The Negativity Bias
One of the consequences of stress I often encounter in the workplace is the Negativity Bias.
Negativity: the expression of criticism of or pessimism about something
Bias: A preference in favour of, or against a thing, person or group over another
“What’s working, and how can we do more of it?” Sounds simple, doesn’t it? Yet, in the real world, this obvious question is almost never asked. Instead, the question we ask is more problem-focused: “What’s broken, and how do we fix it?” Chip Heath, Switch: How to change things when change is hard.
Where did it start?
In arguably more challenging times and environments where our prehistoric ancestors lived, there was a reasonable chance of starving if you misjudged an opportunity to eat. Also, if underestimated the environment when there was a predator or natural hazard, then chances were that you would become food.
So through the process of evolution, we developed a negativity bias as a survival strategy to support better decision making and improve our chances of not missing out or becoming a meal!
This negativity bias evolution influences our perception significantly, making the “mind like Velcro for negative experiences and Teflon for positive ones.” says Neuropsychologist Rick Hanson, PhD, University of California.
“We are biologically wired to perceive a threat, and we can either understand that or be governed by it.” Ryan Holliday, The Obstacle is the Way.
How does this bias show up at work?
Research shows that the negativity bias shows up at work in these ways.
- It usually takes five positive interactions to counter one negative interaction in workplace relationships.
- The brain has a preference to store painful memories over enjoyable ones, which can lead to procrastination of tasks. Plus, aversions too and acts of passive aggression with colleagues and clients.
Examples of the negativity bias effect
Negative Synonyms:
I’ve asked teams to get a piece of paper to draw two columns to demonstrate this. On the left side, write the negative feelings of anger, sadness and frustration. Then write out as many synonyms as they can for those words. Write the positive feelings happy, joy, and elation on the right side. Then write out as many synonyms as they can for those words. Every time, it is much easier for them to come up with a longer list of negative synonyms with every team.
Automatic Negative Thoughts:
Notice how negative thinking automatically arises concerning these scenarios
Your boss asks to speak with you, and you think, “I’m going to get fired.”
Your business reduces its budget, and you think, “I’m going to be made redundant.
You’re running late to a meeting, and you think, “Everyone thinks I’m incompetent and won’t be trusted with any important tasks”.
Think about when someone compliments you. You feel flattered, you thank them, and then you move on with your day. Think about when someone makes a small critical comment. It affects you; it drains your attention and energy throughout the day, a week or even longer!
How to counter the negativity bias!
Research proves that people who engage in these practices report higher workplace satisfaction and manage the negativity bias well. Our brain’s innate neuroplasticity makes it possible to rewire ourselves towards what is good and possible.
Elevate others to elevate you
Emotions are contagious. When we encourage others, we encourage ourselves. It only takes one of us in the office to have a bad day and be unaware of their emotional contagion. So too, positive emotions can positively affect your team.
Most of us are strong in naming our weaknesses, and weak in naming our strengths.
Look and listen for people’s talents, positive choices and strengths. Praise them privately and publicly.
(Be mindful of being sincere and not strategic in giving praise. The more genuine it is, the more you will feel your buoyancy and optimism to counter your negativity bias)
Know your signature strengths and cultivate them
Here is a free positive psychology test that finds your unique character strengths. Once you complete the test, think of adversity you have been through with a stressful workplace event. Relate some of the top five to ten of your strengths that you used to navigate the adversity. Also, consider new ways you can apply these strengths to current events.
Cultivate Positive Emotions – Practicing Gratitude
Professor Barbara Fredrickson developed a theory widely accepted called the ‘broaden and build’ theory. In essence, she proposes that cultivating positive emotions broadens and builds our ability to innovate, improve resilience and develop our skills. As well as improving a range of physiological benefits as well.
Straightforward tasks to cultivate positive emotions
- Journal each day three things you are grateful for and why for one month
- Think of someone who has helped you in any way recently or at any time of your life. Send them a text or an email to thank them. Undertake this as often as possible for one month
- Call a friend or family member and thank them for something they have done for you. There is no time limit to when this was done. Undertake this as often as possible for one month
Stop and take in the good
Yes, I know. It sounds incredibly cheesy. However, your grandmother was on to something when she said “stop and smell the roses”. Good things are constantly happening in the workplace; even when we notice them, we often don’t stop and feel them. Relentlessly seek out all the positive events, like finishing a challenging stage of a long project, pausing and acknowledging it, bringing mindful awareness to how it feels, and allowing yourself to experience it on the level of sensation. Over time this literally rewires the brain.
e.g.
“I feel good about completing this; we’ve done well here” Then pause and breathe it in and experience the felt sense of accomplishment
As opposed to “I’m so glad that’s over, but so much to go” and keep working.
Support a teammate stuck in the negativity bias
If a teammate is stuck in the negativity bias and complaining, stay away from colluding or any questions orienting towards problems. Pause and then try out these solution-focused questions.
First, acknowledge and accept how they are feeling and meet them where they are at.
Second, ask for permission, “Do you mind if I ask you a question?” Once and only if they accept, try out the following.
- “How come you’re not doing worse? What’s been working for you?”
- “I wonder what you have considered but not tried yet?”
- “I notice you’ve talked a lot about how you don’t want things to be, what would you like to happen?”
- “How and what will you need to achieve that?”
- “Who in your team or business deals well with difficulties or setbacks or is untroubled by them? What do they do differently?”
(Note this isn’t about toxic positivity and non-validating people’s experience. It’s about supporting them in finding a new perspective for the whole team’s benefit)
Happiness is not the absence of problems, it’s the ability to deal with them -Steve Marboli
