Positive Psychology - Strengths

At college today our MAPP class completed a SWOT Analysis for Positive Psychology. Here's a summary of what we thought are its greatest Strengths (not necessarily in priority order) :

• Evidence-based
• Universal - applies to all cultures and all life-stages
• Captures the public imagination
• Provides a common language
• Deals with real-life issues
• Brings together diverse fields, such as economics, politics, design and philosophy
• Goes beyond the "medical model" of traditional psychology
• Underpins sustainable development
• Bridges academia and real world
• Acknowledges the negative in human experience
• Gives us resources
  

I'll post some further info on the SWOT over the next few days.

Thanks to:

Lucy, Francesca, Claire, Paul, Emily, Charlotte, Elena, Melody, Sam, Valerie, Eleni, Cassie & Ilona for their input, and to Dr Carol Craig & Nic Marks for suggesting the exercise.

Image: Editor B

Unhappy workers take more sick leave

Gallup-Healthways has recently issued details of their Well-being Index - a survey of over 100,000 Americans which shows that employees who are unhappy at work take, on average, an extra 15 days sick leave a year. Yes, that's right, an extra 15 days a year.

The survey assesses well-being at work by asking employees about

i) job satisfaction,
ii) whether their boss is authoritative or collaborative,
iii) whether there is openness and trust in the workplace and
iv) whether their individual strengths are recognised.

Just over a fifth of full-time employees apparently reported working in a negative environment. Even if only a half of those surveyed are full-time, this still equates to an enormous amount of lost productivity.

Clearly this has significant cost implications for business and for the economy in general; so any organisation, profit-making or otherwise, which doesn't take employee well-being seriously should probably think again.

Positive Psychology, Music and Song

In this month's Positive Psychology News Daily article we explore the links between Positive Psychology, making music and singing in unison.

Not only are they both good for your physical health, scientists like Professor Stephen Clift of the Sidney de Haan Centre for Arts and Health are now investigating the benefits for psychological well-being, including increased happiness,self-esteem and self-efficacy, and reduced depression.

Read the rest of the article here.


Image: Tallalex85

Money, Happiness, Time

I really liked this article from Australia's Herald Sun yesterday, about the relationship between money and happiness. As you'd expect from that part of the world, it gets straight to the point; over a certain amount, money doesn't make you happier.

The article suggests that what people who work hard really want is more time, and advises that the way to create more time is to 'outsource' all the jobs that someone else can do for you more cheaply than you can do them yourself. OK, that's logical to me so far. But then it goes on to say that you should use the extra time you've created through outsourcing to "focus all your energy on bringing home the bacon.....After you've hit the economics of enough, money has little use, other than as a tool to allow you the economic advantage of creating the life you want with the limited time you have left".

Hmmm? Run that one by me again?

Surely if time is so precious the last thing you want to be spending it doing is more work? Unless, of course, you're absolutely passionate about your work, and have the kind of job that you'd do even if you weren't paid at all. Which is really my point - wouldn't it be better to find a job that you enjoy doing, where you can use your strengths every day, and which brings out the best in you? It might sound a bit pie-in-the-sky, but it's perfectly possible for the vast majority of people to achieve this with a little coaching support. You just need to know what your strengths are.


Thanks to Viv T for the article

Image source: bogenfreund

The Cost of Ill-health and Happiness

The cost of ill-health to the British economy is a staggering £103 billion a year according to a recent report from Professor Dame Carol Black, National Director for Health and Work. This article from today's spiked suggests that the government's attempts to get the unemployed back to work by e.g. re-branding "Incapacity Benefit" as "Employment and Support Allowance", is merely tinkering at the edges. I'm inclined to agree. Other carrot-and-stick measures such as tougher health tests for those claiming IB and requiring doctors to intervene sooner are unlikely to be successful and will instead just create more expensive targets and measures to be monitored and circumvented, in the same way that hospital waiting lists have been.

The article quotes one professor of psychiatry, Simon Wessely, as saying that many normal human experiences are being medicalised; for example feeling sadness after a bereavement is now seen as a health "problem" for which there should be a medical cure. People are encouraged to think of negative emotions as something can and should be avoided - take the frequency with which counselling is offered after traumatic events for example, even though there is growing scientific evidence that most people heal better and more quickly without it.

Off hand I don't know how the UK compares to other European countries regarding the true cost of ill-health (if anyone reading this does, let me know!). I agree with Mick Hume that the answer lies not in treating the entire problem as one of ill-health (and certainly not in the ways the government proposes), rather we need to be looking more seriously at the underlying causes. If it is the case that many of those people on IB should really be at work, the question is why they prefer to claim state benefits rather than make a meaningful contribution to society. That is a much deeper issue.

Once again I'm left thinking that those of us with an interest in Positive Psychology and the science behind happiness need to ensure we talk about the benefits of PP in business without it sounding like we inhabit cloud-cuckoo land.



Image: Lindseyy

The Benefit of Saying "Thank You"

Have you written your thank-you letters for all the gifts you received this Christmas?

You might be interested to know that there's been a great deal of research into the benefits of gratitude; grateful people, for example, report higher levels of life satisfaction, vitality, optimism and positive emotions, as well as lower levels of depression and stress*. I've talked about gratitude in several postings before, covered new ways of expressing gratitude, and looked specifically at Peterson's 10 minute exercise to increase your well-being by identifying the things you're thankful for.

This 30 minute BBC Radio 4 programme today explores the subject both for those people expressing their thanks, and for the people being thanked. It's well worth listening to for some real-life insight into the research.


* McCullough, Emmons & Tsang (2002)

Positive Thinking about Positive Psychology

Here's an interesting article in Personnel Today magazine; just don't be fooled by the title into thinking it's about Positive Mental Attitude stuff and boosting your self-confidence by repeating 'I'm great' twenty times a day....

It quotes Dr Tim Anstiss as saying "Wellbeing is not just about long walks, jogging and improving your diet, but about flourishing, discovering and using your strengths, and reaching your potential as a human being." Here, here. As a medical doctor with a masters degree in sports medicine and a post-graduate diploma in occupational medicine, Anstiss knows all about the benefits of exercise and nutrition. And we've been saying for some time now that companies which think they're got their well-being strategy sorted just because they provide salads in the canteen and issue free pedometers are missing the most important point; positive psychology is about way more than how much exercise you take and what you eat.

Anstiss presented to our UEL MAPP class a month or so ago on one of the projects he's working on, which is using a positive psychology approach to get the long-term unemployed back into work. I think that shows it's got credibility, don't you?

What's important to make clear from the start though is that in order to be of benefit to business, just like change management positive psychology has to be taken up and championed by leaders and managers outside of the HR department.

Empirical research shows that positive psychology really does present the opportunity of creating more resilient, engaged and productive employees. In a world where change is the only constant, which company could afford to turn their nose up at that?


Photo Credit: bibliogrrl


Thanks to Viv Thackray for the link

The Happiness Workout

Here's an interesting article from the Guardian which includes 5 simple steps to improve your happiness. These are all supported by empirical research, so you can have confidence that they'll actually have an effect, unlike some of the techniques you find in many self-help manuals.

What is particularly important about this article is Stanford University Professor Sonja Lyubomirsky's comment that in order to be happy you have to work at it. Although some people do seem to be born with a smile on their faces, others really do have to work harder at being happy.

We often assume that happiness can be ours simply for the price of a bigger house, larger car or another promotion but there is evidence to the contrary. And the more I study Positive Psychology the more I believe that happiness is something you do, not something you have. The American Declaration of Independence talks about 'the pursuit of Happiness' after all, not the acquisition of it. So why not try out some (or all) of the five steps in the article everyday for a week and let us know how you get on?



Thanks to MAPP colleague Viv Thackray for the link

Why you should be bad at something

Over the past couple of months I've written many times about the benefits of focussing on your strengths (e.g. here and here); most Positive Psychology literature (unsurprisingly) concentrates on what's good about using a strengths-based approach and mentions very little in the way of the downsides. I've come across the phrase "overusing strengths", but that's about it. You need to look quite hard at the VIA-IS, StrengthsFinder and Strengthscope websites to find anything suggesting there might also be disadvantages.

Carol Dweck's* research on fixed and growth mindsets made me wonder whether developing an inflexible view even of one's good points (e.g. strengths) might actually be a bad thing, and that's how I came to write my recent posting on Positive Psychology News Daily.

Anyhow, today I was sent a link to a post on the Berkun Blog, called "Why you should be bad at something". It's not just that being bad at something is OK, according to Scott Berkun it's an absolute necessity if you're going to learn something. How right he is. In order to learn you need to have a growth mindset, to try, and to keep trying over again when you fail. As a child you had a growth mindset - you'd never have learnt to speak, walk, read and write if you'd waited until you were good at it first.

What I like about Berkun's post is it links the themes of comfort zones (which we have also discussed before here), learning, ageing, mindsets and happiness.

Berkun says "This sounds idiotic but I think being good, as in proficient, isn’t good all the time... as I get older I realize how important it is for my soul to be bad or awful in at least one thing I do, and to take pleasure in it anyway. There is a way to take pleasure in things independent of my ability at them and I’m convinced that cultivating it will make me a happier person".

I dare you to be really bad at something!



* Carol Dweck (2006) Mindset: The new psychology of success


Thanks to Neil for the link to Scott Berkun's blog.

Positive Psychology at Work

How many of your employees do you think are going to get out of bed tomorrow morning, looking forward to coming to work for you?

If you read the Sunday Times last week you'd be forgiven for thinking that you probably need to offer a few more employee benefits. According to this article, positive psychology at work is all about whether you provide foot massages during office hours or organise awards ceremonies so you can pat your staff on the back once a year. It's an easy mistake to make, especially when referred to as 'employee well-being'. Organisations want tangible measures and quantifying how many employee benefits they offer, as well as how much they're worth, is a relatively straightforward exercise.

Using positive psychology in the workplace is very little to do with the value of employee benefits though, which means that charities and not-for-profit organisations can apply the principles, in many cases doing a better job than cash-rich companies. And it's not about providing 24/7 counselling to those who might need it either. So what is positive psychology at work, you might be wondering?

In short it's about enabling all employees to flourish, play to their strengths and reach their full potential. Sounds great but why would you want to do this? Well, there is growing research* which shows that it's good news for the bottom line, as well as an increasing number of forward-thinking companies (e.g. Ikea, Norwich Union, Royal & SunAlliance, Microsoft) who are using strengths-based approaches. It's not about being problem-focused, but neither is it about being solution-focused. It's about trust, respect and honesty, and developing an organisational culture where

i) the espoused values are the same as the values in use,
ii) leaders are role-models of confidence, optimism and resilience
iii) leaders inspire their teams to action
iv) leaders are transparent about their weaknesses, and open to being questioned and challenged about the direction in which they're heading
v) leaders see the task being accomplished and developing their people to lead as equally important.

So you can see that having a positive psychology approach at work is a million miles away from whether you have a company gym or not. And as with most organisation change, there are no short-cuts. You need vision, commitment and courage to create a positive organisation. So, as a business leader, are you up for the challenge?


Thanks to Hilary Jeanes for the ST article

* e.g. Lyobomirsky, King & Diener (2005)

Strengths-Based Recruitment

Norwich Union is a company at the cutting edge of leadership and management techniques in the UK, for the past 18 month piloting the use of a strengths-based approach in various areas of Organisation Development and Human Resource Management, such as recruitment.

For most candidates and companies, the interview process is something to be endured rather than enjoyed , but according to KarenStefanyszyn , Head of Organisation Development, focusing on what people are good at and what makes them tick has transformed the interview process at NU and had some remarkable knock-on effects in the business.

For example: over 91% of NU staff recruited using strengths-based interview techniques said that the interview prepared them for their new roles; over 72% agreed that it was easy to settle into their new role; and over 73% said that they now use their natural talents at work every day. I find these results astonishing when I consider a typical interview outcome - that the job is not what was expected, the honeymoon period lasts a matter of weeks before reality bites, and results in lower morale and motivation.

In addition, Stefanyszyn reports that 100% of recruits scored above 90% in quality audits, and staff turnover figures in the first 6 months were halved. As a result of such positive feedback, the company is piloting the use of strengths in other areas of OD andHRM such as talent management. We look forward to hearing how this progresses.

The use of strengths in business is not entirely problem-free however. As an organisation you need to be clear which strengths model is the best fit - there are many well-known and well-validated models to choose from (such as StrengthsFinder and VIA-IS), others are being developed (for example by Dr AlexLinley , Director of the Centre for Applied Positive Psychology ), or you could always create your own.

As with any management tool, it can provide a useful common language with which to explore and resolve issues. You still need to be mindful, however, of the downside - that some people get quickly attached to labels, and forget that tools are only a means to an end.

That said, the use of strengths is gaining traction in UK businesses for one very good reason - for creating positive energy and excitement at work, nothing beats it. Imagine actually having fun during a job interview, and coming away from it feeling that you had learnt something new about yourself - now that really would be radical. I believe that using strengths in recruitment has the potential to transform the interview process in this way.

If you have had experience of using a strengths-based approach at work, we'd love to hear from you.

Well-Being at Work

CIPD and Spirituality - not often you find those two terms in the same sentence!

At yesterday's Well-Being at Work seminar by the Chartered Institute of Personnel and Development, the UK's professional body for HR practitioners, we discussed the role of Spirituality in the workplace. Who would have thought that such a seriously business-minded association would even consider it? Thankfully the penny's dropping; connecting with your employees as whole human beings is good for them and it's good for your business. If you're not sure about this just look at Lyubomirsky et al's 2005 research.

Dr Noreen Tehrani, Occupational and Counselling Psychologist, skillfully presented an overview of the benefits of well-being to business performance. It's not a simple matter either; the CIPD's well-being model incorporates 5 of 12 possible domains - Physical, Emotional, Personal Development, Organisation and Values; all of these are interlinked. In order for the CIPD model to deliver, however, I think it has to actively develop psychological well-being by focusing on the positives, something which is only implicit in the model.

Peter Barnard, Registrar and Clerk to the Corporation for the Grimsby Institute of Further and Higher Education, described their journey towards a well-being culture over the last 5 or so years. They don't have a specific strengths-based approach as Positive Psychologists would recognise it, but they have put a huge amount of time and effort into creating physical well-being initiatives, culminating in them receiving two prestigious Employee Benefits Awards this year.

Dr Paul Pritchard, environmental risk specialist for Royal & SunAlliance presented a fascinating case study demonstrating how employee engagement throughout the organisation was transformed by the introduction of a National Volunteering Week. Pritchard was refreshingly honest about the fact that he didn't specifically set out to increase employee engagement, it was a happy by-product of a Corporate Responsibility initiative. I found this such an interesting story that I'll be featuring it in more detail in a later post.

According to the next speaker, Father Dermot Tredget OSB, a member of the Benedictine community at Douai Abbey, spiritual intelligence (SQ) is at the heart of being effective at work, simply because like EQ, PQ and IQ, SQ is a core part of what it is to be human. Asking someone to leave their spirituality at home means that you're not seeing the whole person at work. Before the non-believers amongst you stop reading, spirituality is starting to appear in many MBA and leadership programmes, e.g the Praxis Centre at the Cranfield School of Management. Fr Dermot also has many years business experience, an MBA from Bath University and regularly runs retreats for business leaders. I particularly liked this model of spirituality in the workplace for its emphasis on the importance of community-building, something which is often absent from organisations where people are too busy and too focused on business objectives to make meaningful contact with each other.

Finally Barbara Wren, Occupational Health Psychologist at the Royal Free Hospital in London, presented a simple systems view of well-being, which elegantly explained the conflict (and corresponding decrease in well-being) which arises when the employee, the role and the organisation are not aligned. Of course getting those three lined up is a lot more difficult in real life; it's a challenge that change managers have to contend with almost on a daily basis.

The seminar gave a valuable insight into how various organisations see the role of well-being at work, and the issues for anyone in the HR field trying to implement a balanced well-being policy. But stick with it; all the evidence shows that the benefits of getting it right, for both employees and the organisation, can be enormous.

If you have any comments on your own organisation's well-being policy, we'd love to hear from you.

Positive Psychology Coaching and Flow

Yesterday I was fortunate enough to attend a Performance Coaching Masterclass with Myles Downey, organised by the Academy of Executive Coaching in London. Downey founded the School of Coaching in 1997 and has recently acquired 100% ownership. His book, Effective Coaching: Lessons from the Coach's Coach, has been in my Top 3 since I started coaching and has been a crucial influence on my own approach ; in it he presents a compelling argument for non-directive coaching, in which the key role of the coach is to facilitate the coachee's (or client's or player's)

1) awareness, through actively noticing, and
2) responsibility, by allowing them to actively follow their own interest, make their own choices and decisions.

Awareness and responsibility are essential components of engagement and developing intrinsic motivation, and are therefore crucial to coaching effectiveness and success. Anyone working in business change management and transformation knows that change cannot occur effectively without them.

At the Masterclass, Downey performed two demonstrations, one in which he coached someone to catch a tennis ball one-handed. 'What's that got to do with business coaching?' you might ask. Well, it was a visible and powerful demonstration of what sports psychologist and coach Tim Gallwey referred to as The Inner Game, which is simply

Potential - Interference = Performance.

By getting the coachee to notice and focus their attention on the ball and how it is in flight, interference (in the form of fear, doubt, lack of confidence about ability etc) is removed and the coachee enters a flow state, in which they are more creative, insightful, relaxed, intuitive and objective. Rather than worry about dropping the ball and trying too hard to catch it, the coachee's focus is temporarily placed outside themselves, resulting in visibly improved performance.

With his emphasis on strengths and developing potential I would describe Downey as a true Positive Psychology coach. If you want to understand more about the role of Positive Psychology in coaching read Effective Coaching ; just be aware that the book was first published in 1999, before the term 'Positive Psychology' really came into regular use. Your coaching practice will be re-energised as a result.

Designing Your Happiness At Work

Stefan Sagmeister, Austrian-born graphic designer, shares his thoughts on the subjects of design and happiness . His insights are very personal (such as his list of breathtaking moments), however, there are many themes here which everyone can relate to - such as doing work which really matters to you, being able to immerse yourself in work without being interrupted and enjoying the end results of a completed project.

Please do watch this clip, it's only 15 minutes long, and contains some fascinating insight into the theory and practice of happiness. Plus it's always inspiring to hear someone talk with passion and humour about their work.

Any well-being practitioners or academics reading will instantly spot that what Sagmeister talks about supports theories like self-determination , intrinsic motivation , flow ,competence, autonomy, relatedness and so on.

I liked his lists too, there were some real snippets of wisdom in 'Things I have learned in my life so far'. In fact he has used some of them in his designs, for example, Being Not Truthful Works Against Me and Complaining is Silly: Either Act or Forget. I'll summarise them for you in a future post.

Thanks to Neil for sending this clip to me.