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Negativity is destructive, and is a financial loss to our organizations because it hinders innovative ideas and change, and it’s an opportunity cost, draining intellectual and productive synergy from coworkers, teams, customers, stakeholders, and the entire organization. And unchecked negativity is a vortex, drawing others into it, exponentially spreading its negative consequences, resulting in lower morale, loss of faith in the organization, and higher absenteeism and turnover as the best people leave to seek better environments.

On the other hand, positive people are a net gain to the organization because they contribute energy, ideas and motivation. Positive people distrust their assumptions, don’t jump to conclusions, and view negative experiences as learning opportunities for growth, and they are willing to take more personal risks and try again after mistakes, which results in a greater likelihood of successful innovation. If negative people are a vortex, positive people are energizers, not only through their heightened personal productivity but because they improve the effectiveness and motivation of everyone around them.

We want to convert negative thoughts and behaviors into optimism because a quality-minded, innovative environment will flourish only in a positive atmosphere.
Understanding Negativity

When we speak about negativity, we’re talking about behaviors and characteristics that are disruptive to human relations:

* complaining
* gossiping
* vindictiveness
* retaliation
* judgmental
* critical
* bigotry
* cynicism
* pessimism
* selfishness
* obstinate
* ungracious
* blameful
* distrustful
* jealousy
* arrogance
* deviousness
* bullying

Negativity is only a symptom of deeper problems. Gary Tophick, author of Managing Workplace Negativity, says that negativity stems from a loss of confidence, control, or community. (1) So to successfully combat negativity, we have to address both the root causes as well as behaviors.
1. Eliminating Negativity in Ourselves

Before we can look at anyone else’s negativity, we have to start with ourselves. Regardless of whatever environmental factors may be contributing to our negativity, we can change our attitude. Author Chuck Gallozzi perhaps says it best: “The negative world of our imagination creates a negative world that is real and one that we are forced to live in.” (2)

Studies show a direct correlation between optimistic managers and improved productivity in those that work for them (3), and optimism is an essential trait for us to be a good leader (4). If we’re in any type of manager or supervisor role, it’s essential that we be optimists because others will get their cues for acceptable behavior by watching us. groningenstadmarathon.