Cultivating optimism: The 3 Ps and how they shape resilience and leadership

Optimism is often misunderstood. Some see it as blind positivity. Others confuse it with ignoring problems or pretending everything is fine. That is not what optimism is.

Optimism is about how we explain difficult situations to ourselves. It is about the story we tell when something goes wrong. And that story matters more than we usually think.

Research in psychology shows that optimistic people are more resilient. They recover faster after setbacks. They stay engaged when things get uncomfortable. And they are more likely to step into leadership roles, especially in complex and uncertain environments.

At NETO Innovation, we work daily with uncertainty: Funding decisions, technical risks, market validation, delays, rejections. None of this is abstract. So how we relate to difficulty is not a personal development topic on the side. It is part of how we work, decide, and lead.

One useful framework to understand this is the 3 Ps of optimism: Personal, Permanent, and Pervasive.

This framework helps make something invisible very concrete: how we interpret failure, feedback, and friction.

The way we explain events shapes our outcomes

When something does not go as planned, we rarely stop at the facts.

We receive a rejection email. A reviewer criticises our proposal. A partner pushes back. A meeting goes badly. Then comes the interpretation. And this interpretation often happens fast. Almost automatically. We do not notice it unless we slow down.

Psychologists call this our explanatory style. It is the habit we have developed over time to explain why things happen. Some explanatory styles make people more resilient. Others make people give up sooner, even when they are capable. The 3 Ps help us spot where our interpretation may be working against us.

The 3 Ps explained

1. Personal: “It’s my fault”

The first question we ask ourselves, often unconsciously, is: Is this about me? A personal interpretation sounds like this:

• “I’m not good enough.”

• “I messed this up.”

• “This proves I shouldn’t be doing this.”

When everything is taken personally, every setback becomes a judgment of worth.

An optimistic interpretation does not deny responsibility. But it adds context. It sounds more like:

• “Some parts were weak, and I can improve them.”

• “This feedback is about the proposal, not about me as a person.”

• “There are factors here that were outside my control.”

  
  

Optimism does not mean avoiding accountability. It means separating who you are from what happened.

2. Permanent: “It will always be like this”

The second question is about time. Is this situation temporary, or do we see it as fixed and unchangeable? A permanent interpretation sounds like:

• “This always happens to me.”

• “I’ll never get this right.”

• “Things won’t improve.”

When difficulty feels permanent, motivation drops fast. Why invest effort if the outcome will not change?

An optimistic interpretation treats setbacks as temporary.

• “This didn’t work this time.”

• “I can adjust and try again.”

• “This phase will pass.”

Temporary does not mean easy. It means change is possible. In innovation projects, this distinction is critical. Technologies evolve. Consortia mature. Proposals improve.

3. Pervasive: “It affects everything”

The third question is about scope. Does one negative event spill over into everything else? A pervasive interpretation sounds like:

• “If this failed, the whole project is doomed.”

• “If I struggled here, I’m failing everywhere.”

• “Nothing is working.”

This is where one bad meeting can ruin an entire week.

An optimistic interpretation keeps things specific.

• “This issue is limited to this task.”

• “Other parts of the project are moving forward.”

• “One problem does not define the whole situation.”

Keeping setbacks contained is a key leadership skill. It allows teams to keep momentum, even when one stream is blocked.

Cultivating optimism; Why the 3 Ps matter for leadership

Leadership is not about having fewer problems. It is about how you respond when problems appear. People watch closely in difficult moments. They notice:

• Do you collapse inward and take everything personally?

• Do you speak as if the situation is hopeless?

• Do you let one issue overshadow all progress?

• Or do you stay grounded, specific, and forward-looking?

Optimistic leaders are not naïve. They acknowledge risk. They name constraints. But they frame challenges in a way that keeps options open. This is especially important in research and innovation, where uncertainty is structural. If every setback is framed as permanent and pervasive, teams burn out fast. If setbacks are framed as temporary, specific, and workable, teams stay engaged.

A practical exercise: Noticing your own explanatory style

You do not need a major crisis to work with the 3 Ps. Small, everyday situations are enough. Bring to mind a recent situation that did not go well.

It could be:

• Negative feedback on a proposal or report

• A perceived failure

• A tense interaction with a partner or colleague

• A missed deadline

Now pause.

Before analysing or fixing anything, notice what happened in your body.

• Tight chest?

• Heavy stomach?

• Shallow breathing?

Then listen to the narrative that started playing in your head. Often it sounds very convincing. Write it down if you can.

Spotting a pessimistic explanatory style

A pessimistic interpretation usually combines all three Ps. It sounds like:

• “This is my fault.” (personal)

• “It’s always going to be this way.” (permanent)

• “Everything else will go wrong too.” (pervasive)

This inner narrative feels factual. But it is not neutral. It is one possible interpretation among many. And it has consequences. It drains energy. It narrows thinking. It makes future effort feel pointless.

Reframing with an optimistic lens

Now take the same situation and deliberately apply a different frame. Ask three simple questions.

Is this really personal?

• What parts were under my control, and what parts were not?

• What does this say about the situation, the timing, or the context rather than about me?

Is this really permanent?

• What could change next time?

• What have I learned that I did not know before?

Is this really pervasive?

• What is not affected by this?

• What is still working well?

An optimistic interpretation might sound like:

• “This outcome was disappointing, but it is not final.”

• “I can improve how I handle this next time.”

• “This experience does not define my future or the value of the project.”

This is not positive thinking for comfort. It is realistic thinking for action.

The past does not dictate the future

One of the most damaging assumptions we make is that the past predicts everything that comes next. In innovation, this is rarely true.

A rejected proposal does not mean the idea is weak. It may mean the framing was off, the timing was wrong, or the evaluators prioritised something else.

A technical dead end does not mean the technology has no future. It may mean a different pathway is needed.

Optimism keeps space for iteration. And iteration is where progress happens.

Cultivating optimism is a skill, not a trait

Some people seem naturally optimistic. Others are more cautious or critical. But research shows that explanatory style can be learned. This matters because it shifts the question.

It is no longer “Am I an optimistic person?” It becomes “How do I explain setbacks, and is this explanation helping me move forward?”

Like any skill, this takes practice, not perfection.

Applying the 3 Ps in daily work

Here are a few simple ways to integrate this into daily professional life:

• After difficult meetings, pause before reacting. Name the interpretation you are making.

• In team discussions, watch for language that sounds permanent or pervasive. Reframe it gently.

• When giving feedback, focus on specific actions and outcomes, not on personal traits.

• In leadership roles, model temporary and specific framing when addressing problems.

These small shifts change the emotional climate of teams.

Why this matters for innovation and funding

Innovation work already carries high cognitive and emotional load. Projects involve technical uncertainty, financial pressure, stakeholder expectations, and long timelines. If pessimistic explanatory styles dominate, teams spend energy defending themselves instead of solving problems.

Optimism, when grounded in reality, does the opposite. It supports:

• Persistence after rejection.

• Clear decision-making under uncertainty.

• Healthier collaboration.

• Sustainable leadership over long projects.

This is not about ignoring risk. It is about staying capable in the presence of risk.

A final thought

Difficult situations are unavoidable. How we relate to them is not. The 3 Ps offer a simple mirror. Not to judge ourselves, but to notice patterns. When we stop treating setbacks as personal, permanent, and pervasive, we regain room to act. And that room is where resilience, leadership, and innovation meet.

At NETO Innovation, we believe progress comes from this kind of grounded optimism. Not loud. Not naive. Just steady, thoughtful, and forward-looking.

Want to go further?

If this way of thinking resonates with you, you are not alone. If you want support to move forward with clarity - whether you are shaping an innovation strategy, preparing a funding proposal, or leading a complex project- we are here.

• Visit our website to learn more about our work and approach.

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• Or contact us if you would like to discuss your project, your challenges, or your next steps.

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Sometimes, a different way of framing things is the first real step forward.

References

• Seligman, M. E. P. Learned optimism: how to change your mind and your life. 2006. Reprint. 336 pages.

• Seligman, M. E. P., and Schulman, P. (1986). Explanatory style as a predictor of productivity and quitting among life insurance sales agents. Journal of Personality and Social Psychology. DOI: 10.1037/0022-3514.50.4.832

• Peterson, Christopher, and Tracy A. Steen, 'Optimistic Explanatory Style', in C. R. Snyder, and others (eds), The Oxford Handbook of Positive Psychology, 3rd edn (2021; online edn, Oxford Academic, 7 Mar. 2016), https://doi.org/10.1093/oxfordhb/9780199396511.013.70, accessed 12 Jan. 2026.

• RESILIENCEDEVELOPMENT CO® - The three Ps of optimism (Personal, Permanent, Pervasive). https://www.resiliencetraining.co.uk/the-three-ps-of-optimism/

• Defense Acquisition University (DAU) – The 3 Ps worksheet on learned optimism. The 3 P’s: A Framework for Learned Optimism. Link.