These are patterns of behavior or dynamics in the workplace that degrade the psychological safety, wellbeing or productivity of employees. Some examples include:
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Persistent negative communication or feedback that demeans one rather than develops.
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Micro-management, unrealistic deadlines and shifting priorities without clarity or support.
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Unclear or unfair performance expectations, combined with lack of recognition.
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Lack of empathy or emotional intelligence from managers, leading to teams feeling unsupported.
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Silos, poor collaboration and hidden competition that erode trust.
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Presenteeism culture (showing up but not functioning), where employees stay on even while mentally drained.
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Ignored or un-addressed psychosocial risks (burnout, stigma around mental health, lack of time off)
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Unresolved negative communication and team dynamics.
When these behaviors become normalized, the workplace becomes toxic: people feel stressed, unsafe to speak up, disengaged or fearful, rather than empowered, creative and collaborative.
Why this matters for India’s tech workforce
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India has a substantial workforce of legally employed adults: by the national definition, the working-age group begins at 18 years. According to the National Institute of Mental Health and Neuro Sciences (NIMHANS) survey (2015-16), an estimated ~150 million Indians aged 18 years and above live with mental-health conditions of varying severity, many of them within the working-age segment.
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Work-related stress not only affects personal wellbeing (anxiety, low mood, sleep disturbance, cardiovascular and metabolic risks) but also organisational outcomes: absenteeism, presenteeism, higher attrition, lost productivity.
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In the tech sector especially, where workloads, rapid change, digital-overload, remote/hybrid work and young early-career employees are abundant—these risks are amplified.
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Women face additional stressors: balancing work and care giving responsibilities, navigating hybrid-work dynamics, seeking recognition and advancement in male-dominated environments.
The business case for addressing toxic interactions
A workplace where toxic behaviors and stress are unchecked pays a high price:
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Reduced innovation and creativity: mental fatigue and fear hinder idea-sharing and experimentation.
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Higher turnover: employees may leave not because of the work, but because of how they are treated or the culture.
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Increased health costs: chronic stress links to hypertension, cardio-vascular risks, sleep disorders and other non-communicable diseases, yet many organisations don’t measure or stack up those costs.
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Reputational risk: talent attraction and employer branding suffer when people share negative experiences.
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Legal and compliance risk: harassment, bullying and toxic leadership pose ethical and regulatory liabilities.
In contrast, organisations that prioritize psychological safety, empathy, recognition, manager capability and clear workload design unlock higher engagement, retention and performance.
Practical steps for tech-sector organisations in India
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Measure and monitor employee wellbeing
Use validated tools such as TAWS‑16, developed by NIMHANS, to assess work-related stressors including exposure, coping ability and psychosomatic symptoms.
Regular pulse-checks on workload, manager support, psychological safety, recognition and so on. -
Strengthen ongoing mental-wellness programmes
Move beyond one-off awareness talks. Build structured programmes combining awareness, access to counselling/support (the national Tele‑MANAS helpline) resilience training, manager check-ins, employee peer-networks.
Ensure programmes are inclusive (gender, early-career, hybrid/remote workers). -
Train and empower line managers and leaders
Managers drive culture, they need emotional intelligence, mental-health literacy, active-listening skills, ability to spot early signs of distress, use positive reinforcements and create safe feedback loops.
Clarify role expectations: what does “leading with empathy” look like in your organisation? -
Design for inclusion and early-career support
Recognize that younger professionals (21-30) and women experience particular stressors. Provide mentoring, recognition programmes, flexible work models, balance between autonomy and support.
Build visible career-path conversations, handle workload expectations clearly, avoid hidden overtime culture. -
Promote help-seeking & reduce stigma
When senior leadership openly acknowledges mental wellness, participation increases. Link employees with Tele-MANAS (toll-free 14416 / 1-800-891-4416) and ensure internal resources (EAPs, counselling) are confidential and trusted. -
Audit culture, workload and psychosocial risks regularly
Conduct culture-audits: do team members feel safe speaking up? Are workloads reasonable given resourcing and timeline? Is feedback constructive? Are “always-on” norms evolving into burnout?
Address causes: leadership style, resource mismatch, unclear roles or incessant change, lack of incentives.
Why this matters now
India’s tech industry is at a tipping point. With a young, talented workforce and global demand for innovation, the sector’s competitiveness is not just about code, infrastructure or scale, it’s also about psychological resilience, culture, sustainable performance and the ability to attract and retain talent.
When organisations create environments where people feel safe, supported and energized, they defuse the risk of toxic interactions, burnout and attrition and instead unlock creativity, collaboration and longevity.
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