Enough with the Positive Thinking (there I said it, and I’m glad)
I am a fan of looking forward toward possible futures. I think there is something gained by having a positive vision of what’s possible. I also like the idea of building on our existing strengths to get there.All that makes perfect sense to me.
But, some take it too far. Acknowledging the truth in front of us, no matter how negative it might feel, seems like an important part of any planning process, whether personal or organizational.
Just heard a well-known organizational speaker all-but-dismiss the importance of conflict and resistance in organizational change. That scares me. I hate to wallow in misery, and I don’t recommend it to my clients. But, neither do I want to ignore what’s in front of us. I think of those poor saps who appear on the early rounds of American Idol. Some exhibit few, if any performance skills, and don’t appear to have a glimmer of talent to build on. When they get feedback from the panel, they blow it off. They act as if the judges must be out to get them. I’ll bet these aspiring stars have gotten lots of family members encouraging them to sing at holiday gatherings. Aunts and uncles coo, tell them their doing just great, and say that their better than anything on TV these days. Sine no one is telling them otherwise, they believe. Sometimes it is best to tell the truth.
My friend, Patrick Masterson wrote a compelling blog post that speaks to the folly of too much positive thinking. Be sure to read the quote from Barbara Enrenreich in his post. It’s worth reading.
May 4th, 2010 at 4:09 pm
Thanks Rick.
Thanks Rick.
When I’ve been in spaces that try to increase “positive thinking” by suppressing so called “negative thinking” it drives me batty.
Several colleagues on an intact team sat through a workshop last year where the trainer told them that their “negative thinking” wouldn’t get good results. Not exactly an appreciative approach from a trainer trying to teach positivity. The problem is, this team had gotten some great results from focusing on problems. The trainer couldn’t see this and it undermined her ability to support the team in strengthening itself.
The team she was training worked with a community facing issues of environmental contamination in their neighborhoods and lack of basic infrastructure (little clean water, food, fire or medical services). When those on the team tried to raise issues at the large system level (like policies and practices that adversely impacted their community, such as accepted dumping of toxic waste) it was frowned upon because it was “so negative.”
The whole team left the workshop determined not to adopt the trainers approach. Instead, to their credit, they recognized the difference between valuing a strength-based or asset-based approach (apposed to a deficit-based approach) and blinding “positivity.”
May 4th, 2010 at 4:16 pm
that story just makes me shake my head in wonder. and i appreciate you pointing out the irony in the trainer’s comments. ah well. . .