A new trend has emerged in workplaces around the world in recent years, one that has been met with both wonder and concern: Pleasanteeism. This word refers to a culture of phony optimism in which people, teams, and companies prioritize presenting an appearance of happiness and satisfaction even though the truth is quite different. While establishing a nice work environment is unquestionably beneficial, pleasanteeism goes a step further by frequently disguising underlying concerns, silencing criticism, and creating a climate in which individuals feel obligated to pretend everything is fine.
Why is Pleasanteeism on the rise?
Corporate Culture of Optimism: Many organizations emphasize a very positive corporate culture that encourages workers to focus on opportunities rather than problems. While optimism does have its advantages, however, it also places pressure on workers to “put on a happy face” and ignore reality.
Fear of Repercussions: Workers are afraid of harming their reputation and career and therefore always shy from voicing their dissent. Thus, people continue to put on a false show before others as if they are satisfied and committed despite not really being so.
Influence by Social Media: Social media’s sentimental portrayals of life and work that mask true difficulties give way to a culture where optimism is considered to endure forever.
Management Expectations: Short-term objectives and KPIs may inadvertently make leaders encourage staff to maintain a good reputation rather than dealing with critical issues that need attention and resolution.
How to deal with Pleasanteeism at work?
Employees and organizations must value authenticity and be aggressive in fighting pleasanteeism.
Promote Open Communication: Designate areas where staff members can share their problems, frustrations, and failures without fear of judgment. Anonymous feedback systems and regular check-ins may be helpful.
Encourage Realistic Positivity: Instead of just presenting an unrealistic facade of happiness, leaders should cultivate realistic optimism by developing problem-solving, resilience, and constructive communication.
Encourage Mental Health Initiatives: Invest in wellness initiatives, workshops, and counselling to promote mental health. Encourage staff members to ask for help and promote work-life balance.
Rethink Success Metrics: Consider making employee well-being, teamwork, and sustained engagement count as significant key performance indicators to get past superficial measures of success.
Lead by Example: Older leaders and managers must lead from the front, becoming a demonstration of authenticity themselves; in other words, being vulnerable enough to show their struggle because this creates an honest, trust-based environment.
Pleasanteeism focuses on the disconnect between a pleasant business climate and silent struggle. It is impossible to achieve an environment of participation, trust, and real success without organizations making high priorities of actual positivity through open communication and direct problem-solving.
