Bad is Stronger than Good! That is why our World desperately needs Positive Psychology…

YodaLuke Skywalker: “Is the dark side stronger?”
Yoda: “No, no, no. Quicker, easier, more seductive.”

If you are one of the few people on the planet that have not seen Star Wars: the dark side (of the Force) was not stronger. As in most Hollywood stories, the good guys win in the end. That´s why we go to the movies in the first place. We want to see an entertaining plot. That means: We want to see the good guy struggling, we want him to take on his challenge. And we want him to win in the end. And they lived happily ever after…

Unfortunately, in real life things look a little different. In real life, “Bad” mostly is stronger than “Good”. I´m not talking about a metaphysical power struggle here, of course. I´m talking about psychological phenomena. Together with some colleagues, MAPP guest lecturer Roy Baumeister has written a review article that goes by the name of this blog post: Bad is Stronger than Good. They´ve gathered tons of empirical evidence on a wide array of psychological mechanisms to lend support to this stance:

  • On the preconscious level, we pay more attention to negative stimuli than to positive stimuli.
  • Negative information is processed more thoroughly than positive information. This can be demonstrated even on the level of neural activity.
  • In terms of impression formation, negative information by far outweighs positive information (telling one lie can make you a “liar” forever).
  • Bad memories are engraved deeper in our brains and can be retrieved more easily.
  • Losing a certain amount of money feels worse than winning the same amount of money feels good. Basically, that´s what Kahneman and Tversky got their Nobel prize for in economics in 2002.
  • Bad events in our lives have a stronger and longer-lasting effect than good events. This is nicely demonstrated by the fact that we do have word for the consequences of very very bad events (trauma), but there´s no corresponding term for the positive side of the emotional continuum.
  • Negative feedback has a stronger and longer-lasting effect on us than positive feedback.
  • Therefore, we put a lot more emphasis on avoiding negative information pertaining to ourselves than focusing on integrating positive information.
  • In close relationships, one bad event can ruin everything. Yet, a lot of positive events cannot save a relationship “forever”.
  • Bad parenting has a stronger negative effect on the development of the children than good parenting has on positive development.

This list could go on forever. And: there´s hardly any exception to be found.

But is it really that bad?

Baumeister et al. argue that we may be evolutionary hardwired to put a strong emphasis on negative stimuli in our environment. At the end of the day, 10,000 B.C., it probably was far more “adaptive” (= useful for spreading your genes) to be the first person in a group spotting that saber tooth tiger lurking behind the bush than spotting those sweet blackberry growing on the bush. In other words, there is an all-pervasive negativity bias that influences our thinking and feeling at all times.

So in a sense, every single human being wears the opposite of rose-colored glasses all the time (and mostly without knowing that we do). Now, if this true, for me, there´s another important implication:

If we are evolutionary hardwired to perceive, process, and remember bad information to a much higher extent than positive information, it follows that – on a more objective level – the world actually is a much better place than we think it is.

Now the big question is: What can we do about this inherent negativity bias? How can we overcome this urge to see everything through “concrete-colored” glasses?

Because I really feel we should! While looking out for threats at all times may have been adaptive in the Pleistocene – it probably is not as helpful in the so-called developed world. We live in relative safety. With very rare exceptions, nobody has to suffer from starvation. When we´re sick, we go to the doctor and receive treatment. Most of us die of old age, not of homicide or wild animals. From more than one point of view, this is a good place to live in.

In spite of this, mental disorders, especially depression and anxiety disorders, are “booming” – for decades by now. While this development certainly has multiple causes, I believe one reason is that the negativity bias has become maladaptive in our times. We are bombarded with thousands of messages via different media outlets each and every day. And the sad truth is that most media tend to focus strongly on negative news, events, and stories – precisely because they know we tend to focus on negative events. It drives their reach and circulation. So obviously, we are constantly exposed to a distinctly negatively biased fraction of what happens in this world – using a set of cognitive tools that are distinctly attuned to the worst part of that already distorted view of reality.

We are constantly exposed to a distinctly negatively biased fraction of what happens in the world – using a set of cognitive tools that are distinctly attuned to the unpleasant parts of that already distorted view of reality.

So what can we do?

Enter Positive Psychology. A short definition of positive psychology could be: “It´s the study of (psychological) things that go well”. By its nature, positive psychology studies positive phenomena: What makes us happy (instead of sad)? How can we find meaning in life (instead of languishing)? How do relationships flourish (instead of being a source of pain)? Etc.

By now, there´s a lot of scientific evidence on those questions. One finding that has popped up in several different domains of inquiry goes as follows: Good is stronger than bad – but only if good outnumbers bad to a considerable extent. In Baumeister et al.´s words:

“This is not say that the bad will always triumph over good, spelling doom and misery for the human race. Rather, good may prevail over bad by superior force of numbers: Many good events can overcome the effect of a single bad one.”

Let´s look at some examples:

Basically, raising the number of positive experiences in our lives is also one of the essential mechanics underlying positive (psychology) interventions, such as the What Went Well exercise or the Gratitude Visit. They create (or shift our attention to the) positive momentum in our lives to counterbalance the all-pervasive negativity.

The truth is: Each and every one of us has to make an effort for good to be stronger than bad.

But what about our daily lives? Who has the time to perform interventions all the time? The truth is: Each and every one of us has to make an effort for good to be stronger than bad. Good thing is: We do not have to be larger-than-life leaders such as Mahatma Gandhi or Nelson Mandela do make an impact. It´s the little things that count (a.k.a. micro-behaviors) – if they come in large amounts. A smile. A thumbs-up. An affirmative nod. A pat on the back. Putting the toilet lid back down…

A little kindness goes a long way.

If you need more inspiration, watch this – again and again if you like:

 

* For the expert reader: she may have gotten the math wrong initially – but the phenomenon itself can hardly be called into question.

Barry Schwartz on Good Decision-Making and Practical Wisdom

Paradox of ChoicePractical WisdomI really don´t have time to write to today – but I want to want to write something. So instead of composing a longer text, I´d just like to point you to two great TED talks by Barry Schwartz, Professor at Swarthmore and guest lecturer in the MAPP program. The first one is about decision-making and how having too many choices can make us miserable. The second one is about Barry´s conception of practical wisdom. He has also written books on both topics.

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Systems Intelligence: Getting to Super-Productivity via not “Holding Back”

The MAPP program is a fulltime program – but combines onsite classes with long-distance learning periods. Part of the distance learning comprises a lot of reading (Who would have thought of that…) and writing essays about a wide array of positive psychology topics. I´ve decided to post some of those essays here on Mappalicious. Surely, they´re not the be-all and end-all of academic writing. But then again, it would also be a pity to bury them in the depths of my laptop…

Esa Saarinen´s work on individual and organizational well-being is based on a Systems Intelligence approach (Saarinen & Hämäläinen, 2004; Hämäläinen & Saarinen, 2007; Saarinen, 2013). Systems intelligence, in turn, is based on systems theory/systems thinking (Von Bertalanffy, 1968) which was introduced into organization and management sciences by researchers such as Russell Ackoff (1972; 2006). Systems Intelligence is defined as “intelligent behaviour in the context of complex systems involving interaction and feedback. A subject acting with Systems Intelligence engages successfully and productively with the holistic feedback mechanisms of her environment. She perceives herself as part of a whole, the influence of the whole upon herself as well as her own influence upon the whole” (Hämäläinen & Saarinen, 2004, p. 9). Pertaining to underlying idea of man, the approach is grounded in “a deep belief in the human potential. In its positive overtones and strive towards flourishment […] Systems Intelligence runs parallel to Positive Organizational Scholarship and to Positive Psychology” (Hämäläinen & Saarinen, 2007, p. 4).

What fascinates me most about Saarinen´s work is the concept of “holding back”. On an abstract level, this describes a situation where people choose an “inferior non-cooperative equilibrium solution even if a jointly dominating solution would also be available by cooperation” (Saarinen & Hämäläinen, 2004, p. 35). For instance, a boy and a girl both hesitate to say “I love you” out of fear that the statement could remain unrequited. In this spirit, Hämäläinen and Saarinen (2008, p. 824) describe “‘Systems of Holding Back’, and of ‘Systems of Holding Back in Return and in Advance’. The subject holds back what would benefit the other because the other first holds back from me what would benefit me.”

While I can obviously relate to this concept by way of personal experience, I believe it also markedly extends my understanding of a psychological phenomenon I investigated a while ago (Rose, 2010; 2012). I administered a questionnaire to a German sample of more than thousand people and asked them (among other things) to rate themselves on the following items pertaining to their overarching life goals:

  • Sometimes I doubt that I am allowed to reach my goals.
  • Sometimes I believe that I do not deserve to reach my goals.
  • Sometimes I believe that somehow I am not permitted to reach my goals.

Participants that answered in the affirmative displayed a significantly lower level of satisfaction with life (r = -.48) as measured by the scale of Diener, Emmons, Larsen, and Griffin (1985). Now the question arises: Why should somebody think (or feel) that she is not allowed to reach her goals? Where should this permission come from? Who could issue such a permission – or should have given it in the first place? At the present moment, my intuition is that this could be a structure of anticipatory (internalized) form of holding back: A person expects to be exposed to “holding back” via an external agency and therefore decides to evade the associated “pain” by “not trying” in the first place.

At the other end of the continuum, Hämäläinen and Saarinen (2007, p. 27) believe that “to the extent there are microbehaviours of holding back and a phenomenon of holding back giving rise to Systems of Holding Back, there is also the opposite possibility.” If there are (micro-)behaviours of holding back, there should also be occasions of uplift and elevation.

Bigger PictureSuper-Productivity

One important facet of Systems Intelligence is the investigation and description of a phenomenon characterized as “Super-Productivity” (Saarinen & Hämäläinen, 2004) – which is a result/by-product of systems’ propensity for synergy and emergence. This concept signifies an optimal state of system functioning which in everyday speech is oftentimes described by the saying “The whole is greater than the sum of the parts”. It could be likened to Csíkszentmihályi´s concept of Flow (1990) – but where Csíkszentmihályi´s notion is concerned with an intra-individual phenomenon, Saarinen and his co-author refer to an inter-individual manifestation, a flow between different elements of a system, for instance, the members of a management team or an orchestra.

I am very intrigued by this conception since I have experienced it numerous times in my career as a corporate manager. It rarely happens,* but when it does, the results can be spectacular. By way of example, upon my initiative, Bertelsmann has entered in a joint recruiting project by the name of “Gap Year” (www.gapyear-programm.de) with the German branch of McKinsey, the headquarters of German financial/insurance giant Allianz, and Germany´s leading FMCG producer, Henkel. In spite of being opponents in the so-called “War for Talent” (Chambers, Foulon, Handfield-Jones, Hanklin, & Michaels, 1998), we all swallowed our (corporate) pride and created a cooperative program for recent bachelor graduates. Candidates have to apply only once, and if successful, they enter a 12-months schedule where they complete first-rate internships with three out of the four partner companies. The program has been immensely successful. Not only does it attract the best candidates the market has to offer, it was also awarded several times, and featured in more that 30 (mostly top-tier) articles in the German business press.

In the beginning, there were a lot of doubts about the feasibility and practicality of this project. All parties had to overcome the inherent “free-market egotism” and tune into the needs and requirements of the partner companies. Looking back, I believe that a high amount of interpersonal trust was the key ingredient that has led to successful execution. It would have been easy to “hold back”, to sabotage, or pull out of the project completely. But we decided to see it through – and we were richly rewarded.

* But in real life, the opposite seems to be true. At the lower end of the continuum, there has to be a kind of hypo-productivity: “Most corporations and business schools are less than the sum of their parts.” (Ackoff, 2007, p. 127).

References

Ackoff R. L., Emery F. E. (1972). On purposeful systems. Chicago, Il: Aldine-Atherton.

Ackoff, R. L. (2006). Why few organizations adopt systems thinking. Systems Research and Behavioral Science, 23(5), 705-708.

Ackoff, R. L., Addison, H. J., & Bibb, S. (2007). Management F/Laws. Axminster, UK: Triarchy Press.

Chambers, E. G., Foulon, M., Handfield-Jones, H., Hanklin, S. M., & Michaels, E. G. (1998). The war for talent. McKinsey Quarterly, 3, 44-57.

Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York: Harper-Perennial.

Diener, E., Emmons, R. A., Larsen, R. J., & Griffin, S. (1985). The satisfaction with life scale. Journal of Personality Assessment, 49(1), 71-75.

Hämäläinen R.P. & E. Saarinen (2007). System intelligent leadership, in R.P. Hämäläinen & E. Saarinen (Eds.), System intelligence in leadership and everyday life (pp. 3-38). Helsinki: Systems Analysis Laboratory, Helsinki University of Technology.

Hämäläinen, R. P., & Saarinen, E. (2008). Systems intelligence – the way forward? A note on Ackoff’s ‘why few organizations adopt systems thinking’. Systems Research and Behavioral Science, 25(6), 821-825.

Rose, N. (2010). Lizenz zur Zufriedenheit [License for Satisfaction]. Kommunikation & Seminar, 5, 12-15.

Rose, N. (2012). Lizenz zur Zufriedenheit [License for Satisfaction]. Paderborn, Germany: Junfermann.

Saarinen, E. (2013). The Paphos seminar. Elevated reflections on life as good work. GoodWork Project Report Series, 80, Harvard University.

Saarinen E., & Hämäläinen, R. P. (2004). Systems intelligence: Connecting engineering thinking with human sensitivity, in R. P. Hämäläinen & E. Saarinen (Eds.), Systems intelligence: Discovering a hidden competence in human action and organisational life (pp. 9-37). Helsinki: Systems Analysis Laboratory, Helsinki University of Technology.

Von Bertalanffy, L. (1968). General system theory: Foundations, development, applications. New York, NY: George Braziller.

Goals: Why SMARTIES are smarter than SMART…

It is the same story each year, isn´t it?

  • I really want to lose weight…
  • I really want to quit smoking…
  • I really want to be physically fit…
  • I really want to have my own business…
  • I really want to meet the wo/man of my dreams…

I guess that´s what the top-5 list of New Year´s resolutions would look like. The problem is: most of these goals have about the same half-life period as that hangover that welcomes a lot of us on New Years´s morning. Yet, per se, goal-setting is not a bad thing – quite the opposite is true. The motivational and performance-enhancing effects of goal-setting are among the most thoroughly researched issues in academic psychology.  If you´d like to know more, please read this article that succinctly summarizes 30 years of goal-setting research.

Besides, there´s lots of help available on the net. When you type in “how to reach goals” on Google you´ll get more than one million hits. Most of these will display smart content. To be more precise: some information on the SMART framework. SMART is an acronym that originally stems from project management theory.* There are lots of slightly different versions on the internet. The most common probably is this one:

Specific: A goal should be stated in a markedly tangible way. The more precise, the easier it will be to take the necessary steps. An example: Instead of “I want to work out more often” it is better state something along the lines of “From now on, I will go jogging twice a week for 45 minutes (on Tuesdays and Thursdays right after work). Additionally, I will do weight training on Saturday afternoons for 45 minutes.” This could be refined even more. As a rule of thumb: the more precise you are able to describe to another person what you intend to do, the better.

Measurable: A goal (as well as the distance between the initial situation and the goal) should be quantifiable. Without measurement, there´s no progress check. Without progress, there´s no lasting motivation. An example: Instead of “I want to lose some weight” it is better to state something along the lines of “I want to weigh 140 pounds and keep that weight as a steady state. In order to achieve this, I will lose 4 pounds on average over the next 6 months – and then keep my weight right there.”

Attainable: A goal should be achievable – but definitely display a certain amount of difficulty. Goals that are completely unrealistic typically destroy our motivation. On the other hand, goals that are reached to easily usually do not yield the success stories we really yearn for. Yet, there´s another connotation to this criterion. We should put our efforts in something that personally attainable – a goal should be in our personal “sphere of influence”. For instance, “Finding the man of my dreams” goes against this criterion. It´s much more helpful to plan concrete actions that are conducive to that overarching goal, e.g., enrolling in a dancing course.

Relevant: A goal should be relevant, in other words: important and meaningful. This may sound self-evident – but it is not at all trivial. Rarely do we question the motivation behind our goals sufficiently. Why do I want what I want? Is this really my goal? And if not: For whom or what am I doing this? Should you realize that a goal is chiefly driven by extrinsic motivation please do exercise some caution. The most beneficial kind of goal is a self-concordant objective – in other words, a goal that is aligned with our deeper values and motives. Following a self-concordant goal is a satisfying process in itself – so no matter if you reach the goal or not: you will profit from trying to do so. From this it follows that one important prerequisite for “good goals” is a sufficient level of self-awareness. One way to attain this is getting to know your (character) strengths. You´ll find a free scientifically validated test here (create a profile, then choose the „VIA Signature Strengths Questionnaire“).

Time-bound: A goal should have a reasonably defined time frame. Without this, there is no rigorous progress review. Additionally, most people are motivated by deadlines – so why not use this extra kick? I guess an example is not needed here.

Ok. So this is the original SMART framework. I assume that most of my readers have been at least somewhat familiar with this. Now the question is: Why do so many personal changes endeavors fail? Is SMART useless? Probably not. But incomplete, most likely. Therefore, here´s my proposal for an extension – based on science and my personal experience as a coach:

SMARTIES

Implementation Intentions: Peter Gollwitzer, a German professor of motivational psychology, has developed a method that tries to bridge the ever-looming implementation gap:  so-called implementation intentions. Because of their structure, they are also called “If-Then-Plans” (Alternatively: “When-Then”).  They function by connecting planned behavior with triggering cues in the proximate environment. Two examples: 1) “Right after I have laid down my briefcase when coming home from work, I will put on my jogging clothes and go for a run. If the weather is really bad, I´ll use the exercise machine instead.” 2) “If I notice a strong urge to smoke, I will put a chewing gum in my mouth immediately.” Once again: the more concrete the plan, the higher the chance for following through.

Exceptions clarified: If you want to create a new habit, making no exceptions at all over the course of the first months is the fastest road to success.  At the same time, it is well-known that the spirit is willing but the flesh is weak. Therefore, it is very helpful to give some thought to the potential occurrence of exceptions and setbacks. For instance: What does smoking one cigarette once in a while mean for somebody who tries to quit? From my experience with coaching clients I know that people tend to frame these exceptions to the new rule as a total failure of the change project – which in turn extinguishes all of their motivation.  In terms of sustainable change, it is therefore helpful to define which exceptions to the new rule will be acceptable – without calling into question the overall endeavor.

Systemic Perspective: Finally, I highly suggest giving some thought to the following issues (this is comparable to a Force-Field Analysis in organizational change management):

How does my goal fit in with the goals and aspirations of important people in my personal context (the external system)? E.g., if you would like to work out from now on for 5 hours per week: Is this time you usually spend with your significant other? And if yes: How do you intend to “compensate” for this?

How does my goal fit into the texture of those goals and intentions that are already in place (the internal system)? It is useful to ask which positive intentions (secondary benefits) are fulfilled by those behavior patterns that you would like to change/eliminate. Your chances of establishing a new behavior pattern are much higher if you manage to transfer these intensions/needs into your new mode of being: By way of example, most smokers do not smoke because they like the taste. Rather, smoking fulfills a calmative function. For some, it´s a means of weight control. Additionally, there is a social aspect to smoking that needs to be considered. So if you want to quit, it is highly advisable to give some thought to the question of how to integrate these requirements into your life as non-smoker.

By the way: it cannot hurt to get some external reference to keep yourself on track. The earlier you manage to turn the envisioned behavior into a habit, the better. In 2014, I use my smartphone, specifically the Good Habit Maker and the app Balanced.

 

* The original source of the SMART framework is this article (most likely): Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s goals and objectives. Management Review, 70(11), 35-36.

 

Picture source

Tired of meaningless rattled-down Introductions? Try “Serious Introductions”

You probably know this thing: it´s the first day of a seminar or the beginning of some business meeting. The host suggests everybody introduce her- or himself to the other attendees (more or less succinct). Following the common social script, most of the times people will now take turns and give an account of their education, job histories, and – on a good day – their personal status. From my own experience I have to admit: I tend to forget most of the information instantaneously – except for the rare occasion when there´s some shared background with another person.

So why not do it a little differently? I have to admit this may not be the best of ideas on each and every occasion – but then I can imagine a lot of place where this feels really appropriate.

A Serious Introduction

A serious introduction consists of telling a meaningful story about a specific moment in our lives. It could be a moment that is just very important to us, or a moment that shows us at our best, thereby displaying our unique blend of character strengths. To quote my lovely MAPP classmate Patricia De La Torre: It’s a fantastic way to learn about somebody else and to instantly connect with them in the non-cheasiest way possible. So here we go…

This is September 9, 2010. I have a glass of champagne in my hands and feel a one-of-a-kind combination of exaltation and relief. My dress shirt is soaked with sweat from the room temperature of more than 100 degrees Fahrenheit – and from the 30-minute lecture I have given a couple of minutes ago. The first supervisor of my doctoral thesis at European Business School Oestrich-Winkel, has just pronounced I will be awarded the doctoral degree in business sciences with the best possible grade, “summa cum laude”. Now this evaluation consists of the grade for my thesis, which accounts for 70 percent of the total grade; and the grade for the disputation which has just taken place – which accounts for the remaining 30%. My thesis had been graded in-between the top marks – and in order to receive the overall “summa cum laude”, the disputation would have to be an absolute top-notch performance.

Let´s go back in time for a week…

During that final week before my disputation, I did something very unusual: I practiced. In fact, I practiced my ass off. I am used to lecturing regularly, either at conferences, or at the business school where I teach – which has given me a lot of confidence in that matter over the years. I typically will prepare my PowerPoint slides some days before due date alright – but I never ever really think about what to say in advance, let alone learn something by heart. That often results in entertaining but hopelessly overlong lectures. But for once, it had to be different. There are very strict regulations pertaining to the disputation process. You have exactly 30 minutes to convince the doctoral committee of your research, not one minute more, not one minute less.

So I practiced – and I learned my text by heart.

As usual, I prepared my slides. In the morning seven days before the disputation, I practiced for the first time – and went over 45 minutes. I practiced again in the afternoon, talking a little faster, and still went well over 40 minutes. So I cut out one of the slides, practiced again in the evening and finished at 38 minutes. I practiced again before going to bed and stopped at 37 minutes.

For the upcoming six days, I practiced four times a day, once in the morning, once in the afternoon, once in the evening and once before going to bed. I cut out further slides but never made in less than 33 minutes – until the day of the disputation.

I had thrown out another slide spontaneously in the morning and was a little nervous, but clearly not too nervous. I was wearing a tailor-made suit – and my wife, my parents, my parents-in-law and some of my best friends joined the audience to witness the culmination point of a strenuous 5-year period of my life.

Due to practicing hard (I believe), I was at my best that day. Speaking quite clearly, convincingly, seemingly without much effort, and most of all: according to the rules of this extraordinary occasion. I hit the mark in 30 minutes sharp.

Now all this accounts for the exaltation. But what about the relief?

The truth is: joining that doctoral program was – at least from a certain point of view – one of the worst decisions of my life. I´d had lost interest in my research topic during the first year. I felt out of place and out of tune with myself for most of the time. I knew this doctoral thesis was leading neither me (nor someone else) anyhere. I wanted to quit at least once a year but my parents managed to convince me to go on over and over again.

Now it is over. I made it. And I made it worthwhile.

Nico Rose - Disputation