To understand reluctance, the SCARF model, developed by David Rock,^5,6 may provide some answers. The model highlights 5 domains that shape human motivation in organizations:

• Status: Our sense of relative importance
• Certainty: Our need to predict the future
• Autonomy: Our desire for control
• Relatedness: Our feeling of safety with others
• Fairness: Our perception of fair treatment

When these needs are threatened, our instinct is to withdraw or hesitate. When they are supported, we are more likely to engage and innovate.

“Learned helplessness,” a concept first identified by psychologists Martin Seligman and Steven Maier in the late 1960s,⁴ can develop in organizations where individuals repeatedly experience failures or roadblocks—especially when they feel powerless to change the outcome. Over time, this perceived lack of control leads to passivity and disengagement, even when new opportunities for success arise.⁴ This phenomenon is closely linked to the idea of “locus of control,” a theory introduced by Julian Rotter in 1954.³ Individuals with an internal locus of control believe they can influence outcomes through their own actions, while those with an external locus of control attribute success or failure to factors outside their control, such as luck, fate, or the actions of others.³ Organizations that intentionally foster an internal locus of control—by tapping into the SCARF model to empower individuals, encourage experimentation, and recognize effort—can help break the cycle of learned helplessness and build more proactive, resilient teams.

So, is it possible to overcome both the instinct to “wait and see” and the risk of learned helplessness? Consider these three steps:

1. Adopt a Test-and-Learn Mindset

How might one approach a new opportunity if permission was granted to make mistakes? A test-and-learn mindset values experimentation and sees learning from failure as meaningful progress.

This approach is fundamental to innovation. It allows us to clarify what works, adapt when things do not, and build on the lessons learned. Success is not always immediate, but each experiment can lead to bigger, bolder ideas.

Here, certainty is critical. We crave predictable outcomes, so uncertainty can be paralyzing. But if we reframe “failure” as valuable learning, we create certainty in the process—even if outcomes differ from our expectations.

A test-and-learn culture also shifts the locus of control internally: teams become empowered to act, test, and iterate, rather than feeling at the mercy of external factors. This empowerment breaks the cycle of learned helplessness by demonstrating that actions and decisions matter, and that setbacks are opportunities for growth.

Across pharma, the high-stakes environment often discourages risk-taking. However, for scientists, their collective roots lie in experimentation and iteration. The pharma industry’s R&D process is inherently test-and-learn, constantly evolving based on data. No product in the history of medicine has started as a single molecule drawn on a board through in vitro and in vivo testing to animal models to clinical trials and out into the world without modifications along the way—from structures to dosing to administration, companies are always searching for ways of improving. Omnichannel is another example of the test-and-learn approach in action. Quality methodologies around omnichannel use data and metrics to constantly evolve the approach and ensure the next best action is well informed.

There are also lessons from the food industry when it comes to test and learn. When sushi was first introduced to the United States, it was too foreign for many to embrace. So, innovators wrapped the unfamiliar—raw fish—in familiar ingredients like avocado and imitation crab, easing people into the new experience. This is now known as The California Roll Principle.⁷ The same principle applies to innovation in pharma: wrapping novel ideas in familiar frameworks can lower resistance and build confidence. If the aim is for teams to experiment and adopt new methodologies, the presentation of change may best be couched in ways that feel accessible, relatable, and safe—like starting with a California Roll before introducing sashimi.

This is the mindset to bring to our work overall. Remember, a linear journey to impact is rare—adaptation is essential.

2. Rethink the Impact Journey—Take the Scenic Route

Is progress a straight line from point A to point B? In reality, impactful work is more like a scenic route, with detours, course corrections, and learning along the way.

Here, autonomy and fairness are key. Empowering teams to adjust course based on real-time metrics gives people agency and ensures fair evaluation of efforts. Measurement is objective and evaluation provides context; both are vital for understanding impact.

It is how the course is set at the beginning of the year with annual plans—the plan is to execute Tactic A, then Initiative B, then Tactic C, and finally Initiative D. But if Tactic A is not as successful as it was hoped to have been, it would be remiss to just continue on to Initiative B.

Empowering individuals and teams to set checkpoints and make decisions along the journey fosters an internal locus of control. When people feel responsible for the route taken and see their choices reflected in outcomes, they are more engaged and less likely to fall into learned helplessness.

Setting checkpoints—using KPIs and metrics—is important in the assessment of the overall direction rather than blindly following the original plan. This iterative approach ensures the correct destination is reached, even if the path changes.

3. Balance Aspiration With Attainability

When setting goals, is it ever considered if they are truly achievable? Are easy wins added to the to-do list simply to check them off?

We all seek the recognition (status) of a big win. Neuroscience backs this up: the human brain is wired to crave the dopamine hit of future rewards, often fixating on end goals while overlooking the smaller milestones needed to get there.⁸ Yet, this fixation can create a motivational gap—when progress feels invisible, momentum stalls. Setting only lofty, long-term goals can be demotivating if they feel out of reach, but breaking goals into visible, achievable steps sustains engagement by feeding our need for progress and reinforcing an internal locus of control. Recognizing and celebrating incremental wins helps counteract learned helplessness and builds the belief that effort drives outcomes.

Mission statements like “closing care gaps” or “providing access for all” are essential, but they may take years to realize. Instead, the industry should be building in measurable, attainable day-to-day impact metrics that align with these ambitions. This approach delivers real progress and fuels the relatedness and motivation we need to sustain our efforts.

By setting and achieving attainable goals, individuals reinforce an internal locus of control, which not only boosts motivation but also inoculates against learned helplessness. Each accomplishment—no matter how small—proves that effort makes a difference.

Conclusion: The Human Element Behind Impact

To create real impact, the human psychology behind our actions must be addressed. By embracing the SCARF model and supporting an internal locus of control, it is possible to

• Adopt a test-and-learn mindset—creating certainty, fostering growth, and building resilience against learned helplessness
• Recognize non-linear journeys—building autonomy, fairness, and a sense of agency through measurement and course correction
• Balance aspiration with attainability—cultivating status, relatedness, and a sense of personal control over progress