why should we care about job satisfaction? Or more specifically, why should an employer care about job satisfaction? Measures of job satisfaction are somewhat correlated with job performance; in particular, they appear to relate to organizational citizenship or discretionary behaviors on the part of an employee that further the goals of the organization (Judge & Kammeyer-Mueller, 2012). Job satisfaction is related to general life satisfaction, although there has been limited research on how the two influence each other or whether personality and cultural factors affect both job and general life satisfaction. One carefully controlled study suggested that the relationship is reciprocal: Job satisfaction affects life satisfaction positively, and vice versa (Judge & Watanabe, 1993). Of course, organizations cannot control life satisfaction’s influence on job satisfaction. Job satisfaction, specifically low job satisfaction, is also related to withdrawal behaviors, such as leaving a job or absenteeism (Judge & Kammeyer-Mueller, 2012). The relationship with turnover itself, however, is weak (Judge & Kammeyer-Mueller, 2012). Finally, it appears that job satisfaction is related to organizational performance, which suggests that implementing organizational changes to improve employee job satisfaction will improve organizational performance (Judge & Kammeyer-Mueller, 2012).

There is an opportunity for more research in the area of job satisfaction. For example, Weiss (2002) suggests that the concept of job satisfaction measurements have combined both emotional and cognitive concepts, and measurements would be more reliable and show better relationships with outcomes like performance if the measurement of job satisfaction separated these two possible elements of job satisfaction.

The workplace today is one in which many people from various walks of life come together. Work schedules are more flexible and varied, and more work independently from home or anywhere there is an internet connection. The midlife worker must be flexible, stay current with technology, and be capable of working within a global community.

Work-Family Balance

Many people juggle the demands of work-life with the demands of their home life, whether it be caring for children or taking care of an elderly parent; this is known as work-family balance. We might commonly think about work interfering with family, but it is also the case that family responsibilities may conflict with work obligations (Carlson, Kacmar, & Williams, 2000). Greenhaus and Beutell (1985) first identified three sources of work-family conflicts:

• time devoted to work makes it difficult to fulfill requirements of family or vice versa,
• strain from participation in work makes it difficult to fulfill requirements of family or vice versa, and
• specific behaviors required by work make it difficult to fulfill the requirements of family or vice versa.

Women often have greater responsibility for family demands, including home care, child care, and caring for aging parents, yet men in the United States are increasingly assuming a greater share of domestic responsibilities. However, research has documented that women report greater levels of stress from work-family conflict (Gyllensten & Palmer, 2005).

There are many ways to decrease work-family conflict and improve people’s job satisfaction (Posig & Kickul, 2004). These include support in the home, which can take various forms: emotional (listening), practical (help with chores). Workplace support can include understanding supervisors, flextime, leave with pay, and telecommuting. Flextime usually requires core hours spent in the workplace around which the employee may schedule his arrival and departure to meet family demands. Telecommuting involves employees working at home and setting their own hours, which allows them to work during different parts of the day, and to spend part of the day with their family; this may also be known as e-commuting, working remotely, flexible workspace, or simply working from home. Recall that Yahoo! had a policy of allowing employees to telecommute and then rescinded the policy. Some organizations have onsite daycare centers, and some companies even have onsite fitness centers and health clinics. In a study of the effectiveness of different coping methods, Lapierre & Allen (2006) found practical support from home more important than emotional support. They also found that immediate-supervisor support for a worker significantly reduced work-family conflict through such mechanisms as allowing an employee the flexibility needed to fulfill family obligations. In contrast, flextime did not help with coping and telecommuting actually made things worse, perhaps reflecting the fact that being at home intensifies the conflict between work and family because, with the employee in the home, the demands of family are more evident.

Posig & Kickul (2004) identify exemplar corporations with policies that reduce work-family conflict. Examples include IBM’s policy of three years of job-guaranteed leave after the birth of a child, Lucent Technologies offer of one year’s childbirth leave at half-pay and SC Johnson’s program of concierge services for daytime errands.

Relationships at Work

Working adults spend a large part of their waking hours in relationships with coworkers and supervisors. Because these relationships are forced upon us by work, researchers focus less on their presence or absence and instead focus on their quality. High quality work relationships can make jobs enjoyable and less stressful. This is because workers experience mutual trust and support in the workplace to overcome work challenges. Liking the people we work with can also translate to more humor and fun on the job. Research has shown that more supportive supervisors have employees who are more likely to thrive at work (Paterson, Luthans, & Jeung, 2014; Monnot & Beehr, 2014; Winkler, Busch, Clasen, & Vowinkel, 2015). On the other hand, poor quality work relationships can make a job feel like a drudgery. Everyone knows that horrible bosses can make the workday unpleasant. Supervisors that are sources of stress negatively impact their employees’ subjective well-being (Monnot & Beehr, 2014). Specifically, research has shown that employees who rate their supervisors high on the so-called “dark triad”—psychopathy, narcissism, and Machiavellianism—reported greater psychological distress at work and less job satisfaction (Mathieu et al., 2014).

In addition to the direct benefits or costs of work relationships on our well-being, we should also consider how these relationships can impact our job performance. Research has shown that feeling engaged in our work and having a high job performance predicts better health and greater life satisfaction (Shimazu et al., 2015). Given that so many of our waking hours are spent on the job—about 90,000 hours across a lifetime—it makes sense that we should seek out and invest in positive relationships at work.

One of the most influential researchers in this field, Dorien Kooij (2013) identified four key motivations in older adults continuing to work. First, growth or development motivation- looking for new challenges in the work environment. The second are feelings of recognition and power. Third, feelings of power and security afforded by income and possible health benefits. Interestingly enough, the fourth area of motivation was Erikson’s generativity. The latter has been criticized for a lack of support in terms of empirical research findings, but two studies (Zacher et al., 2012; Ghislieri & Gatti, 2012) found that a primary motivation in continuing to work was the desire to pass on skills and experience, a process they describe as leader generativity. Perhaps a more straightforward term might be mentoring. In any case, the generative leadership concept is firmly established in the business and organizational management literature.

Organizations, public and private, are going to have to deal with an older workforce. The proportion of people in Europe over 60 will increase from 24% to 34% by 2050 (United Nations 2015), the US Bureau of Labor Statistics predicts that 1 in 4 of the US workforce will be 55 or over. Workers may have good reason to avoid retirement, although it is often viewed as a time of relaxation and well-earned rest, statistics may indicate that a continued focus on the future may be preferable to stasis, or inactivity. In fact, Fitzpatrick & Moore (2018) report that death rates for American males jump 2% immediately after they turn 62, most likely a result of changes induced by retirement. Interestingly, this small spike in death rates is not seen in women, which may be the result of women having stronger social determinants of health (SDOH), which keep them active and interacting with others out of retirement. 

The importance of establishing and maintaining relationships in middle adulthood is now well established in the academic literature—there are now thousands of published articles purporting to demonstrate that social relationships are integral to any and all aspects of subjective well-being and physiological functioning, and these help to inform actual healthcare practices. Studies show an increased risk of dementia, cognitive decline, susceptibility to vascular disease, and increased mortality in those who feel isolated and alone. However, loneliness is not confined to people living a solitary existence. It can also refer to those who endure a perceived discrepancy in the socio-emotional benefits of interactions with others, either in number or nature. One may have an expansive social network and still feel a dearth of emotional satisfaction in one’s own life.

Socioemotional selectivity theory (SST) predicts a quantitative decrease in the number of social interactions in favor of those bringing greater emotional fulfillment. Over the past thirty years, or more, significant social changes have, in turn, had a large effect on human bonding. These have affected the way we manage our emotional interactions, and the manner in which society views, shapes and supports that emotional regulation. Government policy has also changed and profoundly influenced how families are shaped, reshaped, and operate as social and economic agents.