> Example: A team member repeatedly complains about timelines. Each time, the manager extends them. Soon, complaining becomes the default negotiation strategy.

Well, are the timelines too short? Is the team member complaining, or are they pointing out actual problems with the proposed timeline? And if the complaining gets the timeline extended to something reasonable, is there a problem with it being a negotiation tactic if it works?

> Learned helplessness: complaint as despair

> Leadership move: Restore agency through small wins.

This feels like when we'd let our five year old pick out what clothes she wanted to wear. Shouldn't the leadership move here be to try to solve the source of the despair?

This article focuses on dealing with the team member, and not the sources of the complaints. Sure, some people are just negative downers. But the first three examples on the page seem like actual external problems that the complainers are noticing and voicing concern about.

(And if you think it's bad to have complainers, wait until the complainers realize that no change is forthcoming, and either stop engaging at all, or go find work somewhere better.)

It seems as if the leadership in this situation hasn't even considered that they may be in the wrong and the points brought up maybe valid. So many teams set unrealistic deadlines or expectations based on dates plucked from the air and then wonder why work can't be completed on time.