What's the Worst That Could Happen?
And while we're at it, what's the best?
Have you ever considered doing something new, only to find yourself imagining all the things that could possibly go wrong?
You think about applying for a new job. What if you don't get it? What if you do get it, and you're hopeless? What if everyone realises you haven't got a clue what you're doing?
You consider joining a fitness class. What if you're the least fit person there? What if you can't keep up? What if everybody else looks fabulous in their matching Lycra while you're struggling to work out which end of the resistance band to hold?
Or perhaps you're thinking about starting a business, having a difficult conversation, going on a date or making a significant change in your life.
And before you've even begun, you've imagined approximately seventeen different ways it could all end in disaster.
But here's an interesting question. Why are we sometimes so good at imagining what could go wrong, yet so much less inclined to imagine what could go right?
Our brains are rather good at spotting trouble
Humans have an understandable tendency to pay attention to potential threats. After all, being able to recognise danger has been rather useful throughout our evolution.
Psychologists describe a related phenomenon as negativity bias — the tendency for negative information and experiences to have a particularly strong influence on our attention, thinking and behaviour.
This doesn't mean we're all naturally pessimistic. It simply helps explain why potential problems can sometimes demand more of our attention than potential opportunities.
And when we're facing uncertainty, our imagination can become particularly inventive.
A small concern becomes a bigger one. Then another possibility appears. Before long, we've mentally constructed an entire chain of unfortunate events, none of which has actually happened.
When imagining the worst becomes a habit
In psychology, catastrophising describes a pattern of thinking in which we anticipate or interpret situations in an excessively negative way, sometimes jumping to the worst possible conclusion.
You make a mistake at work and immediately imagine losing your job. Someone doesn't reply to your message and you wonder whether you've upset them. You stumble over a few words during a presentation and convince yourself everybody thought you were dreadful.
Of course, things sometimes do go wrong. But there's a difference between recognising a possible problem and treating that possibility as though it's almost certain to happen.
And the more time we spend imagining an unpleasant outcome, the more convincing it can begin to feel.
Just because we can imagine something happening doesn't mean it's likely to happen.
What's the worst that could happen?
This can actually be a useful question — provided we don't stop there.
Let's imagine you're considering giving a presentation.
What's the worst that could realistically happen?
Perhaps you forget what you're saying, lose your place or feel embarrassed. People might not find it particularly interesting.
Unpleasant? Possibly. The end of the world? Probably not.
But sometimes the worst-case scenario is more serious. Changing careers could involve financial uncertainty. Ending a relationship might affect your family. Starting a business could put money at risk.
Those concerns deserve proper consideration, not a cheerful instruction to just go for it!
The aim isn't to dismiss risks. It's to understand them.
What could realistically go wrong? How likely is it? And what could you do to reduce the risk or manage the consequences?
A concern that can be examined and planned for is often easier to work with than a vague sense that everything might go terribly wrong.
And what's the best that could happen?
Now here's the question we sometimes forget to ask.
What if the presentation goes brilliantly? What if people find it interesting, you enjoy yourself and somebody asks you to do another one?
What if you apply for the job and get it? What if you make wonderful new friends at that class? What if your business idea turns out to be something people genuinely want?
We're often quite prepared to spend time imagining embarrassment, rejection and failure.
But how much time do we spend imagining enjoyment, achievement, connection or opportunity?
This isn't about positive thinking magically making everything work out. Imagining a wonderful outcome doesn't make it any more certain than imagining a disastrous one.
But considering positive possibilities alongside negative ones can give us a more balanced picture.
After all, if we're going to speculate about the future, perhaps we should at least explore more than one version of it.
What about the most likely outcome?
There's a third question that's often even more useful.
What's most likely to happen?
Perhaps the presentation won't be spectacular or disastrous. You'll probably feel nervous, make a few mistakes, communicate your main points and learn something for next time.
Perhaps the new fitness class will feel awkward for the first ten minutes, and then you'll discover that everyone else is far too busy concentrating on themselves to worry about what you're doing.
Perhaps the business won't become an overnight success, but you'll attract a few customers, discover what works and gradually improve.
Life often unfolds somewhere between our most optimistic hopes and our most dramatic fears.
And sometimes the outcome is something we hadn't imagined at all.
The cost of not doing something
When we're considering a change, we naturally think about the risks of taking action.
But what about the risks of doing nothing?
What might happen if you stay in a job you dislike for another five years? Never try the activity you're curious about? Keep avoiding an important conversation? Continue postponing something that matters to you?
Sometimes doing nothing is a perfectly sensible choice.
But it's still a choice, and it can have consequences of its own.
Are you giving the risks of taking action more attention than the possible costs of staying exactly where you are?
A little self-reflection
Think about something you're considering, worrying about or putting off.
What situation are you thinking about? What decision, opportunity or change is on your mind?
What's the worst realistic outcome? Try to distinguish what could happen from what is reasonably likely.
What's the best realistic outcome? What opportunities or positive experiences might come from taking action?
What's the most likely outcome? If you considered the evidence rather than just your fears or hopes, what might you expect?
What evidence supports your concerns? Are you drawing on facts, past experiences, assumptions or somebody else's opinion?
What could you do to reduce the risks? Is there information, preparation, support or a smaller first step that would help?
If things didn't go as planned, how might you respond? What resources, strengths or support could you draw on?
What's the possible cost of doing nothing? What might you gain or lose by staying where you are?
What would you choose if you gave the positive and negative possibilities equal consideration?
A simple exercise: Three possible futures
Choose one situation and explore three realistic possibilities.
Worst realistic outcomeBest realistic outcomeMost likely outcomeWhat could go wrong?What could go right?What does the available evidence suggest?How could I reduce the risk or respond?What might I gain or learn?What could I do to prepare?
Then ask yourself:
Having considered all three possibilities, what feels like a sensible next step?
It might be taking action, gathering more information, making a smaller commitment or deciding that now genuinely isn't the right time.
The purpose isn't to push yourself into a decision. It's to make that decision with a clearer understanding of the possibilities.
A final thought
Our imaginations are remarkably powerful. They allow us to anticipate problems, prepare for challenges and protect ourselves from unnecessary risks.
But they can also create convincing stories about things that haven't happened.
And if we only ever imagine the negative possibilities, we may find ourselves making decisions based on a rather incomplete picture of the future.
The aim isn't to become relentlessly optimistic or pretend that everything will work out beautifully.
It's to recognise that the worst-case scenario is only one possible outcome — not a prediction.
So the next time you catch yourself asking, "What's the worst that could happen?", perhaps follow it with two more questions:
"What's the best that could happen?"
"And what's most likely to happen?"
Because sometimes the greatest risk isn't that something will go wrong.
It's that we become so preoccupied with what might go wrong that we never discover what could have gone right.
Something to think about, don't you think?
The psychology behind this sheet
Baumeister, R. F., Bratslavsky, E., Finkenauer, C., & Vohs, K. D. (2001). Bad is stronger than good. Review of General Psychology, 5(4), 323–370. — Why negative experiences and information can have a disproportionate influence.
Beck, A. T. (1976). Cognitive Therapy and the Emotional Disorders. International Universities Press. — Patterns of thinking, including exaggerated negative interpretations.
Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometrica, 47(2), 263–291. — How people evaluate potential gains and losses when making decisions.
Gilovich, T., & Medvec, V. H. (1995). The experience of regret: What, when, and why. Psychological Review, 102(2), 379–395. — How regrets about action and inaction can differ over time.
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Disclaimer: This handout is intended for general information, education and self-reflection only. It does not diagnose or treat any psychological or mental health condition or replace professional medical, psychological, legal or financial advice. The exercises are intended to support balanced reflection and informed decision-making, not to minimise genuine risks or encourage unnecessary risk-taking. Fusion Fit coaching supports self-awareness, personal development and behaviour change but does not provide clinical diagnosis or treatment.