Ledgerwood’s and the others research applies most poignantly to teaching. Consider this hypothetical. A teacher has 25 students, four whom really like her, 19 who don’t have strong feelings one way or the other, and two who really dislike her class. The two act out regularly and are highly skilled at getting under her skin. Even though they represent 8% of the classroom total, they occupy 80% of the teacher’s thinking. Consequently, they teacher wrongly concludes that most of the students are unhappy and thinks negatively about their work more generally.
This phenomenon, which Ledgerwood describes as “getting stuck in the loss frame” applies to school administrators too. More often than not, administrators’ thinking is disproportionately influenced by a few especially adversarial faculty.
Maybe the same applies to doctors working with lots of patients or ministers interacting with numerous parishioners. Or anyone whose work is characterized by continuous personal interactions.
Ledgerwood ends her talk by sharing the personal example of being pressed by her husband to “think of the good things” that happened during her day. And she’s quick to describe two positive memories. But what if you’re work or life situation is so difficult that when it comes to cultivating gratitude, you can’t gain any traction or develop positive momentum?
If I was to take the baton from Ledgerwood at the end of her talk, I’d pivot from psychology to sociology. Meaning you greatly increase your odds of being more positive if you consciously surround yourself with “gain framers”. The inverse of this, you greatly increase your odds of being more grateful if you assiduously avoid people who are “stuck in the loss frame”.
Ledgerwood contends we have to work really hard at retraining our brains. The sociological corollary is we have to be more intentional about who we seek out to partner with—whether in our work lives or our personal lives.