Dr. Heidi Grant

3 Keys to Finding Love and Hanging On to It

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If you want to be happy in your relationship, what are the most important ingredients?  Everybody has a theory about what it takes to live happily ever after, and no two people seem to agree.  So let’s look instead at what science tells us will lead to relationship bliss, and how best to tackle three of the major challenges we face when trying to find, and keep, that Special Someone.

#1. What to Look For In a Mate: Someone Agreeable, Conscientious, and Emotionally Stable

According to the researchers, people with spouses who are agreeable, conscientious, and emotionally stable report being significantly happier in their marriages.  So if your romantic partner is a sourpuss, selfish and irresponsible, and has a tendency to fly off the handle, your chances of finding marital bliss together are not good.

Look for someone generally pleasant, responsible, and even-tempered, and in fairness to them, be willing to return the favor.

#2. How to Know If He (or She) Loves You Back:  It’s The Little Things

“If you really loved me, you would….”

Everyone who’s ever been in a relationship has had thoughts like this one.  If he loved me he would bring me flowers, or compliment me more often, or remember my birthday, or remember to take out the damn garbage.  When it comes to love, actions speak louder than words, right?

Well, not necessarily.  According to new research, romantic feelings like love, intimacy, and commitment reliably lead to some loving behaviors – the smaller, spontaneous acts of kindness that occur without much forethought, like offering a backrub, making a nice dinner, or letting you have the last brownie in the pan.  These “little things” are a much better indicator of the depth of his love than whether or not he remembers your birthday or to take out the trash.

#3  How to Fight Well:  Treat Little Problems and Big Problems Differently

The best way to deal with conflict in a relationship depends on how serious or severe the problem is.  Did your boyfriend drink too much at the party last night, or is he drinking too much every night?  Did your wife splurge a little too much on clothes last month, or are her spending habits edging you closer and closer to bankruptcy?  Did he invite his mother to dinner without discussing it with you first, or did he invite his mother to live with you without discussing it first?  Little problems and big problems require very different approaches if you want to have a lasting, happy relationship.

When it comes to relatively minor problems, direct fighting strategies – like placing blame on your partner for their actions or expressing your anger – predict a loss of relationship satisfaction over time.   Flying off the handle when he forgets to take out the garbage yet again, or when she spends a little too much money on a pricey pair of shoes, is going to take its toll on your happiness in the long run.  You really are better off letting the small stuff go.

On the other hand, in response to major problems, couples who battle it out do a better job of tackling, and eventually resolving those issues, than those who sweep big problems under the carpet.

So when you are deciding whether or not something is worth fighting over with your partner, ask yourself if, in the scheme of things, the problem is a 10 or a 2.  If it’s a 2, try letting it go.  But if it’s a 10, let the battle begin.  You’ll both be happier that way.

How to Walk Away When It’s Not Working

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Sometimes, you don’t know when to throw in the towel.   As time passes, it becomes clear that things aren’t working out as you planned.  You realize that pursuing whatever it is that you’re pursuing, whether it’s being successful in your current career, mending a troubled relationship, or renovating your house from top to bottom, will cost you too much financially or emotionally, or take too long.  But instead of moving on to new opportunities, all too often you simply stay the course and sacrifice your own wellbeing in the process.

You aren’t alone.  Most of us know what it’s like to stay in a job or a relationship long after it has ceased being satisfying, or to take on a project that’s just too big for us and be reluctant to admit it.  CEOs have been known to allocate manpower and money to projects long after it’s become clear that they are obviously failing, digging a deeper hole rather than trying to climb their way out of it (Remember how long it took to get rid of New Coke?)

The costs to the person who can’t see reason, in terms of time, effort, and lost opportunities for happiness, can be enormous. We recognize this kind of foolishness immediately in others, but that doesn’t stop us from making the same mistake ourselves.  Why?

There are several powerful and largely unconscious psychological forces at work here.   We may throw good money after bad, or waste time in a dead-end relationship, because we haven’t come up with an alternative, or because we don’t want to admit to our friends and family, or to ourselves, that we were wrong.   But the most likely culprit is our overwhelming aversion to sunk costs.

Sunk costs are the resources that you’ve put into an endeavor that you can’t get back out.   They are the years you spent training for a profession you hate or waiting for your commitment-phobic boyfriend to propose.  They are the money you spent on redecorating your living room in the hot new style, only to find that you hate it living in it.

Once you’ve realized that you probably won’t succeed or that you are unhappy with the results, it shouldn’t matter how much time and effort you’ve already put into something.  If your job or your boyfriend have taken up some of the best years of your life, it doesn’t make sense to let them use up the years you’ve got left. And an ugly living room is an ugly living room, no matter how much money you spent making it so.

The problem is that it doesn’t feel that way.  Putting in a lot only to end up with nothing to show for it is just too awful for most of us to seriously consider.  We worry far too much about what we’ll lose if we just move on, and not nearly enough about the costs of not moving on  – more wasted time and effort, more unhappiness, and more missed opportunities.  So how can we make it easier to know when to cut our losses?

Thanks to recent research by Northwestern University psychologists Daniel Molden and Chin Ming Hui, there is a simple and effective way to be sure you are making the best decisions when a things go awry:  focus on what you have to gain, rather than what you have to lose.

As I’ve written about before, psychologists call this adopting a promotion focus. When we think about our goals in terms of potential gains, we automatically (often without realizing it) become more comfortable with making mistakes and accepting the losses we may have to incur along the way.

When we adopt a prevention focus, on the other hand, and think about our goals in terms of what we could lose if we don’t succeed, we become much more sensitive to sunk costs.

For example, in one of their studies, Molden and Hui put participants into either a promotion or prevention mindset by having them spend five minutes writing about their “personal hopes and aspirations” (promotion) or “duties and obligations” (prevention).  They also included a control group with no manipulation of mindset.

Next, each participant was told to imagine that he or she was president of an aviation company that had committed $10 million to developing a plane that can’t be detected by radar.  With the project near completion and $9 million already spent, a rival company announces the availability of their own radar-blank plane, which is both superior in performance and lower in cost.  The question put to participants was simple – do you invest the remaining $1 million and finish your company’s (inferior and more expensive) plane, or cut your losses and move on?

Molden and Hui found that participants who had been put in a prevention mindset  (focused on avoiding loss) stayed the course and invested the remaining $1 million roughly 80% of the time.  The control group, included to provide a sense of how people would respond without any changes to their mindset, was virtually identical to the prevention group.  This suggests that when things go wrong and sunk costs are high, most of us naturally become prevention-minded, and more likely to try to keep waging a losing battle.

The odds of making that mistake were significantly reduced by adopting a promotion mindset (focused on potential gain) – those participants invested the remaining $1 million less than 60% of the time.*

When we see our goals in terms of what we can gain, rather than what we might lose, we are more likely to see a doomed endeavor for what it is, and try to make the most of a bad situation.

It’s not difficult to achieve greater clarity if you make a deliberate effort to refocus yourself when making your decision.  Stop and reflect on what you have to gain by cutting your losses now – the opportunities for happiness and growth.  If you do, you’ll find it much easier to make the right choice.

*Why not a bigger drop? Good question.  Remember that promotion focus was manipulated very indirectly through a totally unrelated writing task.  If you adopt a promotion focus directly with respect to the decision itself, considering what you could gain by moving on from your failure, the effects should be even stronger.

A Simple Fix for Miscommunication Part 2: Putting It Into Practice

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(From my Fast Company Blog)

A couple of weeks ago, I wrote a post on miscommunication in the workplace, and how so much of it is caused by the fact that people routinely fail to realize how little they are actually communicating. We think we’ve said a lot more than we actually have.  As a result, our colleagues are left guessing as to what we meant, or what we want from them.  All too often, they guess wrong.

Judging by the popularity of the post, Fast Company readers can relate.  You know how frustrating it is to be on the receiving end of communication that is confusing or vague.  But most of us have no idea that we are guilty of the same crime.  It’s easy to see why – after all, we know what we mean.  Unless we are confronted directly about how poorly we are communicating (something people are generally loathe to do, for a number of reasons), how are we to know if we’ve said enough?

I received a number of emails asking how to put the insight gained from the last post into practice on a daily basis.  Here are three strategies you can use to make sure that you are saying everything that needs to be said.

1)    Take a few moments before communicating to identify the key points you need to get across. Write them down if you think you might forget something when you are actually conversing (this is very common).  If you think any of your key points “go without saying,” you are probably wrong.

2)    Create a process for assessing understanding.  Everyone on your team needs to participate – don’t single anyone out.  When you communicate something to a team member, end the encounter by asking them to summarize in their own words what they heard.

For this to work well without anyone feeling patronized, you need to make it clear that this is not a test – your concern is that you didn’t communicate effectively, not that they weren’t paying attention.  Also, it has to work both ways.  When your team member brings something to your attention, you should summarize what you heard as well.

Without direct feedback, there is no way to figure out if the message was fully received.  But people are reluctant to provide this feedback if there is no explicit process in place.  They worry about looking foolish, or irritating the communicator (particularly when the communicator is the boss.)

3)    Invite questions should they arise.  Sometimes, you don’t realize that you didn’t understand what a colleague asked you to do until you actually try to do it.  At this point, it can be embarrassing to go back and admit “I don’t get it.”  Take the embarrassment out of it by reminding your team members that you are always happy to answer any questions that may come up later.  When you are asked for clarification, provide it with enthusiasm.

I know that all of this seems like a lot of work, and it is.  But the extra time and effort you put in to improving your team’s ability to communicate will be well worth it.  You’ll spend far less time fixing mistakes and putting out fires.  Your team will be more motivated and productive.  And you’ll have confidence that everyone is finally, and permanently, on the same page.

2 Ways to Get Kids to Eat Vegetables (That Actually Work!)

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As a part of every check-up, my pediatrician asks me about what my children (ages 2 and 4) are eating.  “Are they getting lots of vegetables?  Especially dark leafy greens, and iron-rich foods like broccoli?” she asks, one eyebrow raised skeptically.

“Oh, absolutely.  Lots.” I reply, while avoiding direct eye contact.  I’m not exactly lying – my kids are getting plenty of healthy foods.  They just aren’t really eating them, at least not as much as I’d like them to.

I’ve heard all sorts of advice about overcoming the Vegetable Problem.  Hide them in other foods, serve them first and leave the chicken and pasta for later, add lots of seasonings for flavor, make a big fuss over how much you love broccoli to fool them into thinking it’s delicious.  In my experience, these techniques aren’t all that helpful.  So like many a desperate parent, I have decided to resort to bribes.

Psychologists (myself included) frequently warn against using rewards to encourage behavior in children, because extrinsic rewards like treats, money, or even effusive praise can undermine a child’s intrinsic motivation to do something they already enjoy or find meaningful.  Once a child is rewarded for eating particular foods (the logic goes), they are less likely to eat those foods willingly once the rewards are removed.

While studies have shown that the danger of rewarding desired behaviors is very real when it comes to activities children already enjoy, like reading or solving math problems, it’s possible that rewarding a child for eating vegetables might prove more effective.  When your child already doesn’t like vegetables, there isn’t any intrinsic motivation to undermine.

In fact, new research by psychologist Lucy Cooke and her colleagues at University College London shows that with rewards, children not only eat their vegetables, but learn to like them, too.

At the beginning of the study, 422 children (ages 4-6) where shown six vegetables  (carrot, red pepper, sugar snap pea, cabbage, cucumber, and celery).  They were asked to taste a piece of each, rate how much they liked it (on a scale from yummy to yucky), and put them in order of best-to-worst tasting.

The researchers focused on the fourth-ranked vegetable for each child, inviting them to eat as much as they wanted, and measuring the amount eaten (usually, not much.)

The children were then offered that vegetable again on each of the next twelve days.  Some of the children were offered a tangible reward  (a sticker) for eating it, some were enthusiastically praised for eating it, and others were not given any kind of reward.  (Children in the control group were not offered the vegetable each day.)

At the end of the twelve days, and again after 1 month and 3 months, the researchers offered the vegetable again to all the children, but this time without any rewards, and observed how much they freely chose to eat.

Initially, after the rewards were removed, the children who were given a tangible reward ate the most of their vegetables.  Those who received praise, and those who were simply exposed to the vegetable each day, ate less than the sticker group, but still ate significantly more than the control group.

But after three months, the sticker group was no different than the praise group – and both groups were eating nearly twice as much of their vegetable, of their own free will, than the control group kids.

So if you want to encourage your children to embrace the delights of broccoli and green beans (and be able to look your pediatrician directly in the eye), try introducing rewards into your dining routine.  If you aren’t comfortable with the idea of paying your kids to eat, the good news is that some enthusiastic cheerleading works just as well in the long run.  Personally, I’m planning on investing in a lot of stickers.

Giving Employees the Feeling of Choice, When You Are Really Pulling The Strings

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A Guest Post for SmartBlog on Workforce:

Most managers and leaders have, on a regular basis, the unenviable task of trying to get other people to adopt particular goals.  Companies have agendas, and employees need to support those agendas if the company is to succeed.  But if you want your employees to live up to their full potential, it’s not enough that they do what you tell them to – that they work hard and meet deadlines because you said they have to, and you are watching.  Ideally, you want the members of your team to see that the goals they are pursuing have real value.

In fact, you want them to make the goals their own – and with good reason.  Again and again, studies show that the greatest motivation and most personal satisfaction comes from those goals that we choose for ourselves.   Self-chosen goals create a special kind of motivation called intrinsic motivation – the desire to do something for its own sake.   When people are intrinsically motivated, they enjoy what they are doing more, and find it more interesting.  They feel more creative, and process information more deeply.  They persist more in the face of difficulty.  They perform better.  Intrinsic motivation is awesome in its power to get and keep us going.

Autonomy is particularly critical when it comes to creating and maintaining intrinsic motivation.  But in the workplace, goals have to be assigned.  What’s a manager to do?

It turns out that it isn’t so much actual freedom of choice that matters when it comes to creating intrinsic motivation, but the feeling of choice.  Choice provides a sense of self-determination, even when choice is trivial or illusory.

The good news is, while true autonomy in the workplace can be hard to come by, the feeling of choice can be created fairly easily, using these three tips:

Tip 1: First, and most obviously, your employees need to understand why the goal they’ve been assigned has value.  Too often, managers tell their employees what they need to do, without taking the time to explain why it’s important, or how it fits into the bigger picture.  No one ever really commits to a goal if they don’t see why it’s desirable for them to do it in the first place.  Don’t assume the why is as obvious to your team as it is to you.

Tip 2: When the goal itself is predetermined by Management, allowing your employees to decide how they will reach the goal can create the feeling of choice necessary to be intrinsically motivated.  Allowing them to tailor their approach to their preferences and abilities will also give them heightened sense of control over the situation they find themselves in, which can only benefit performance.  (If you can’t give them total free reign, try giving them a choice between two options for how to proceed.  If even that is not possible, skip directly to Tip 3.)

Tip 3: If you have to assign both the goal and the method for reaching it, try creating the feeling of choice by inviting your employee to make decisions about more peripheral aspects of the task.  For instance, if your employees have to attend weekly team meetings to improve communication and collaboration (with both the goals and method for reaching it predetermined), you can have team members take turns deciding what the topic of the meeting will be each week, or even what kind of lunch will be ordered in.  Studies show that these more peripheral decisions create a feeling of choice, even when the choices aren’t particularly meaningful or relevant to the goal itself.

Take time to reflect on how you might be able create a greater sense of autonomy in your own workplace using these three steps. Choice is incredibly motivating – to bring out the best in your employees, harness its power.