Why Personal Sharing (Disclosure) Shouldn’t Be a Workplace Dilemma: The Psychology of Trust and Support
- Elevation Occ Psy
- Mar 2
- 3 min read
For employees with long-term health conditions or disabilities, one of the hardest workplace decisions isn’t how to manage their workload—it’s whether to disclose their condition at all.
This isn’t a minor concern. Research in occupational psychology shows that employees weigh up trust, perceived stigma, and potential career consequences before deciding to share personal health information. Some choose to disclose and risk being treated differently. Others stay silent and struggle alone. Neither option should be the reality in a truly inclusive workplace.
So why is disclosure such a dilemma, and how can organisations create environments where employees feel safe to be open?
The Psychological Barriers to Disclosure
Occupational psychology highlights several key factors that influence whether someone feels comfortable disclosing a health condition:
1. Stigma and Stereotypes
Many employees fear being perceived as less capable, less committed, or a burden. This aligns with research on stereotype threat (Steele & Aronson, 1995), which suggests that when people are aware of negative stereotypes about their group, they may go to great lengths to avoid confirming them—even at personal cost.
For someone with a chronic illness, this might mean working through debilitating symptoms instead of requesting adjustments, simply to avoid being seen as “not pulling their weight.”
2. Organisational Culture and Psychological Safety
According to Amy Edmondson’s (1999) concept of psychological safety, employees are more likely to speak up—whether about mistakes, ideas, or personal challenges—if they believe they won’t be punished or judged for it.
If a workplace has a history of treating employees differently after disclosure or lacks clear, supportive policies, people will keep their conditions to themselves. Trust is built through action, not just words.
3. Power Dynamics and Managerial Response
Employees often assess who they are disclosing to. Will their manager be understanding? Or will they see them as a liability? Power dynamics play a huge role in disclosure decisions, as a negative response could affect career progression, workload allocation, or even job security.
If managers aren’t equipped to handle these conversations with empathy and discretion, employees may choose silence over uncertainty.
How Can Workplaces Remove the Disclosure Dilemma?
While disclosure is always a personal choice, organisations can take steps to ensure that employees don’t feel forced into secrecy.
1. Normalise Conversations About Health and Adjustments
Instead of waiting for employees to disclose, organisations should proactively communicate what support is available. When health inclusion is openly discussed, it signals to employees that they won’t be the “first” to ask for help.
Practical steps include:
✔ Embedding discussions about workplace adjustments into regular check-ins—not just when someone is visibly struggling.
✔ Training managers to approach these conversations with curiosity, not assumptions.
✔ Making policies on health and disability support visible and accessible, so employees know what’s available without needing to ask first.
2. Shift the Narrative from “Accommodation” to “Equity”
Too often, workplace adjustments are framed as exceptions rather than expectations. This reinforces the idea that those with health conditions or disabilities are receiving “special treatment” rather than what they need to work effectively.
A more inclusive approach:
✔ Design flexibility into work structures, so that adjustments don’t feel like favours but rather standard practice.
✔ Encourage the mindset that different working styles benefit everyone—not just those with disclosed conditions.
3. Create a Culture of Trust, Not Fear
Employees disclose when they feel safe. This means:
✔ Ensuring HR policies protect employees from discrimination and career penalties.
✔ Having confidential, low-pressure ways to request support.
✔ Holding leaders accountable for fostering an environment where employees can speak openly without negative repercussions.
Final Thoughts
Workplaces that get disclosure right don’t just improve the lives of employees with health conditions—they create cultures where everyone feels more valued, supported, and able to bring their full selves to work.
No one should have to choose between their health and their career. If we truly want inclusive workplaces, we need to move beyond legal compliance and focus on the psychological experience of employees who navigate these decisions every day.
What’s your experience? How can workplaces make disclosure feel safer and more supported? Let’s continue the conversation. 👇
Comments