负面偏差表现为：

1、坏印象比好印象更容易形成。

2、比好事对人的影响大。

3、坏行为比好行为更影响关系。

4、大脑对坏刺激的反应比对好刺激更强烈而且留下痕迹更深。

「应用场景」

问责制的根本问题是，它现在所做的只不过是像会计流程那样计算数字。这个流程的计分性质，会产生一个内建的负面偏差（negativity bias），领导人会不假思索就寻找有缺失之处，而这种计分的结果通常就是强制分类，也就是数字或标签的分级系统，有时还会让员工与同侪作比较，以实施分级排名。最近，我与一个客户组织的领导人交谈，他刚做完绩效评核，觉得忿忿不平。“他怎么能给我打3分？我一直都是4分。我在整个职业生涯中，一直被评为最高分！现在突然变成3分，就因为公司只准他给一定数量的4分？”听听这位领导人对他自己和上司做出的痛苦结论。这本来应该是成效良好的谈话，却使他一直在乎一个数字，并且憎恨让他处于这种境地的那个人。并不是只有他如此。最近的一项神经科学研究显示，我们对自己被分类评等，会有被威胁的感觉，也就是说，如果有人以这种方式强制为我们分类，确实会让我们感到不安全。

The fundamental problem with accountability is that it now involves little more than the process of accounting. The scorekeeping nature of this process yields a built-in negativity bias, where leaders reflexively hunt for shortfalls, and the tallying usually ends with a forced categorization — a rating system of numbers or labels, sometimes stack-ranking employees against their peers. I recently spoke with a leader at a client organization just after his performance review, and he was infuriated. “How could he rate me a 3? I’ve always been a 4. My whole career, I’ve been rated at the top! Now, suddenly I’m a 3, just because he’s only allowed to give out a certain number of 4s?” Listen to the painful conclusions this leader is drawing about himself and his boss. What should have been a productive conversation left him obsessed with a number and resentful of the person who consigned him to it. And he’s not alone. A recent neuroscientific study revealed that we respond to being categorically rated with a sense of being threatened — we literally feel unsafe when someone puts us in a box in this way.