How to Navigate the Pitfalls of Toxic Positivity in the Workplace (msn.com)

New Study Finds Wishful Thinking Can Have Catastrophic Consequences (msn.com)

I had bosses who insisted on positivity in all circumstances, fortunately not very many. My personality does not lend itself to lies. I am a truth teller often to great personal cost.

But it wasn’t my unhappy experiences with workplace optimism that soured me on it. It was my historical knowledge. The former nations of the U.S.S.R. and the Empire of Japan both practiced forced optimism on a grand scale. Of the two, the Japanese were by far the worst example, promotion and even participation in decision making could be stalled for not sharing a rabidly happy attitude. And the Japanese in the course of the Second World War had a lot to be pessimistic about.

The Japanese believed in their variation of the “decisive battle doctrine.” The Japanese, the Americans, the Germans and the Italians were all followers of the teachings of Mahan, the master of modern naval strategy. Mahan believed that certain battles, for example, Trafalgar, determined the outcome of naval conflict between nations for as much as a hundred years. The Japanese assumed many, many battles were that kind of decisive when they were just another battle. A dramatic form of a truly incredible optimism.

After Pearl Harbor, the Japanese newspapers editorialized that just like Trafalgar, Pearl Harbor had transformed the balance of power in the world and henceforward they would be the dominant naval power on earth. Since Pearl Harbor reduced the margin of American superiority in numbers of warship but did not overcome it, this is quite the claim. Nor does it take into consideration the enormous American building program already underway which would eventually give the Americans complete dominance in the Pacific.

But this is what optimism untempered by reality gets you, foolish decisions and ridiculous opinions. And it got worse. As the Japanese began losing the war, each loss was simply a precursor to the “decisive battle.” So, no loss is that big a deal since the Japanese will eventually win the big one. Even in the final days before surrender, the Japanese military claimed that if they drew the Americans into one final battle over the home islands they would yet prevail. It was all nonsense. If not for the loss of so many lives, it might have risen to level of comedy.

And that brings us back to the subject of American business’ relentless focus on happy talk, meritless optimism and a thoroughly false workplace unanimity. Achievement depends on accurate information. You can’t fool people into doing well. You can rip them off and that happens. But real achievement depends on real cooperation, the use of people’s talents and a willingness to recognize and honor authenticity in the workplace.

It is hard to create a successful achievement model in business. It is easy to do the authoritarian model where “fearless leader” is always right and strides the land like a giant. Workplaces that are cooperative and intelligent are annoying and useless to the power oriented among us and many managers have little talent and less motivation toward high achievement. The simply coast along doing the same old things over and over again.

I remember some years ago reading squadron leader’s evaluation from the Royal Air Force in the midst of World War Two. They concluded that he had reached as high a leadership position as was possible, that he had no natural leadership ability and that they had trained him to the basics of combat leadership as was possible. I remember thinking that in the American college and university systems we seem to actively believe that we can educate leaders when we really don’t know how.

When leadership doesn’t know how to lead, corporate happy talk makes sense. Reality is an enemy to the untalented and foolish. Just deny, deny, deny. Everyone’s happy. Everyone’s successful. Everything’s fine. So, I ask you, my fine reader, wouldn’t actual leadership, actual performance and a strong connection with reality better serve us all both the business community and the larger society surrounding it?

I am told that I will have to publish an article every day for some years to attract a considerable readership and at this early stage, very few if any people will read these words. This saddens me. But I will struggle on. I am speaking to the world and whether or not anyone hears me is irrelevant.

James Alan Pilant