
Three things I know: taking over the family business Â
How many times did I secretly wish for my father to leave the business and leave me the sole âQueenâ on board? Ten years later, I cannot imagine working without him by...
by John R. Weeks, Francesca Giulia Mereu Published February 18, 2025 in Brain Circuits ⢠4 min read
a) A stock-picking strategy of looking for loss-making companies that are undervalued by the market.
b) The tendency to empathize more with people who are suffering misfortune.
c) The tendency to be affected more strongly by negative events than positive ones.
Answer: (c). Negativity bias is a strong human tendency. Typically, it takes four positive experiences to equal the impact we feel from a single negative one. Critical (corrective) feedback, for example, has a much greater impact on most of us than reinforcing (positive) feedback.
a) By using the âsandwich modelâ â give reinforcing feedback first, then corrective, then reinforcing again.
b) By giving it immediately after reinforcing feedback.
c) By putting space between reinforcing and corrective feedback.
Answer: (c). Putting space between reinforcing and corrective messages is the most effective way to give feedback. The sandwich model tends to be ineffective because, rather than properly taking in the reinforcing feedback, your mind is anticipating the negative message you know is coming next. The model is designed to help people âswallowâ corrective feedback, but negativity bias means it lands with four times the intended impact.
a) Through physical exercise.
b) By talking to someone.
c) By switching your focus through gratitude.
Answer: All of the above. Exercise can interrupt the cycle of negative emotions during moments of heightened stress by moderating cortisol levels, so go for a run or a brisk walk (or just stand up against the wall and stretch) to release pent-up energy and change your mindset. And talking to someone you trust to get another perspective will help you see if youâre being too negative â but make sure itâs someone whoâs not in the same situation as you, otherwise you end up reinforcing each otherâs gloom and doom! Finally, building the simple habit of gratitude not only lessens the strength of negativity bias but contributes to better mental health and well-being generally.
Like all cognitive biases, negativity bias is automatic and pre-conscious. When you know how it works, you can consciously remind yourself whatâs going on in your brain and override it.
Professor of Leadership at IMD
IMD professor John R Weeks helps leaders understand how they can manage themselves to lead others more effectively and to have a positive and intentional impact on the culture in their part of their organization. Before joining IMD in 2007, he spent 11 years at INSEAD, France, where he was nominated three times as Best Teacher. An American who has lived on three continents, he served on the Board of Directors of LEO Pharma, and he has worked with clients in Europe, the Americas and Asia. At IMD, he is co-Director of the High Performance Leadership program.
Executive coach
An executive coach with over 25 years of experience, she is also the author of Recharge Your Batteries and a certified yoga teacher. Her “Energy Check” is available online. She regularly works with the Center of Competence on Humanitarian Negotiation (CCHN) and at IMD with senior leaders of global organizations. Follow her LinkedIn Group on managing your energy.
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