We live surrounded by constant, fast-paced, and scattered communication. However, this does not mean we are better informed. In fact, misinformation circulates easily, especially through informal channels. And this scenario is similar within organizations: more message exchanges do not necessarily mean better communication.
Each speaker is on their own stage, delivering their message. There is less listening. There seems to be less empathy, less willingness to understand others, and to embrace a diversity of perspectives. Communication has always been a vehicle for control and power. There is a constant battle for the floor—who speaks first, who imposes their version of reality without discussion or opposition. But it has never been, nor will it ever be, that straightforward. Communication is, above all, about sharing and relating.
In this context of filtered opinions and segmented discourse, taboo emerges. A taboo is the assumption that a certain topic is off-limits, something that cannot or should not be spoken about. It is an imposition of power, preserving the authority and stability (typically of those higher up in the hierarchy).
Taboo precedes silence. We recognize a certain topic as sensitive and remain silent. Or, taboo becomes the next stage after silence: first we choose not to speak, then we assume the subject is forbidden. Silence leads to taboo just as taboo generates silence. They are connected, like communicating vessels. And they can be established directly or indirectly.
Leaders play a decisive role. When they avoid certain topics, respond with discomfort to difficult questions, or subtly punish those who challenge the status quo, they are legitimizing the taboo. Even in silence, they are communicating: they show it is not safe to speak. A disapproving look or a change of subject are already clear signs that there are implicit boundaries. When a leader addresses sensitive topics naturally, gives space for doubt, and values differing opinions, they send a clear message: “here, we can speak.” And this doesn’t weaken authority—on the contrary, it strengthens trust.
Taboo also shapes organizational culture. What is left unsaid also builds culture. What cannot be questioned, what is whispered in hallways, what everyone sees but no one mentions—all of this is part of the symbolic architecture of the organization. Organizational taboos create shadow zones, where power is protected, mistakes are hidden, and fear spreads. Over time, the idea that “it’s better not to go there” becomes normalized, ultimately shaping collective behavior.
And innovation cannot flourish in fear. If I don’t feel safe to raise questions, disagree, or admit a mistake, I won’t dare to propose something new either. Where there is taboo, there is no visible error, no challenging question, and therefore, no learning. Taboo suffocates risk—and without risk, there is no creativity.
So how do we break the cycle? We need to create safe spaces, where vulnerability, constructive error, and respectful criticism are valued. We need leaders who listen before responding, who say “I don’t know” when they don’t know, and who take what’s said between the lines seriously. But small acts of resistance are also needed: people who dare to ask, who name the elephant in the room, or who initiate difficult conversations. Every time they do, they bring light to the shadows.
Are there healthy taboos? Not all taboos are harmful. Some topics require sensitivity, privacy, or maturity in their approach. Taboo can sometimes act as a protective barrier, for example, respecting traumatic experiences. But even in these cases, the taboo should be temporary and consciously managed. When it becomes structural, it ceases to protect and starts to repress.
Contrary to what many believe, taboo and silence are also communication. To remain silent is to communicate. Silence can be complicit or resistant; it can convey fear or dignity. Taboo is the symbolic formalization of that silence. Denying that they are forms of communication is to ignore their power. To understand a culture, it is just as important to listen to what is said as it is to understand what is never said—and why.
Thus, a culture without taboos is a culture of transparency. A culture that actively works to eliminate forbidden topics is one where trust flows. Where difficult issues are not swept under the rug but addressed with respect and maturity. It is a culture where one can say “I disagree,” “I didn’t understand,” “this doesn’t seem fair to me,” and still be heard. And that does not mean chaos or lack of boundaries. It means, rather, collective maturity. And perhaps that is the true sign of an adult organization.
Duarte Silva, Development Manager Executive Education at CATÓLICA-LISBON