We’ve all heard a great deal about the power of positive thinking. Organizations encourage it among their employees in an effort to boost performance and engagement, and it’s a key tenet of “managing yourself” well; affirmative messages about perseverance, resilience, and vision adorn many an office wall. In the wake of the Great Recession, some businesses even hired happiness coaches to get their workers looking on the bright side. And an optimistic attitude is expected of leaders; politicians and corporate executives should always have that “think it-do it” spirit on display.

There’s just one problem, however. Research my colleagues and I have performed over the past two decades suggests that positive thinking doesn’t actually help us as much as we suppose. In fact, across dozens of peer-reviewed studies examining the effects of positive visions of the future on people pursuing various kinds of wishes — from health-related, such as losing weight, quitting smoking, or recovering quickly from surgery, to the improvement of professional or academic performance (for example, mid-level managers wishing to reduce job-related stress, graduate students looking for a job, or school children seeking to get good grades) — we’ve consistently found that people who positively fantasize make either the same or less progress in achieving attainable wishes than those who don’t.

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