With so many goals on my mind lately, it probably comes as no surprise that one of the books I’ve recently been reading is a pop psychology one by Heidi Grant Halvorson, pithily entitled “Succeed – How We Can Reach Our Goals.”
What I do like about it is that it’s an easy reading, almost-conversational-blog sprinkled-with-humor style summary of what appear to be fairly crunchy concepts in research, just distilled without having to wade through pages of jargon down to a level where a layperson can grasp the surface and make use of.
One of the more interesting summarized concepts was that a person can have a promotion or a prevention focus when it comes down to chasing goals.
Promotion-focused goals are thought about in terms of achievement and accomplishment. They are about doing something you would ideally like to do. In the language of economics, they are about maximizing gains (and avoiding missed opportunities).
Prevention-focused goals are thought about in terms of safety and danger. They are about fulfilling responsibilities, doing the things you feel you ought to do. In economic terms, they are about minimizing losses, trying to hang on to what you’ve got.
This goes a long way towards explaining my puzzlement at the odd sense of relief I get when successfully completing a raid boss, as contrasted by the elation I see other people experience.
When you set a goal for yourself and reach it, you feel good. That much is obvious. But what does “good” feel like?
When your goal is an achievement, a gain, you feel happy—joyful, cheerful, excited, or, in the vernacular of a typical teenager, totally stoked. It’s a high-energy kind of good feeling to reach a promotion goal.
It’s a very different kind of good to reach a prevention goal. When you are trying to be safe and secure, to avoid losing something, and you succeed, you feel relaxed—calm, at ease, peaceful. You breathe the sweet sigh of relief. This is a much more low-energy kind of good feeling, but not any less rewarding.
When I read the above paragraphs, I was amazed at just how right on the money it sounded.
Some of this subconscious choice of focus might be due to personality, or culture, or upbringing, but evidently I skew a lot more towards prevention where this is concerned.
(East Asians are enmeshed in a culture that revolves around saving face, it rubs off, even if you’d like to be optimistic and gain-focused. Singaporeans have the terms “kiasu” and “kiasi” – the Hokkien root word “kia” literally means “fear” or “afraid.”)
We could share the same goal of wanting to down the raid boss, but where someone else might be focused on the -gain-, on the prize and rewards and prestige and glory and satisfaction of a successful kill, my focus tends to end up on:
- “I hope I’m not screwing up too badly, to the point that they kick me, cos that will mean more difficulty and obstacles in the path of Legendary armor collection” or;
- “This group is not doing so well, we’re missing something, what are we missing, where is the flaw in the team that stands in our path of success, how can this flaw be fixed, either by the person responsible -is it possible to communicate this flaw without a drama blowout- or by me covering what’s missing.”
- “What else can I be doing to ensure success? Am I making mistakes that I need to avoid or not do so much of? Am I fulfilling my roles and responsibilities in a raid without slipping up?”
Little wonder by the time a group I’m in first successfully downs a boss, I’m exhausted and relieved.
As for the opposite feeling, Halvorson had this to say:
The focus of your goal also determines the particular kind of bad you feel when things go wrong. In fact, Higgins first discovered the difference between promotion and prevention when he was trying to explain why some people reacted to their failures with anxiety, while others reacted by sinking into depression.
When you are going for gain, trying to accomplish something important to you, and you fail, you tend to feel sadness—dejected, depressed, despondent. As a teen might put it, totally bummed. It’s the low-energy kind of bad feeling—the kind that makes you want to lay on the couch all day with a bag of chips.
But failing to reach a prevention goal means danger, so in response you feel the high-energy kinds of bad feeling—anxiety, panic, nervousness, and fear. You freak out. Both kinds of feelings are awful, but very differently so.
Suddenly I understand why I ended up keyed up in a ball of nervous thwarted frustration in the early days, without the safety of a static group to fall back on.
I needed that safety, that ego defence of:
a) you have successfully killed all the bosses, ergo you do not suck,
b) you have a static group that can successfully kill all the bosses weekly, ergo your achievement plans are not threatened,
c) you have a respectable amount of face-saving legendary insights, sufficient to make Legendary Armor even if your raid group crumbles overnight (notice the urge to catastrophize)
From afar, it’s a little bit sad that my initial motivation seemed to stem more from a place of fear, of danger avoidance, rather than “fun” or gain-seeking.
It does help to explain why other people seem to get a lot more positive kicks out of raiding than me, though.
(That’s not to say I’m incapable of promotion-focused goals. I find I’m more able to focus on that kind of stuff -now-, after the “safety”/”avoid danger” bits are already resolved.
I’m more able to relax and look for gains and “fun” now that a lot less is “at stake” – even if the stakes only really existed in my head.)
The silver lining to this ever-so-slightly neurotic cloud is that prevention-minded pessimists like me are apparently very good at self-monitoring and future improvement. We can’t help but keep thinking of “what can be done better next time” and picking apart our mistakes like it’s the end of the world to commit one.
Optimists, on the other hand, are more liable to say, “well, it could have been worse if I had done this, or if that happened…” in order to make themselves feel better, which according to Halvorson, means they tend to blind themselves more to their own faults to protect their ego, and thus improve at a slower pace than worry-wart pessimists, if at all.
True, all the above is a simplification and a generalization. Optimists vs Pessismists or Promotion vs Prevention dichotomies don’t exist only in black or white terms.
In reality, a person can vary between being pessimistic and optimistic from one moment to another, or choose to be promotion-focused for goal A and prevention-focused for goal B, and it’s probably useful to be aware and consciously decide to do so.
But as a high-level concept, I thought it was fairly interesting to be able to categorize our tendencies to think along two major paths that way.
4 thoughts on “What Do I Have to Gain, And What Do I Stand to Lose?”
Analysis and self-improvement without freaking out are perpetually challenging obstacles for people who are naturally self-conscious of what other people think of them (*handwave*). Having a supportive culture helps, one in which objectives are generally described/viewed as promotion-based (e.g. complete this challenge to unlock cosmetics) rather than prevention-based (i.e. meet this DPS threshold or you suck).
Or, failing that, embracing THAT situation as another challenge to be overcome. That takes a fair amount of motivation.
No matter how motivated and positive one tries to be, however, a seemingly permanent place on the roster of Team Kena Sai is somewhat dispiriting. 🙂
Come to think of it, perhaps a prevention/promotion dialectic isn’t useful enough to correlate significantly with a supportive culture.
Mindset isnt everything but it is an awful lot; it is one of society’s most open and yet best kept secrets because most people dont wanna believe just how much power they really hold when it comes to their personal success in life or their careers or whatever.
Whenever someone recites ‘fake it until you make it’, I smile and think to myself “if only you knew how much this is true”. A lot of digging has been done in recent years into minds of successful people, entrepreneurs etc. Every time, the outcome is similar: they judge possibilities differently, they judge themselves differently, they judge failures differently. Failures simply dont “exist” – they do not get recorded. They have them, but they wont be defined by them and they certainly dont talk about them much. As for possibility: everything is possible that can be conceived. The question isnt ‘how’ or ‘why’ – but ‘why not?’ and ‘lets find out’. And they dont waste their time around people who hold them back.
Thats not all of it of course (there are other important abilities) but its a very important basis. I see it in my own job every day where I work with and recruit executive staff; there’s that special ingredient in some and it’s always vastly entertaining to find out who’s got it and who doesnt. As for why they do, that in itself is a long and fascinating discussion. I love this kind of stuff….it’s at the heart of my work 🙂