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Although individuals vary in how optimistic they are about the future, one assumption that researchers make is that optimism is sensitive to changes in life events and circumstances. We examined how optimism and pessimism changed across the lifespan and in response to life events in three large panel studies (combined N = 74,886). In the American and Dutch samples, we found that optimism increased across younger adulthood, plateaued in midlife, and then decreased in older adulthood. In the German sample, there were inconsistent results with respect to age differences and mean level changes in optimism. Associations between life events and changes in optimism/pessimism were inconsistent across samples. We discuss our results in the context of life events and lifespan development.

Sixty-one percent of owners reported capital outlays in the last six months, up four points from October. Of those making expenditures, 41% reported spending on new equipment, 23% acquired vehicles, and 17% improved or expanded facilities. Eleven percent spent money on new fixtures and furniture and 6% acquired new buildings or land for expansion. Twenty-three percent (seasonally adjusted) plan capital outlays in the next few months.

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A net negative 17% of all owners (seasonally adjusted) reported higher nominal sales in the past three months, remaining the lowest reading since July 2020. The net percent of owners expecting higher real sales volumes improved two points to a net negative 8%.

Seasonally adjusted, a net 36% of owners reported raising compensation, unchanged from October. A net 30% (seasonally adjusted) plan to raise compensation in the next three months, up six points from October and the highest reading since December 2021. Eight percent of owners cited labor costs as their top business problem.

Seasonally adjusted, a net 36 percent reported raising compensation, unchanged from October. A seasonally adjusted net 30 percent plan to raise compensation in the next three months, up 6 points from October and the highest reading since December 2021. Eight percent cited labor costs as their top business problem, down 1 point from October. Twenty-four percent said that labor quality was their top business problem (up 1 point). The frequency of reports of positive profit trends was a net negative 32 percent, unchanged from October. Among owners reporting lower profits, 36 percent blamed weaker sales, 16 percent blamed the rise in the cost of materials, 14 percent cited labor costs, 9 percent cited lower prices, 6 percent cited the usual seasonal change, and 5 percent cited financing costs. For owners reporting higher profits, 60 percent credited sales volumes, 14 percent cited higher selling prices, and 11 percent cited usual seasonal change.

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Some of his earlier work began to consider how optimism and pessimism were related to how people explained the cause of challenges and adverse events, which set the stage for more studies into other subjects:

Optimistic people are also less likely to need rehospitalization after a coronary bypass or repeat cardiac operations (Scheier et al., 1999; Helgeson, 2003; Cauley et al., 2017). Compared to pessimists, optimists are also less likely to develop high blood pressure (Everson, Kaplan, Goldberg, & Salonen, 2000), suffer from stress-induced changes in immunity (Kubzansky, Sparrow, Vokonas, & Kawachi, 2001), and even develop heart disease in the first place (Brydon, Walker, Wawrzyniak, Chart, & Steptoe, 2009).

This higher motivation was also shown in studies of college students (Solberg Nes, Evans, & Segerstrom, 2009). In academic contexts, higher optimism was also coupled with better grade point averages, perhaps because optimistic tendencies have been linked with higher persistence (Segerstrom & Solberg Nes, 2006).

Seligman himself researched the optimism levels of Metropolitan Life Insurance (MetLife) agents in 1985, a study that he describes in Learned Optimism. At the time, MetLife was struggling with poor staff retention rates despite investing vast amounts in training, so Seligman introduced an optimism test to their screening process.

Because the company was short on employees, they hired a few who scored below the cut-off point. Two years after hiring, the optimistic employees had sold 31% more than the pessimists (Seligman & Schulman, 1986; Seligman, 2006).

Returning to our original question, there are a few potential psychological reasons why we may be pessimistic at specific times, or in general. Learned optimism is the idea that these can be addressed.

Relearning your own ABC process is about becoming more aware of these cognitive distortions or pessimistic explanatory styles, confronting them, and replacing them with more optimistic and adaptive thoughts. Simply understanding these relationships is often the first step to changing the way you think to a more hopeful one (Saelid & Nordahl, 2017).

It features a good deal of detail regarding the experiments he was academically involved in and anecdotes about how relevant theories were developed. Learned Optimism also covers the potential dangers of extreme or unrealistic optimism and gives some easy-to-digest pointers on how to be adaptively optimistic, such as:

Tackling cognitive distortions, as we mentioned, is part of learning to be more optimistic. This involves being aware of your thoughts, trying to be objective about them, and challenging them (Miller, 2001).

This is the bison packed into the back of my truck, to be taken to the processor. We brought three huge coolers and could only get about 60% of the animal in the coolers. I had to buy like 10 bags of ice to dump on the two shoulders you see there to keep them cool to get to the processor. It will end up being about 300 pounds of meat, and each family will get about 100 pounds. I also use the bones and ligaments for bone broth, we are tanning the hide, and mounting the head:

So Dr. Seligman did some research on optimism and success, and the results surprised him, and after a lot of back-and-forth with colleagues and more research, he came up with a theory and a side-business of selling tests that predict whether salespeople are going to be successful. I want to emphasize the word research, because the plural of anecdote is not data. No matter how many nice people like me tell you something from our experience, it is not the same thing as what Dr. Seligman does to come up with this stuff.

So I know I just sprung this on you, but I am going to take a drink of water right now, and while I do that, those of you who are still awake and not twittering your drinking plans might want to try to decide for yourself whether optimistic people tend to explain the world personally or impersonally, whether they tend to explain the world generally or specifically, and whether they tend to explain the world permanently or temporarily.

So there you have it. One predictor of success is this characteristic Dr. Seligman calls optimism, which he measures by testing whether you explain good or bad events as being personal, general, and permanent.

The optimism bias protects us from accurately perceiving the pain and difficulties the future undoubtedly holds, and it may defend us from viewing our options in life as somewhat limited. As a result, stress and anxiety are reduced, physical and mental health are improved, and the motivation to act and be productive is enhanced.

I consider myself an optimist. I think things will generally get better over time for most people even if the path between now and then is a neverending parade of setback, surprise, chaos, and disappointment.

People aren't always optimistic or always pessimistic, but most people tend to lean toward one of these thinking patterns. The good news is, if you tend to be more pessimistic, you're not destined to always think that way. We can all become more optimistic by adjusting the way we see things.

When something good happens, optimists think about what they did to make the situation turn out so well. They see their abilities as permanent, stable parts of themselves. They think of how this good thing can lead to other good things.

When things don't go as expected, it's the reverse: Optimists don't blame themselves. They see setbacks as temporary. When something goes wrong, optimists link it to a specific situation or event, not their capabilities. Because they don't view setbacks as personal failings, optimists are able to bounce back from disappointment better than pessimists.

Optimism lets us see disappointing events as temporary situations that we can get past. It strengthens us to try again rather than give up. It allows us to keep our goals and dreams in play so we can act on the motivation to keep working toward them. Because of this, optimistic people feel more in control of their situations and have higher self-esteem.

Imagine your brother is texting while he drives you to rehearsal. Your negative thinking alerts you: "Hey, this isn't good!" So you tell your brother to stop, if not for his own safety, for yours. In this case you're combining pessimistic thinking ("Texting leads to car crashes!") with optimism ("I know I can do something about this.").

Just about all of us go through a rough patch now and then where it can seem like nothing's working. It's healthy to identify feelings when we're discouraged, and it's OK to talk about what's wrong. Confiding in someone can lift your mood and remind you of the optimistic possibilities. Negative thinking can help you move forward, as long as you don't get stuck focusing on what's wrong.

Optimism is a thinking style that can be learned, which means that pessimism can be unlearned! It can take a little while, so don't feel discouraged. Becoming more aware of the two styles can gradually help you start noticing more ways to be optimistic. Just keep telling yourself, "I can be more optimistic and I'm going to keep practicing!" ff782bc1db