Byron's Babbles

In the awesome book I just finished reading, Rethinking Positive Thinking: Inside the New Science of Motivation, Gabriele Oettingen introduces the concept of “free-floating fantasy” as a form of unproductive daydreaming. This is when individuals indulge in positive fantasies about their future without any concrete planning or action towards achieving their goals.

For example, someone might fantasize about landing their dream job or having a perfect relationship without taking any realistic steps to make those fantasies a reality. While this kind of thinking can feel good in the moment, it often leads to disappointment and inaction because it lacks a focus on practical efforts and obstacles.

Also, “free-floating fantasy” refers to an idealized vision or dream that lacks a concrete foundation in reality. In the context of change leadership within an organization, this could manifest as a leader who has a grand vision for the future—say, transforming the company into a market leader through innovative technology—but doesn’t establish a practical plan to achieve it.

As another example, let’s say a CEO dreams of their organization being at the forefront of sustainability in their industry. They passionately communicate this vision to their employees, inspiring them with the idea of being environmental champions. However, if this vision remains a “free-floating fantasy” without actionable steps—like implementing specific sustainability practices, investing in green technologies, or training employees on eco-friendly processes—the organization may struggle to make any real progress.

Oettingen contrasts free-floating fantasies with her WOOP technique (Wish, Outcome, Obstacle, Plan), which encourages people to not only dream about their desired outcomes but also to recognize potential obstacles and create actionable plans to overcome them. This method helps ground one’s aspirations in reality and promotes a more proactive approach to achieving goals.

This bridging of the gap with WOOP will help to ensure that goals are not just fantasies by preventing:

1. Employee Disillusionment: If team members feel excited by the vision but see no tangible actions behind it, they may become disengaged and skeptical. This can lead to a lack of trust in leadership.
2. Misallocation of Resources: Leaders might allocate resources toward initiatives that are aligned with the fantasy but not grounded in feasibility or practical application, leading to wasted time and money.
3. Resistance to Change: Those we serve may resist changes if they perceive the leadership’s vision as unrealistic. They might prefer a more step-by-step, practical approach rather than a lofty, unattainable goal.

To harness the power of this visionary thinking while avoiding pitfalls, leaders should complement their exciting visions with a well-defined strategy.