Toxic positivity—a workplace culture that insists “every cloud has a silver lining”—is causing more harm than good, experts warn, pushing employees toward burnout and undermining psychological safety. As businesses across Thailand strive to uplift morale after the disruptions of the pandemic, mounting evidence suggests that masking or suppressing negative emotions with relentless optimism can worsen mental health, reduce trust, and even hinder organisational growth. Recent research and commentary from international and Asian experts point to the urgency for leaders to foster honest, compassionate workplaces where the full range of human emotion is accepted.
While positivity has long been celebrated in Thai society as a source of strength and resilience—drawn from traditional values of “jai yen” (a cool heart) and public displays of harmony—recent trends in corporate culture are taking this principle to unhealthy extremes. A surge of imported corporate self-help rhetoric, wellness slogans, and “good vibes only” policies, though well-intentioned, may actually stifle open communication, making it harder for employees to seek support or share when they are struggling. According to an analytical breakdown by workplace culture experts, the line between healthy optimism and toxic positivity is thin but critical (“What is toxic positivity?”, CultureMonkey, 2024-05-29).
At the core of toxic positivity is the dismissal or invalidation of genuine emotions. “Just stay positive,” “look on the bright side,” or “other people have it worse” are typical refrains, often intended to encourage but which actually undermine those facing real workplace stress, loss, or conflict. Experts caution that such reactions—common in open-plan offices and digital group chats—pressure individuals to suppress negative feelings. Over time, this emotional repression leads to higher stress, anxiety, and eventually burnout, as surveyed in recent global and local studies.
Experts agree that the hallmarks of a toxic positive culture include the avoidance of difficult conversations, punishment or stigmatization of dissenters (those who raise concerns are branded “negative”), and forced participation in positivity-themed activities that feel artificial rather than supportive. Research in 2024 highlighted the paradox that, even though such environments aim to boost engagement and morale, the actual result is often reduced trust in management and increased turnover, as well as diminished innovation due to a lack of honest feedback (CultureMonkey).
“The most damaging aspect of toxic positivity is that it invalidates feelings. When an employee tries to share a problem and is told to ‘just think positive,’ it adds guilt and shame on top of their stress,” says a clinical psychologist quoted in the Hindustan Times lead (hindustantimes.com). This dynamic is compounded in Asian workplaces, where maintaining group harmony can further silence those struggling with personal or professional issues.
Emerging research—including large surveys from the American Psychological Association—underscores the scope of the problem: In 2024, 15% of workers reported their workplace as “toxic,” marked by a lack of psychological safety and openness, even as overall job satisfaction was high (APA Work in America Report 2024). Identifying toxic positivity goes beyond “being cheerful.” Red flags include immediate dismissal of feedback, focus on “positive thinking” over problem-solving, and employee wellness initiatives that prioritize motivational posters over meaningful change.
For Thai managers and HR leaders, the risks of toxic positivity have special resonance post-pandemic, as many organisations continue to adapt to hybrid work, economic uncertainty, and heightened mental health awareness. Traditional Thai values of kreng jai (consideration for others) and respect for hierarchy, while strengths, can make it harder for staff to speak openly about stress, discrimination, or unfair treatment if the unwritten rule is constant cheerfulness.
Signs that toxic positivity may be undermining a workplace include a pattern of managers brushing off difficult conversations, expecting teams to “fix their attitude” rather than address real issues, and punishing those who express discomfort. The glaring gap between official wellness messaging and unaddressed sources of stress (like long hours, unclear roles, or office conflict) not only leads to emotional exhaustion, but also inhibits problem-solving and creativity.
The mental health impacts reach beyond the office. Thai employees who feel unsafe expressing negative emotions may experience guilt, low self-esteem, and increased isolation. This can lead to presenteeism (showing up but disengaged), higher rates of stress-related leave, and, in the worst case, clinical depression. A prominent Thai HR consultant notes, “We see staff ‘saving face’ by pretending to be okay, when in reality the emotional burden is immense. The result is lost trust and high turnover.”
Social media, with its curated images and relentless positivity, amplifies this challenge, especially for young Thai workers who may feel pressure to meet an unattainable standard of constant happiness both online and offline. The expectation for perpetual “smile culture” in service industries and front-line roles has long been documented, but today’s digital workplace has broadened this effect to encompass all office workers.
Crucially, experts stress the importance of distinguishing optimism from toxic positivity. Healthy optimism acknowledges challenges and setbacks while maintaining hope for improvement; toxic positivity denies reality and pressures staff to “move on” or ignore pain. When a workplace favours only positive perspectives, it stifles learning from mistakes, reduces resilience, and limits personal growth.
What, then, does a healthier approach look like in the Thai context? Companies praised by mental health advocates build cultures where all emotions are honoured, leadership models vulnerability, and staff are equipped to support one another. Actionable strategies include:
- Encouraging open dialogue and feedback. Regular forums for honest discussion allow frustrations to be aired safely, without judgment or reprisal.
- Replacing blanket cheerleading with empathy. Instead of “stay positive,” managers can say, “I see this is difficult. How can I help?”
- Offering genuine wellness resources, from counselling to stress management workshops, as opposed to superficial incentives or slogans.
- Training managers to recognize signs of burnout and create an environment of psychological safety, as outlined in SHRM’s 2025 workplace recommendations (SHRM).
- Valuing constructive criticism and acknowledging failure as part of learning, not as an embarrassment.
- Understanding Thai social dynamics—such as kreng jai and face-saving—when designing communications so that staff feel safe to speak honestly.
Public health and psychological experts caution that, without a shift in mindset, toxic positivity will remain a silent driver of Thailand’s rising mental health burden. With the Department of Mental Health recording a steady increase in stress-related consultations, the need for change is urgent. It is also economically prudent: burnout and low engagement damage not just morale, but bottom lines through absenteeism, turnover, and lost productivity.
Looking ahead, experts predict that the demand for authentic workplace cultures will increase, especially as younger generations prioritize well-being and meaning at work. Thai business leaders who adapt—by creating space for honest emotion and recognizing the complexity of employee experience—stand to attract and retain top talent in a changing world of work.
For Thai readers aiming to build or advocate for healthier workplaces, the key message is this: Positivity is important, but not at the cost of emotional honesty. Whether you are a manager leading a team, or an employee seeking balance, speak up for environments where all emotions are respected and support colleagues who may struggle against the pressure to always seem cheerful. Promoting a culture of care, reality, and open communication is the path towards not just productivity, but genuine workplace well-being.
Sources: Hindustan Times; CultureMonkey; American Psychological Association; SHRM