Why We Spiral

(behavioralscientist.org)

318 points gmays | 2 comments | 14 Sep 25 14:46 UTC | HN request time: 0.477s | source

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t43562 ◴[14 Sep 25 15:58 UTC] No.45240817[source]▶

I think it's useful to try to always assume the best from others:

  - If they aren't being friendly this will irritate them in a way they cannot object to too openly.
  - If they are friendly it will avoid damage and even start an upward spiral.

When you're not feeling good enough it's sometimes helpful to remember that even people who create negative impacts often get into positions of power and stay there for one reason or another. i.e if they can do something very badly then why are you so worried about whether you are worthy?

Finally, remember that lots of people feel like you - so try to do little things that start them on an upward spiral. The more you do this for other people, the more they will be glad to see you.

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cxr ◴[14 Sep 25 16:51 UTC] No.45241281[source]▶

>>45240817 #

> The more you do this for other people, the more they will be glad to see you.

That's not a given. That's the rational response on their end, but not only is no one perfectly rational, but some people are very, very irrational.

It can sometimes[1][2] be the case that the best option is to be among those who don't attract any attention at all.

Separately:

The spiraling described in this post is worth consideration, but equally worthy are the odd disparities in professional life (or life in general) and the negative consequences that aren't the result of internal forces like paralyzing self-doubt.

Consider an article that starts just like this one, except it focuses on the different consequences experienced by Dawn who is regularly forgiven for things like tardiness and mistakes in her work in contrast to more severe outcomes for Hila, who after arriving late—perhaps for the first time, even—is perceived to be fucking up because that's in her irresponsible nature[3]—even if a sober, objective analysis would reveal that Hila is actually exceeding the expectations one would have for any employee (and her transgressions are well behind the line of courtesy that is extended to Dawn)—for no other reason than Hila being younger or newer to the company.

This can result in a similar spiral of defeat, but it's a kind of defeat by external forces rather than self-defeat.

1. Depending on your environment/experience, you could even say "very often"

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1. GavinMcG ◴[14 Sep 25 18:50 UTC] No.45242288[source]▶

>>45241281 #

Of course it’s not a given as to any particular person, but regardless, it’s the right presumption.

And yes, of course there are things outside your control. Is that really “equally worthy” of your consideration and energy?

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2. cxr ◴[14 Sep 25 19:15 UTC] No.45242454[source]▶

>>45242288 (TP) #

Yes. Questions like, "Should I work to 'do little things' intended to put a given coworker 'on an upward spiral'?" versus, "Should I insulate myself from or minimize blowback where any action is going to be received poorly because my incompetence is considered a foregone conclusion?" and, "How long should I remain at an organization where such things occur?" are all things that relate to decisions that are in your control—or at least might be, with enough of a forward-looking defense early on (if you fall into the group of those unlucky enough to need to ponder them).

Really, though, my comment was rather more intended to prompt introspective questions like, "Even if I'm personally on safe footing at my company, is it afflicted by this sort of thing in a way that impacts people who aren't me? And what can I do to either neutralize or minimize the negative consequences those people might experience?" (Readers who are paying attention will notice that this is a form of creating spirals of success for others, as the person I responded to recommended, but an emphasis on the fact that the targets of those actions can be people who have a lesser standing, rather that aiming laterally or upwards.)

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