Research shows that takers harbor doubts about others’ intentions, so they monitor vigilantly for information that others might harm them, treating others with suspicion and distrust. These low expectations trigger a vicious cycle, constraining the development and motivation of others. Even when takers are impressed by another person’s capabilities or motivation, they’re more likely to see this person as a threat, which means they’re less willing to support and develop him or her.

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If they think the behavior is safe, we should emphasize all the good things that will happen if they do it — they’ll want to act immediately to obtain those certain gains. But when people believe a behavior is risky, that approach doesn’t work. They’re already comfortable with the status quo, so the benefits of change aren’t attractive, and the stop system kicks in. Instead, we need to destabilize the status quo and accentuate the bad things that will happen if they don’t change. Taking a risk is more appealing when they’re faced with a guaranteed loss if they don’t. The prospect of a certain loss brings the go system online.

givers always score high on other-interest, but they vary in self-interest. There are two types of givers, and they have dramatically different success rates. Selfless givers are people with high other-interest and low self-interest. They give their time and energy without regard for their own needs, and they pay a price for it. Selfless giving is a form of pathological altruism, which is defined by researcher Barbara Oakley as “an unhealthy focus on others to the detriment of one’s own needs,” such that in the process of trying to help others, givers end up harming themselves.

Rice professor Erik Dane finds that the more expertise and experience people gain, the more entrenched they become in a particular way of viewing the world. He points to studies showing that expert bridge players struggled more than novices to adapt when the rules were changed, and that expert accountants were worse than novices at applying a new tax law. As we gain knowledge about a domain, we become prisoners of our prototypes.