Cultivating Positive Intent Mindset Builds Trust and Collaboration

In a world increasingly defined by division and suspicion, the default posture of assuming negative intent is not only detrimental to individual well-being but actively undermines organizational success. This conversation with Professor Amar Kaissi reveals a critical, often overlooked, leadership skill: cultivating a "positive intent mindset." The non-obvious implication is that this isn't about naive optimism or avoiding accountability; rather, it's a strategic approach that, when practiced consistently, builds deeply entrenched cycles of trust and collaboration. Leaders who adopt this mindset, even provisionally, gain a significant advantage by fostering environments where people feel safer, more engaged, and ultimately, more productive. This is essential reading for any leader, manager, or individual contributor looking to navigate complex interpersonal dynamics and build more resilient, high-performing teams.

The Hidden Cost of Assuming the Worst

The pervasive negativity in our current socio-political climate has a tangible, corrosive effect on the workplace. As Professor Amar Kaissi observes, employees bring this external tension inward, leading to a default assumption of negative intent among colleagues, superiors, and even external stakeholders. This isn't just about feeling unhappy; it directly erodes engagement, collaboration, and trust. The immediate, visible problem is a less pleasant work environment. However, the deeper, downstream consequence is a systemic breakdown in communication and cooperation that impedes innovation and productivity. Conventional wisdom suggests vigilance and skepticism are protective, but Kaissi argues this approach, while seemingly prudent, creates unnecessary suffering and actively hinders positive outcomes.

"And because of that, we're seeing that employee engagement suffers, we see that collaboration diminishes, and trust is reduced. So all of that makes people just unhappy at work, and we all feel miserable. So the world around us is definitely affecting our working relationships."

This pervasive negativity, Kaissi explains, often stems from deeply ingrained psychological phenomena. The evolutionary imperative to assume threat, while once vital for survival, now manifests as a maladaptive response in professional settings. Compounding this is the fundamental attribution error: we judge others by their actions but ourselves by our intentions. When someone cuts us off in traffic, they're a "jerk"; when we do it, we're "rushing to an appointment." This cognitive bias makes it difficult to extend grace, as we rarely grant others the same charitable interpretation we afford ourselves. The immediate temptation is to react to the observed behavior, bypassing any consideration of underlying reasons. This leads to a cycle where perceived slights are met with suspicion, creating a self-fulfilling prophecy of mistrust.

The Strategic Advantage of Provisional Positivity

Kaissi reframes the conversation from naive optimism to "accountable positivity," emphasizing that assuming positive intent is a starting point, not an endpoint. It's about asking, "What if they're trying their best?" or "What if they have a valid reason?" before jumping to conclusions. This provisional stance, coupled with curiosity, allows for a more nuanced understanding of situations. Instead of immediately judging a colleague who misses an email deadline, one might ask, "What are the reasons that led to this?" This approach doesn't negate accountability; it simply shifts the initial lens through which behavior is viewed.

The downstream effect of this shift is profound. When leaders model this provisional positivity, they create "cycles of trust." Positivity, Kaissi notes, begets positivity. By seeking evidence that others are trying their best, leaders are more likely to find it, reinforcing that behavior. Conversely, a default to suspicion will uncover evidence to support that, creating a downward spiral. This creates a competitive advantage because the effort required to consistently practice this mindset is significant. Most individuals and organizations default to easier, more reactive stances. Those who invest the energy in curiosity and provisional trust build a more resilient and collaborative foundation that is difficult for others to replicate.

"So leaders who go in assuming that others are trying their best, they're going to find evidence that others are trying their best. Whereas if we do the opposite, if we go in with some biases, assuming that people are not trying, or that external stakeholders are trying to cheat us, or whatever it is, we're going to find evidence for that."

The five key capabilities Kaissi outlines--realistic optimism, empathy, humility, reality testing, and forgiveness--provide a framework for cultivating this mindset. Realistic optimism involves viewing mistakes as specific, short-term events rather than character flaws. Empathy requires humanizing others, recognizing shared humanity beyond tribal affiliations. Humility means acknowledging that one doesn't know everything, fostering curiosity. Reality testing involves checking assumptions, both internally and with others, and considering track records. Finally, forgiveness, crucially, is framed as a gift to oneself, releasing the burden of past grievances rather than condoning bad behavior. Practicing these skills consistently creates a durable advantage, as it builds a reservoir of goodwill and understanding that can weather inevitable workplace challenges.

From Individual Practice to Organizational Culture

The impact of this mindset extends beyond individual interactions; it can fundamentally transform organizational culture. Kaissi highlights companies like Axios, which has embedded "assuming positive intent" as a core value. When leadership models this behavior, it signals to the entire organization that people are valued as professionals who are motivated and engaged. This, in turn, encourages employees to reciprocate, leading to greater collaboration, going above and beyond, and ultimately, enhanced performance and happiness. The immediate difficulty lies in overcoming ingrained habits of suspicion and reactivity. The long-term payoff, however, is a robust culture of trust that becomes a significant competitive differentiator.

The restaurant owner who shifted from docking pay for lateness to requiring apologies to teammates and customers provides a powerful example. This wasn't about letting people off the hook; it was about re-framing the consequence to highlight the impact on the system--the team and the customer. This approach fostered a sense of responsibility and significantly reduced lateness. The underlying principle: assuming positive intent (that staff are adults who want to do a good job) and then creating conditions for them to understand and rectify the impact of their actions. This requires a willingness to experiment with unconventional solutions and to patiently observe their downstream effects, a hallmark of systems thinking.

"So she changed the procedure where if someone came in late, the first thing they had to do was to go and apologize to their team members for being late. And then they had to apologize to the customers because the customers had to wait longer for their food to come because the restaurant was short-staffed. And that change, that little tweak that they did, resulted in a significant reduction in the number of people who were showing late because they were starting to feel more responsible."

Key Action Items

• Shift from "Why" to "What": When addressing a perceived issue with a colleague, replace accusatory "Why did you do that?" questions with curious "What were the reasons that led you to this?" or "What are your concerns?" This opens dialogue rather than triggering defensiveness.
• Practice Provisional Judgement: Before reacting to a perceived negative action, pause and ask, "What if they have a valid reason?" or "Have I ever acted this way, and why?" This internal check can prevent premature judgment.
• Humanize Your "Tribes": Actively identify and challenge "us vs. them" thinking, whether it's between departments, political affiliations, or even sports rivalries. Recognize the shared humanity and motivations of those outside your immediate group.
• Reframe Mistakes as Specific and Temporary: When someone makes an error, consciously frame it as a single, specific incident related to the task, not a reflection of their overall character or competence. This is realistic optimism. (Immediate action, ongoing practice).
• Seek External Feedback on Perceptions: If you're unsure about the intent behind a comment or action, discreetly ask a neutral third party who witnessed the interaction: "Did you perceive that the same way I did?" This is reality testing. (Immediate action when needed).
• Practice Forgiveness for Personal Release: Identify a past grievance that continues to cause you emotional distress. Consciously decide to forgive the person for yourself, to release the burden and stop allowing them to occupy mental space. This pays off in reduced stress and improved well-being over weeks and months.
• Implement Restorative Consequences: For recurring issues (like lateness or missed deadlines), consider consequences that focus on the impact on others and require an apology or amends, rather than purely punitive measures. This requires 3-6 months of thoughtful design and implementation to build a new cultural norm.