The concept of zero-sum thinking originates in early economic theories and game theory. The term “zero-sum” comes from math, where in a zero-sum game, the total of gains and losses among the players always adds up to zero. John von Neumann and Oskar Morgenstern first formally described this concept in their 1944 book “Theory of Games and Economic Behavior.”

Throughout history, our ancestors often faced genuine scarcity, where one person’s gain did mean another’s loss. This was particularly true in hunter-gatherer societies with limited food and resources. As societies developed and became more complex, this way of thinking persisted, even when it was no longer applicable.

In psychology, research on the zero-sum bias gained traction in the late 20th century. Studies began to explore how this cognitive shortcut affects decision-making, negotiations, and interpersonal relationships. Researchers found that the bias can be particularly strong in competitive environments or when people feel threatened or insecure.

For teams, the Zero-Sum bias can lead to a fixed mindset, where team members believe that there is only one winner and that others will lose. This creates a competitive atmosphere, where team members are pitted against each other rather than working together towards a common goal. For example, if one team member is given more resources or attention, others may assume they are losing out, leading to resentment and conflict.

Non-zero-sum thinking, on the other hand, can lead to a culture of mutual support and collaboration. When team members see each other’s success as a positive force rather than a threat, they’re more likely to work together towards a common goal. If one team member has an idea, others may be inspired to build upon that idea, creating a snowball effect of new ideas and solutions.