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Embedding Learned Optimism in Safety and Transformation Initiatives

Research in behavioural science suggests learned optimism may be a valuable lever for resilience, engagement, and performance.

This issue of Metisphere Insights explores how learned optimism, as defined by Martin Seligman, can strengthen leadership capability across safety and transformation efforts as strategic infrastructure.

Reframing Optimism as Capability

Learned optimism is the ability to interpret setbacks as temporary, specific, and external. Seligman’s foundational work (1986)¹ links this mindset to greater persistence and performance under pressure. In one study, optimistic insurance salespeople outperformed peers by 37%.

In the resources sector, optimism may buffer against the psychological toll of prolonged change, risk exposure, and transformation fatigue.

Safety and Optimism: From Compliance to Ownership

In fatigued cultures, pessimism can lead to disengagement and safety protocols become procedural theatre. Yet when near misses are treated as learning moments and proactive actions are recognised, safety may promptly shift from obligation to ownership.

Research shows that a positive safety climate predicts stronger safety participation and fewer incidents (Neal, A., & Griffin, M. A., 2006)². Psychological safety, closely associated with optimism, also supports open hazard reporting and peer intervention (Edmondson, A., 1999)³.

Embedding optimism in safety practices can start with how leaders speak about incidents, not only what went wrong, but what was learned and how it moves the team forward.

It also includes reinforcing progress, even if incremental, and recognising individuals who role-model constructive risk awareness.

Safety Execution: Belief in Action

Safety efforts may be compromised if disconnected from operational reality and timeframes. Reframing them through the lens of contribution and possibility can strengthen buy-in:

  • Highlight cumulative progress to maintain engagement.
  • Share stories of personal impact to build belief in inclusion.
  • Frame governance as transparent and forward-looking to foster trust.

A recent PwC study (2024)⁴ found that 82% of employees want alignment between their employer’s values and their own, and 70% feel more fulfilled when contributing to social or environmental outcomes.

Transformation Fatigue and the Role of Optimism

Strategic initiatives often stall not due to poor design, but depleted belief. Learned optimism can help maintain forward momentum and support post-incident recovery.

Five Practical Levers for Leaders

  1. Reframe setbacks: Use leader debriefs to surface learnings.
  2. Celebrate progress: Recognise small wins consistently.
  3. Narrate with credibility: Pair belief with clear data and direction.
  4. Build explanatory skill: Help leaders model optimistic communication styles.
  5. Create sustaining rhythms: Use rituals that reinforce progress and possibility.

Closing Reflection

In a complex sector where many variables lie outside a leader’s control, what remains shapeable is mindset. Learned optimism may not be a solution in itself, but when embedded intentionally, it can become an effective performance multiplier. It can enable leaders and teams to keep showing up, solving, collaborating, and building, even when circumstances are imperfect.

Metisphere offers bespoke strategic advisory services designed to facilitate sustainable and positive behavioural change; ensuring that individuals, teams, executive groups and organisations are productive and engaged. Get in touch at https://metisphere.co/contact/.

References: 

  • ¹ Seligman, M. E. P., & Schulman, P. (1986). Journal of Personality and Social Psychology.
  • ² Neal, A., & Griffin, M. A. (2006). Journal of Applied Psychology.
  • ³ Edmondson, A. (1999). Administrative Science Quarterly.
  • ⁴ PwC (2024). Global Workforce ESG Preferences Study.

© 2025 Metisphere. All rights reserved.This publication may not be reproduced, distributed, or transmitted in any form without prior written permission from Metisphere. Brief excerpts or references may be cited with appropriate attribution. All third-party research referenced herein is properly credited. This document synthesizes publicly available insights under fair use for the purposes of commentary, analysis, and industry education. For permissions or inquiries, please contact: [email protected].