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Positive People,Positive Organizations
Six Secrets of aStrengths-Based Organization
University of Houston Clear LakeStudent Leadership Institute
Fall Workshop Series November 2005
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Organization A
Self-interest
Anxiety
Competition
Greed
Secrecy
FavoritismDistrust
Uncertainty
Compliance
Command and control
Burnout
Bargaining
Win-lose
Survival
Putting out firesManipulation
Selfishness
Profit maximization
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Organization BCaring
Compassion
Trust
Forgiveness
Encouragement
Appreciation
Vitality
Abundance
Meaningfulness
Resilience
Humility
Inspiration
Optimism
Hope
Generosity
Self-reflection
Learning and growth
Dedication
Compassion
Loyalty
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Where Do You Want to Work?
Organization
A
Organization
B
WHY?
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Why Are Organizations TheWay They Are?
Psychology
Psychology and Management
Positive Psychology
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Psychology
Began with 3 broad objectives:
To prevent psychological or emotional
problems To repair damage
To build strengths
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The Focus of PsychologicalResearch
Computer search ofpsychological literature: 375,000 articles on
dysfunctional humanqualities (mental illness,anxiety, depression, etc.)
1,000 articles on positive
concepts and qualities Negative to positive ratio
of 375:1
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Psychology and Management
Psychology influenced our views oforganizations
Organizations are full of dysfunctionalpeople; organizations need to be fixed
Organizations are mechanistic, structural,cause and effect entities
To move ahead, remove whats holding usback
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Deficit-Based Management
For yearscompanies
have used thisapproach tomanagechange
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Consequences of Deficit-BasedManagement
A culture of weakened relationships,defensiveness and finger-pointing
Low morale; work becomes oneproblem after another
Those solving the problems tend to
be one or more levels away from theproblem itself
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Consequences of Deficit-BasedManagement (contd)
Resistance to change
An emphasis on yesterdays failures;
few positive images or visions of thefuture created
Reduced creativity and innovation
Organization develops a negativeinner dialogue
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Time to Change Focus?
In terms of improving performance and
productivity in our organizations, we have
probably come as far as we can go by
attempting to fix whats wrong with
people.
But can we learn from our strengths?
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The Positive PsychologyMovement
Shift of emphasis
Ask What is right with people?
What are people's strengths?
How do we help people develop theirstrengths?
What are the consequences ofdeveloping strengths?
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Focus of Positive Psychology:
The Development of Human Strengths
Optimism
Hope
Self-efficacy
Spirituality
Wisdom
Trust
Compassion and forgiveness
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Developing a Strengths-BasedOrganization
Organizational change begins with thepeople in the organization
Positive Organizations actually refersto the positive development of people
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Six Sources of Personal andOrganizational Strength
Positive Virtues Positive Meaning
Positive Emotions Positive Relationships
Positive Outlook Positive Leadership
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Positive Virtues
Virtues are human qualities that reflectstrength or excellence
Love of
learning
Curiosity
Compassion
Kindness
Fairness
Forgiveness
Loyalty
Duty
Gratitude
Honor
Generosity
Modesty
Integrity
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Positive Virtues in Organizations:Its Our Choice
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Positive Virtuesand Organizational Performance
Timberlands CEO, Jeffery Schwartz:
If we dont make money, no amountof virtue will do our firm any good
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Research on Virtues:Forgiveness
Better social relationships
Feelings of empowerment
Less physical illness
Less depression and anxiety
Greater sense of subjective well-being
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Research on Virtues:Compassion
More likely to help others
Making moral decisions
Stronger interpersonal relationships
Reduced moodiness and depression
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Research on Virtues:Gratitude
Positive interpretation of dailyexperiences
Helping behaviorsHealthier, long-term relationships
Positive resolutions to conflict
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Research on Virtues:Case Study
8 business units randomly chosenfrom large corporation (transportation)
Geographically dispersedUnits representative of overallcorporate performance
Company had recently downsizedEmployees at all levels and functionscompleted survey
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Research on Virtues:Case Study
Organizational virtuousness scores foreach unit computed
Compassion Integrity
Forgiveness
Trust Optimism
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Research on Virtues:Case Study
Results show virtuousness related to:
Higher unit productivity
Higher quality outputs Lower employee turnover
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Virtuousness in Organizations
Possible to create a virtuous culture
Results in high quality relationships
Fosters prosocial behavior
Enhances a sense of resiliency
Produces positive emotions in people
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Positive Emotions
Work is Where We Think
We like to think of organizations inrational terms; Logic, not emotions
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Positive Emotions
How You Feeling?
Frustration
Worry
Anger
Aggravation
Annoyance
Tenseness
Irritation
Disappointment
Disgust
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Positive Emotions
No Wonder We Feel Bad!
Self-interest
Anxiety
Competition
Greed
Secrecy
Favoritism
Distrust
Uncertainty
Compliance
Command and control
Burnout
Bargaining
Win-lose
Survival
Putting out fires
Manipulation
Selfishness
Profit maximization
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Positive Emotions at Work
Happiness
Enthusiasm
Enjoyment
Amusement
Cheerfulness
Pride
Joy
Pleasure
Contentment
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Positive Emotions at Work
Research results: Increases commitment to the organization
Predicts helping behaviors (e.g., acts of
compassion) Improves coping under stress
Creativity
Search for positive meaning
Stronger social bonds Optimism
Teamwork
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Positive Outlook
P iti O tl k
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Positive Outlook:Optimism
Less distress under difficultcircumstances
Continued effort in the face ofadversity
More effective coping strategies
Behaviors that promote physical andmental health
P iti O tl k
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Positive Outlook:Self-Confidence
Psychologicaladjustment / mentalhealth
Improved physicalhealth
More effective coping
strategies in times ofstress
Greater perseveranceand goal effort
P iti O tl k
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Positive Outlook:Organizational Research
Employee optimism and self-confidence:
Improve sales performance
Lower turnover rates
Increase motivational effort
Greater acceptance of challenging tasks
Higher leadership evaluations
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Positive Meaning
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Positive Meaning
Contribution to a greater good
Sense of personal fulfillment
A purpose
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Positive Meaning at Work
Employees who report meaningfulnessin their work show:
Higher levels of job satisfaction Greater trust in management
Improved communication patterns
Higher levels of commitment to teamgoals
Fostering Positive Meaning
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Fostering Positive Meaningat Work
Openly discuss the meaning of work
Promote a virtuous workplace
Articulate meaningful corporate values
Match individual strengths to jobdemands
Show corporate social responsibility
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Positive Relationships
People interact and work together toaccomplish the goals of the
organization. The quality of theseinteractions impacts how wellorganizations function.
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Positive Relationships
High Quality Connections
Shared goals and knowledge
Mutual trust and respect Safety during emotional exchanges
Positive conflict management
Expressions of appreciation
The Falstaff Approach to
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The Falstaff Approach toBuilding Positive Relationships
Clarify key interdependencies in the workprocess
Create opportunities for communication
Articulate the big picture; how actionsinfluence others
More informal managerial coaching and
feedbackAlignment of values and beliefs
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Positive Leadership
The key to successful leadership todayis influence, not authority.
Kenneth Blanchard
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Positive Leadership
Every man who takes office . . . eithergrows or swells, and when I give a manan office, I watch him carefully to see
whether he is swelling or growing.
Woodrow Wilson
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Positive Leadership
We must become the change we want to see.
Mahatma Gandhi
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Positive Leadership
Leadership is the ability to align peoplesstrengths, so that their weaknesses becomeirrelevant.
Peter Drucker
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Positive Leadership
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Positive Leadership Isnt About
Command and control
Coercion
Compliance
Persuasion
Intimidation
Hierarchical authority
Power and influence
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Positive Leadership Is About
Personal authenticity
Seamless link between values and actions
Self-awareness Own strengths and positive behaviors
Belief in positive potential of others
Help develop others strengths
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Opportunities for Growth?
Gallup surveys show:
Most people will saythat improving theirweaknesses is morebeneficial than
developing theirstrengths
Why People Often Focus On
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Why People Often Focus OnWeaknesses
Weakness is an area of opportunity
Strengths are unknown or taken for
grantedFear of failure (when using a strength)
The Medical Model
History of Psychology
Deficit-Based Management
Strengths Important to
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Strengths Important toOrganizational Outcomes
At work, do you have the opportunity to do whatyou do best every day?
Agreement with this question was associated with:
Higher levels of unit productivity
Higher employee retention ratesHigher customer satisfaction scores
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What is a Strength?
A strength may be defined as
Consistent and near perfect performance
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How is a Strength Developed?
A strength consists of 3 different elements:
Knowledge
Skills Talent
(Knowledge + Skills) x Talent = Strength
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The Role of Talent
A natural gift, ability, or aptitude
Recurring pattern of thoughts,
feelings, or behaviorsCan be applied productively
Enduring (neurological patterns)
The Neurological Basis
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The Neurological Basisfor Talents
Talents become your mental, high-speedconnections between parts of your brain
These connections influence thethousands of decisions you makeeveryday
Your daily performance reflects yourinnate aptitudes, abilities, emotions,thoughts your talents
The Relationship Between
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The Relationship BetweenTalents and Strengths
TALENT
Strength in Situation One
(consistent, excellentperformance)
Strength in Situation Two
(consistent, excellentperformance)
Situation Relevant Skillsand Knowledge
Situation Relevant Skillsand Knowledge
By acquiring new knowledge and skills, you can develop new strengths
The Relationship Between
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The Relationship BetweenTalents and Strengths
Empathy
Strength in Situation One
(consistent, excellentperformance)
Strength in Situation Two
(consistent, excellentperformance)
Situation Relevant Skillsand Knowledge
Situation Relevant Skillsand Knowledge
Journalist Guidance Counselor
Using Talent to Create
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Using Talent to CreateExceptional Performance
Exceptional Performance Levels
Natural Talent
Acceptable Levels
of Performance
Knowledge and Skills Training
Only talent, combined with knowledge and skills training,can take you to exceptional levels of performance
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How to Assess Your Strengths
Now, Discover Your Strengths
(by Buckingham and Clifton / Gallup organization)
Values in Action(www.viastrengths.org)
Myer-Briggs Type Indicator (MBTI)
(UHCL Counseling Center)
Insights from Strengths
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Insights from StrengthsAssessments
Love for learning
reading, studying, research
prefer short-term projects
Deal with ideas and possibilities
creative, good at brainstorming, imaginative
bored with details, facts and figures
Independent
work well alone
Insights from Strengths
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Insights from StrengthsAssessments (continued)
Thinking, reflection, open-mind
thoughtful consideration of all sides
may think and forget to act
Remain flexible, open to newinformation
too much structure is restricting
often want to postpone decisions/barely meetdeadlines
easily distracted
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