Coaching practices for Balance Premortem Positivity
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Balance Premortem Positivity, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I’m about to commit to this timeline and on paper it all looks fine, but I have a nagging feeling I’m glossing over the ways it could go sideways because admitting them now feels like talking myself out of it before I’ve even started.
- Right before something big, the people around me pile on the "you’ll be amazing, don’t worry"
- I keep putting off the things I say matter most as if I have unlimited time, and I’m losing days to small grievances and "somedays"
- After spending an hour imagining all the ways this could fail, I’ve talked myself right out of even starting
- I don’t want to lie to myself with forced positivity
Practices that may help
- Premeditatio Malorum, in Depth
Premeditatio malorum — the "premeditation of evils" — is the Stoic practice of deliberately imagining loss and adversity in advance: to take the shock out of setbacks, restore gratitude for what you have, and pre-plan your response. It comes in several variants (mental subtraction, worst-case rehearsal, fear-setting, the premortem) with different aims. The strongest support is the overlap with studied gratitude, exposure, and planning mechanisms — used briefly and bounded, since done wrong it tips into worry. - Run a premortem before committing
Imagine the project has already failed and work backwards to find why.
The Planning Fallacy — Why Your Estimates Are Always Wrong - Positive Sentiment Override: How to Build the Lens That Protects Relationships
Positive sentiment override (PSO) is Gottman’s term for a perceptual state in which the accumulated goodwill in a relationship causes partners to interpret neutral or mildly negative partner behavior charitably — as a mistake or a bad moment, not as evidence of ill intent. PSO is built through consistent positive interactions over time; its opposite, negative sentiment override, develops when negative interactions dominate and even neutral behavior is read as hostile. The evidence is observational; direct experimental manipulation of PSO as a clinical target is limited. - The Pre-Mortem: Imagine It Already Failed
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses. - Protect the strategy from well-meaning optimism
Recognize that others’ "positive thinking" attempts before your performance will disrupt your preparation — and manage that proactively.
Defensive Pessimism, Made Practical - Memento mori as the ultimate premeditation
Premeditate the final loss — your own death — as a clarifier of what actually matters now.
Premeditatio Malorum, in Depth - Pair the pre-mortem with a clear success vision
Balance failure analysis with an equally concrete picture of what success requires.
The Pre-Mortem: Imagine It Already Failed - Calibrate toward accuracy, not positivity
The target is a realistic, flexible explanatory style — not Pollyannaish optimism.
Learned Optimism: Seligman’s ABCDE Method - Deploy attention deliberately to positive present-moment experience
Train the habit of noticing what is going well — not as toxic positivity, but as a correction for negativity bias.
Attentional Deployment, Made Practical - Use benefit-finding specifically for illness-related adversity
The research on benefit-finding is strongest in the context of medical illness — use these practices during or after health challenges.
Benefit-Finding in Adversity, Made Practical
Related concerns
- Premeditatio Malorum In Depth With My Team
Before starting, assume the plan has already failed and ask why — then fix it now.
The premortem (imagine the project already failed)
- Project Premortem
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
- How To Run A Pre Mortem
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
- Klein Premortem Technique
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
- Planning Premortem
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
- Pre Mortem
A pre-mortem, developed by psychologist Gary Klein, has a team imagine that a plan has already failed and then work backward to explain why — before any work begins. The technique exploits "prospective hindsight": research found that imagining an outcome as a certainty makes people generate more, and more specific, reasons for it, surfacing risks that ordinary risk assessment misses.
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