How to Address Negativity Bias

How does negativity bias affect what shows up when you show up?

Did you ever notice that your phone’s auto-suggestions seem set to negative? Every time I type “terr,” the phone’s system suggests the word terrible. I rarely use that word, but I often use terrific.

It happened again today, prompting this thought: how much are we surrounded by negativity bias? Google’s algorithm suggesting “terrible” means that people are much more likely to text “terrible” than “terrific.” The language you use affects what shows up when you show up.

Human beings have a hardwired negativity bias. The amygdala part of our brain is highly sensitive to danger and threats; a capacity that keeps us alive. Social media algorithms picked up on what demagogues figured out centuries ago: the easiest way to mobilize emotion is to incite fear, anger, or resentment.

That approach tends to work in the media and politics, but can be highly damaging to your business. One of the reasons for DEI’s implosion in the workplace, for example, is its common practice of pitting people against each other. You wind up with a negative mirror effect: suspicion invites suspicion. People see what they believe, so suspicion leads to resentment, retaliation, and conflict.

Managers soon realized that people suspicious of one another have a hard time working together.

What to do instead?

You cannot control someone’s mirror; you can only control your own, but what you do with your mirror influences others.

I learned the truth of this in Afghanistan. The more we looked for and accentuated opportunities to work together positively, the more local elders and officials responded positively. Going positive and going first prompted an upward spiral of cooperation and trust. Yes, some threw the efforts back in our faces. They were few and far between, however, and their response placed them in a different category. The vast majority responded positively, leading to a big insurgent group agreeing to stop fighting and, eventually, switch sides.

Apply this mirror effect to the workplace. You create fear when you show up angry or suspicious. How do your employees react? Some tend to fight back, saying your characterizations are not justified. Others may flee. You may also see “fawn” reactions. The rest will freeze. None of these reactions boost productivity or performance.

What if you turned your mirror positive? After all, what you believe is what you see. When you start looking for and acknowledging positive performance, you find more of it as people are drawn to the reinforcement. Yes, you will still see the problems when they surface, because your amygdala is still firing. You just won’t allow negativity to become the default.

I can already hear the teeth-grinders complaining that this approach lowers standards and coddles people. It’s just the opposite. Going positive and going first allows you to set higher standards, have confidence in attaining them, and soar to new heights.

Visual models play a vital role in getting everyone to understand the approach and their role in it, which is why they have such a powerful effect. My 3-Discipline Leadership System® uses visual models to show you and your employees how to use three powerful levers (Strategic Foresight, Empowering Oversight, and Courageous Insight) to turn mirrors positive and create the upward spiral that leads to enduring prosperity.

If getting your employees on the same leadership playbook appeals to you, let’s set up a diagnostic call.

About Author

Chris Kolenda

I work with leaders who want to build unshakeable business endurance.

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