Some days, it feels like the world is on fire. A single scroll through the news or social media, and we’re hit with layoffs, polarization, war, economic anxiety, and a climate crisis… and somehow, we’re still expected to join a Zoom call and bring our “best selves” to the meeting.
It’s no wonder so many of us feel overwhelmed, distracted, and emotionally fried. And for those of us in leadership roles—whether managing teams or shaping culture—the pressure can be even greater. We’re trying to stay grounded while also supporting others. But it’s not just the external chaos. It’s also our brain chemistry working against us.
Negativity bias causes us to focus on what’s wrong. In this post, we’ll discuss this bias and how we can shift our attention toward what’s possible instead.
The Negativity Bias: It’s Your Brain Trying to Keep You Safe
Negativity bias is our brain’s tendency to give more weight to negative experiences, thoughts, or information than to positive ones. From an evolutionary perspective, this made sense. Our ancestors weren’t worried about catching a sunset—they were worried about catching a predator sneaking up on them. Noticing danger meant survival.
Today, those same survival circuits are still firing, but instead of tigers, we’re dodging inboxes full of stress, feedback that stings, and headlines designed to keep us hooked.
Neuroscience backs this up. Negative events activate more brain activity than positive ones—particularly in the amygdala, which processes emotions like fear and anger. Studies show that we tend to remember criticism more than praise, react more intensely to losses than gains, and require multiple positive interactions to outweigh a single negative one.
Even the way we scroll is part of this. You’re probably intimately familiar with doomscrolling. It’s when we compulsively consume negative news—even when it makes us feel worse. This isn’t a moral failing; it’s a feature of the human brain + algorithm combo. News outlets know fear grabs attention. Social media platforms optimize for engagement. And negativity sticks.
Why This Matters in the Workplace
If you’re a manager or a team leader, you’ve likely seen negativity bias show up in subtle (and not-so-subtle) ways:
- That one critical comment in a performance review overshadows the ten pieces of praise.
- Team retrospectives that get stuck on “what went wrong” instead of what went right.
- Decision-making is driven more by fear of failure than by opportunity.
- Resistance to change, even when it’s for the better—because our brains default to what we could lose.
What makes matters worse is that negativity bias is contagious. In teams, it can spiral into distrust, disengagement, and burnout. When leaders unconsciously model fear-based thinking or focus only on problems, they send a signal: stay small, stay safe, and don’t rock the boat.
That’s a problem because innovation, inclusion, and connection don’t come from fear. They come from trust, curiosity, and hope. But you can’t build any of that if everyone’s stuck in fight-or-flight mode.
What Can We Do About It?
We can’t rewire our brains overnight, and we definitely can’t change the news cycle. But we can shift how we relate to our thoughts and what we choose to focus on—especially at work. Here’s how:
1. Notice and Name It
The first step is simply noticing when negativity bias is showing up. Is your mind spiraling about a Slack message that didn’t include a smiley face? Are you focusing only on the risks of a new idea rather than its potential? Just pausing to say, “Ah, this is my brain doing its negativity thing,” can interrupt the automatic loop. This self-awareness is a form of cognitive reappraisal—backed by research to reduce emotional reactivity and build resilience. (Gross, 2002)
2. Interrupt the Input Loop
If the content you’re consuming is fueling your stress, take control. You don’t need to cut off all news or unfollow every opinionated colleague, but curate intentionally.
- Mute or unfollow accounts that leave you feeling hopeless.
- Choose newsletters or news outlets that also highlight solutions, not just problems.
- Designate “scroll-free” times during the workday to stay grounded.
3. Balance Your Feedback Ratio
Research shows that high-performing teams tend to have a feedback ratio of at least five positive comments for every one negative one. If you’re a manager, that doesn’t mean sugarcoating or ignoring issues, but it does mean regularly acknowledging wins, progress, and effort. People want to feel seen, not just when they mess up, but when they show up.
And try doing the same for yourself. Your inner critic probably gets plenty of airtime—how do you talk about yourself? Are you as kind to yourself as you are to others?
4. Celebrate the Small Stuff
Big wins are great, but they’re rare. Small wins are everywhere—if we choose to see them.
- Shout out a colleague who handled a tough call with grace.
- End your team meetings with “one thing that went well this week.”
- Write down one personal win each Friday before you log off.
You don’t need to be overly cheerful or ignore real challenges. Build a more accurate narrative that includes the good stuff, no matter how small you might think it is.
5. Design for Psychological Safety
Negativity bias thrives in fear-based environments. To shift the culture, create conditions where people feel safe speaking up, taking risks, and asking for help. That’s psychological safety—and it’s not fluffy stuff. It’s foundational. Teams with high psychological safety are more innovative, more inclusive, and more engaged.
You can encourage it by:
- Modeling vulnerability (“I don’t have all the answers, but here’s what I’m thinking…”)
- Inviting input and acknowledging different perspectives
- Responding to mistakes with curiosity, not punishment
6. Start with Intention
As Simon Sinek reminds us: Start with why. If your “why” is to create a better workplace, a more inclusive culture, or a team that thrives, it’s not going to come from fear. It has to be fueled by vision, values, and purpose. And that takes intention. Every meeting, email, and conversation is a chance to nudge your culture in the direction you want it to go.
A Final Word: What You Focus On, Grows
Negativity bias isn’t going anywhere, but neither is your ability to shift how you lead, relate, and show up.
In a world that often feels like it’s spiraling, choosing to highlight what’s working, what’s possible, and what connects us is a radical act. It doesn’t mean you ignore the hard stuff. It means you give equal weight to the good. Because the workplaces we want—where people feel included, energized, and human—don’t happen by default. They happen when we build them. And we build them by focusing on what matters.