Last week, we discussed how normalization of deviance in storytelling—those small shifts from truth to almost-truth—can quietly change a business culture. This week, I want to take it a step further and talk about where this shows up in a different way: Toxic positivity at work.
I once was with an organization where every story had to sound “good.” Wins were celebrated loudly, but struggles were brushed aside. If someone raised a concern, it was quickly covered with lines like, “Let’s stay positive,” or “Focus on the bright side.”
At first, it seemed harmless. Who doesn’t want positivity? But slowly, the culture changed. People stopped sharing challenges, stopped speaking honestly about failures, and began packaging every update as success. The real issues were still there—just hidden under a polished layer of “good vibes only.”
That’s where normalization of deviance in storytelling creeps in. It’s the same idea Diane Vaughan uncovered in her study of the Challenger Space Shuttle disaster: when small risks or deviations go unchecked, they quietly become the norm. In business, when stories leave out the hard truths, a culture of toxic positivity grows—until no one trusts the narrative anymore.
But healing is possible. It starts with changing the stories we tell. Leaders who share both the wins and the struggles give others permission to do the same. Stories of resilience, lessons learned, and even mistakes create space for honesty. Over time, the narrative shifts from “everything is fine” to “we are real, we are growing, and we are in this together.”
The takeaway: Honest narratives are not negative—they are healing. By telling the whole story, we move from toxic positivity to authentic culture, where people feel safe to be human.
