Pandora's Box and Pollyanna: The power of positive thinking
College students were posed the following hypothetical situation:
Hope made all the difference. The response by students with high levels of hope was to work harder and think of a range of things they might try that could bolster their final grade. Students with moderate levels of hope thought of several ways they might up their grade, but had far less determination to pursue them. And, understandably, students with low levels of hope gave up on both counts, demoralized.
The question is not just theoretical, however. When C.R.Snyder, the University of Kansas psychologist who did this study, compared the actual academic achievement of freshman students high and low on hope, he discovered that hope was a better predictor of their first-semester grades than were their scores on the SAT, a test supposedly able to predict how students will fare in college (and highly correlated with IQ). Again, given roughly the same range of intellectual abilities, emotional aptitudes make the critical difference.
Snyder's explanation: "Students with high hope set themselves higher goals and know how to work hard to attain them. When you compare students of equivalent intellectual aptitude on their academic achievements, what sets them apart is hope."
As the familiar legend has it, Pandora, a princess of ancient Greece, was given a gift, a mysterious box, by gods jealous of her beauty. She was told she must never open the gift. But one day, overcome by curiosity and temptation. Pandora lifted the lid to peek in, letting loose afflictions - disease, malaise, madness. But a compassionate god let her close the box just in time to capture the one antidote that makes life's misery bearable: hope.
Hope, modern researchers are finding, does more than offer a bit of solace amid affliction; it plays a surprisingly potent role in in realms as diverse as school achievement and bearing up in onerous jobs. Hope, in a technical sense, is more than the sunny view that everything will turn out all right. Snyder defines it with more specificity as "believing you have both the will and the way to accomplish your goals, whatever they may be."
People tend to differ in the general degree to which they have hope in this sense. Some typically think of themselves as able to get out of a jam or find ways to solve problems, while others simply do not see themselves as having the energy, ability, or means to accomplish their goals. People with high levels of hope, Snyder finds, share certain traits, among them being able to motivate themselves, feeling resourceful enough to find ways to accomplish their objectives, reassuring themselves when in a tight spot that things will get better, being flexible enough to find different ways to get to their goals or to switch goals if one becomes impossible, and having the sense to break down a formidable task into smaller, manageable pieces.
From the perspective of emotional intelligence,
having hope means means that one will not give in to overwhelming
anxiety, a defeatist attitude or depression in the face of difficult
challenges or setbacks. Indeed, people who are hopeful evidence
less depression than others as in pursuit of their goals, are less
anxious in general, and have fewer emotional distresses.
Optimism: The great monitivator
Americans who follow swimming had high hopes for Mart Biondi, a member of the U.S. Olympic Team in 1988. Some sportswriters were touting Biondi as likely to match Mark Spitz's 1972 feat of taking seven gold medals. But Biondi finished a heartbreaking third in his first event, the 200-meter freestyle. In his next event, the 100-meter butterfly, Biondi was inched out for the gold by as another swimmer who made a greater effort in the last meter.
Sportscasters speculated that the defeats would dispirit Biondi in his successive events. But Biondi rebounded from defeat and took a gold medal in his next five events. One viewer who was not surprised by Biondi's comeback was Martin Seligman, a psychologist at the University of Pennsylvania, who had tested Biondi for optimism earlier that year. In an experiment done with Seligman, the swimming coach told Biondi during a special event meant to showcase Biondi's best performance that he had a worse time than was actually the case: Despite the downbeat feedback, when Biondi was asked to rest and try again, his performance - actually already very good - was even better. But when other team members who were given a false bad time - and whose test scores showed they were pessimistic - tried again, they did even worse the second time.
Optimism, like hope, means having a strong expectation that, in general, things will turn out all right in life, despite setbacks and frustrations. From the standpoint of emotional intelligence, optimism is an attitude that buffers people against falling into apathy, hopelessness, or depression in the face of tough going. And, as with hope, its near cousin, optimism pays dividends in life (providing, of course, it is a realistic optimism; a too-naive optimism can be disastrous).
Seligman defines optimism in terms of how people explain to themselves their successes and failures. People who are optimistic see a failure as due to something that can be changed so that they can succeed next time around, while pessimists take the blame for failure, ascribing it to some lasting characteristic they are helpless to change. These differing explanations have profound implications for how people respond to life. For example, in reaction to a disappointment such as being turned down for a job, optimists tend to respond actively and hopefully, by formulating a plan of action, say, or seeking out help and advice; they see the setback as something that can be remedied. Pessimists, by contrast, react to such setbacks by assuming there is nothing they can do to make things go better the next time, and so do nothing about the problem; they see the setback as due to some personal deficit that will always plague them.
As with hope, optimism predicts academic success. In a study of five hundred members of the incoming freshman class of 1984 at the University of Pennsylvania, the students scores on a test of optimism were a better predictor of their actual grades freshman year than were their SAT scores or their high-school grades. Said Seligman, who studied them, "College entrance exams measure talent, while explanatory style tells you who gives up. It is the combination of reasonable talent and the ability to keep going in the face of defeat that leads to success. What's missing in tests of ability is motivation. What you need to know about someone is whether they will keep going when things get frustrating. My hunch is that for a given level of intelligence, your actual achievement is a function not just of talent, but also of the capacity to stand defeat."
One of the most telling demonstrations of the power of optimism to motivate people is a study Seligman did of insurance salesmen with the MetLife company. Being able to take a rejection with grace is essential in sales of all kinds, especially with a product like insurance, where the ratio of noes to yeses can be so discouragingly high. For this reason, about three quarters of insurance salesmen quit in their first three years. Seligman found that new salesmen who were by nature optimists sold 37 percent more insurance in their first two years on the job than did pessimists. And during the first year the pessimists quit at twice the rate of the optimists.
What's more, Seligman persuaded MetLife to hire a special group of applicants who scored high on a test for optimism but failed the normal screening tests (which compared a range of their attitudes to a standard profile based on answers from agents who have been successful). This special group outsold the pessimists by 21 percent in their first year, and 57 percent in the second.
Just why optimism makes such a difference in sales success speaks to the sense in which it is an emotionally intelligent attitude. Each no a salesperson gets is a small defeat. The emotional reaction to that defeat is crucial to the ability to marshal enough motivation to continue. As the noes mount up, morale can deteriorate, making it harder and harder to pick up the phone for the next call. Such rejection is especially hard to take for a pessimist, who interprets it as meaning, "I'm a failure at this; I'll never make a sale" - an interpretation that is sure to trigger apathy and defeatism, if not depression. Optimists, on the other hand, tell themselves, "I'm using the wrong approach," or "That last person was just in a bad mood." By seeing not themselves but something in the situation as the reason for their failure, they can change their approach in the next call. While the pessimist's mental set leads to despair, the optimist's spawns hope.
One source of a positive or negative outlook may well be inborn temperament; some people by nature tend one way or the other. But as we shall also see in Chapter 14, temperament can be tempered by experience. Optimism and hope - like helplessness and despair - can be learned. Underlying both is an outlook psychologists call self-efficacy, the belief that one has mastery over the events of one's life and can meet challenges as they come up. Developing a competency of any kind strengthens the sense of self efficacy, making a person more willing to take risks and seek out more demanding challenges. And surmounting those challenges in turn increases the sense of self-efficacy. This attitude makes people more likely to make the best use of whatever skills they may have - or to do what it takes to develop them.
Albert Bandura, a Stanford psychologist who has done much of the research on self-efficacy, sums it up well: "People's beliefs about their abilities have a profound effect on those abilities. Ability is not a fixed property; there is a huge variability in how you perform. People who have a sense of self-efficacy bounce back from failures; they approach things in terms of how to handle them rather than worrying about what can go wrong."