Psychological gym

Great companies know how to counter the brain's negative bias

You just had a conversation with your boss regarding your performance review. The appraisal was quite positive overall and noted your strong performance and achievements. But a few constructive comments pointed out areas where you could improve, and you find yourself fixating on those remarks. Rather than feeling good about the positive aspects of your review, you feel upset and angry about the few critical comments.

Or, think about the many compliments you have received from colleagues. You probably felt flattered at the moment, but then went on with your day. Compare that to even a single snide remark. It probably affected you more deeply, and the negative feeling continued for days – if not years.

To figure out why the deflation you feel from rejection overwhelms the elation you feel from recognition, Daniel Kahneman, an economist who won the 2002 Nobel prize, designed studies in which participants were asked to imagine either losing $50 or gaining $50. Even though the amount is the same, the magnitude of the emotional response is significantly larger for those imagining what it would be like to lose the money. In other words, the negativity of losing something is far greater than the goodness of gaining something.

Research papers have shown the negative is of seemingly greater importance to us and consumes our attention disproportionality compared to the positive. The source apparently is a brain region called the amygdala. Neuropsychologist Rick Hanson has shown how the amygdala uses about two-thirds of its neurons to detect negativity and then quickly stores it into long-term memory. This means two-thirds of your emotions and motivation regulator is designed to focus primarily on the negative. It’s no surprise therefore that a Harvard University study of people’s diaries (the best way to know how we experience everyday life) showed that the negative effect of a setback has twice the impact of a positive effect.

Great companies know this, which explains why they invest so much time and money on making the workplace happier. For, employees who are engaged with their workplaces will deliver the best. Many say only positive thinking will help counter the negative bias in our brain. That is, if you can bring an appreciation for what you already have, you’ll be well on your way to a lifetime of blissful happiness. That’s saying the obvious, but is fuzzy management-speak that is extremely difficult to put into action. For example, experts say try to focus on your breath for five minutes — something very few would be able to do without their mind wandering into other thoughts. 

So more than preaching “positive thoughts”, great companies practise positive action. It’s kind of a psychological gymnasium which teaches you how to acquire the skill to cultivate happiness by doing, for example, the psychological equivalent of 50 sit-ups or half an hour of jogging. The HR managers of these companies also know that occasional big positive experiences don't make the necessary impact on our brain to override the tilt to negativity. It takes frequent small positive experiences to tip the scales toward happiness.

Great companies therefore take the time to celebrate even the small wins as they know recognition of modest achievements mark the small milestones that place emotional deposits into employees’ psychological bank account that they can withdraw from when they are confronted with loss and disappointment. Leaders should know that only pointing out weaknesses or shortcomings is a zero-sum game. Each time they acknowledge the strengths and talents in those around them, they not only elevate them; they elevate themselves.

They also ask empowering questions while brainstorming with their teams. Questions such as “How can we build on this idea?” is infinitely better than “What are the problems in implanting this idea?”. The best form of countering the negative bias is of course constant communication. While texting some kind of appreciative message or an email is fine, there is no alternative to just picking up the phone or getting off the chair and go and talk to your colleagues directly. Eleanor Roosevelt famously said: “No one can make you feel inferior without your consent.” Companies that care for their employees teach them not to consent to making themselves feel inferior. No negative bias in the brain can beat that.