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Change Management and Healthy Organizations > Class 4/5 > Flashcards

Class 4/5 Flashcards

1
Q

wellbeing as a ripple effect

A

positive leaders exemplify positively deviant behavior, aiming to bring out best in themselves and others, to cultivate flourishing organizations - ripple effect of wellbeing - it is seen and felt by others

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2
Q
  • employees w/ higher flourishing learn more effectively, are more creative, display more pro-social behavior, feel more satisfied, perform better
  • employees are up to 8 times more likely to be engaged when wellbeing is a priority at work
  • positive emotions, engagement, relationships, meaning, achievement, health
A

PERMA - framework for flourishing

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3
Q

organizational strategies to support and cultivate wellbeing: for every $ spent on “mentally healthy workplace” , 2.30$ is gained by organization

A

Permah theory and measure

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4
Q 
joy -- play
gratitude -- creative giving
serenity -- savor and integrate
interest -- explore 
hope -- yearn for pos change
pride -- dream big 
amusement- shared laughter
inspiration - aspire to excellence
awe - accommodate new 
love - all of the above
A

positive emotions broaden through action capacity

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5
Q
  • express gratitude
  • attentive
  • personal connections
  • help others contribute
  • trustworthy
  • genuine
  • disagree productively
  • see opportunities
A

attributes of positive energizer

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6
Q

grab a uber for your employee who just had a baby/ make her food or something

A

linkedin testing compassion and empathy -

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7
Q

tested depressive symptoms post gratitude visit, and gratitude visit showed to lower depressive symptoms up to 3 month after the visit

A

positive intervention - gratitude visit

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8
Q
  • one of strongest correlates of emotional wellbeing and enhances happiness
  • two components 1. affirmation of goodness 2. recognise the sources of goodness are outside ourselves
  • evolution - moral memory of mankind
  • recognizing benefits we receive from others makes us happier and healthier, enhances trust and loyalty, encourages people to connect and invest in the workplace
  • majority of people would leave company if they didn’t feel appreciated
  • yet people are less likely to feel or express gratitude at work than anywhere else
A

Gratitude- why and how does it work?

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9
Q
  1. It’s forced “does gratitude work if someone tells me i have to practice it?”
  2. It’s fake “being told to be grateful will just lead to a bunch of fake platitudes- it’s fake and doesn’t come spontaneously”
  3. It’s fluffy - gratitude is fluffy and doesn’t belong in workplace- is not professional
  4. It undermines authority - expressing gratitude is a sign of weakness at work - some might feel that thanking undermines their own status because it reveals they didn’t accomplish on their own,
A

4 objections to gratitude at work

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10
Q

positive energizers are directly linked to greater company performance - 4x more important in predicting performance than either influence or information
-high performing organizations tip the scales with more positive than negative interactions - this positivity ratio broadens our ability to be more open minded and creative, solve more complex problems and make new connections

A

Positive emotions

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11
Q

3: 1 in work and team group settings
5: 1 in relationships/marriage

A

positivity ratio

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12
Q

what have you done to…?

A

lead with and develop your strengths?
promote a feedback-rich culture?
openly discuss mistakes and critical lessons?
cultivate a learning culture?

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13
Q

average reader and above average reader enrolled in speed reading class, average reader started with 90 wpm, ended with 150
above average reader started with 350, ended with 2900 wpm - play to their strengths

A

power of strengths mindset

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14
Q

only 1/3 of people can identify own strengths

  • only 17% of people say they use their strengths “most of the time” each day
  • our ability to accelerate learning and successes comes from playing to our strengths
A

strengths

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15
Q

pre-existing capacity for a particular way fo behaving, thinking or feeling that is authentic and energizing to the user, and enables optimal functioning, development and performance

A

what is a strength?

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16
Q

skills- what are your proficiencies?
interests- what are your passions?
resources- what are your supports?
character- who are you? talents- what are you naturally good at?

A

what is a strength?

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17
Q

those who high have high strengths fit with their organization are 4.6x more likely to end up at the top of their organization and are 9.8x more likely to intend to stay in their job than low strengths fit people

A

strengths are a win/win

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18
Q

influencing: activator, command, communication, competition, maximizer, - how an individual moves others to action, interpersonal strengths that enable a person to impact and influence others in positive ways by taking charge and making sure ideas are heard
executing: achiever, arranger, belief, consistency, deliberative, discipline, focus, responsibility- what pushes an individual towards results, motivational strengths that generate and focus energy to achieve for themselves and their teams

strategic thinking: analytical, context, futuristic, ideation, input, intellection, learner- how a persona analyzes the world- strengths of perception, organization and information processing that produce lifelong learners and help teams make better decisions- help us focus on thinking for the future

relationship building: adaptability, connectedness, developer, empathy, harmony, includer, individualization, positivity, relator- how a person builds connections with others, including interpersonal bonding and forming deeply meaningful and close relationships- essential glue that holds a team together creating groups that are greater than the sum of their parts

A

assesment tool - gallup strengths finder

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19
Q

when compared with peers, employees who receive strengths based development had:
8-18% increased performance
2-10% higher customer metrics
20-73% lower attrition
7-23% higher employee engagement
4-10% increased company sponsored activity involvement

A

gallup 2015 meta analysis -peers

20
Q 
workgroups that received strength based development had:
14-29% increased profit
3-7% higher customer metrics
23-59% fewer safety incidents
10-19% increased sales 
6-72% lower attrition
A

gallup 2015 meta analysis - workgroups

21
Q

realized strengths: strengths you use and enjoy-use wisely
unrealized strengths: strengths you don’t use as often- use more
learned behaviors: things you’ve learned to do but may not enjoy - use when needed
weaknesses- things you find hard and don’t enjoy - use less

A

assessment tools -strengths profile

22
Q

wisdom (head strengths)

  • creativity
  • curiosity
  • love of learning
  • judgment
  • perspective
A

assessment tools- via character strengths - wisdom/head strengths

23
Q

courage (heart strengths)

  • bravery
  • perseverance
  • honesty
  • zest
A

assessment tools- via character strengths - courage/heart strengths

24
Q
  • love
  • kindness
  • social intelligence
A

assessment tools- via character strengths - humanity/ strength of others

25
Q
  • forgiveness
  • humility
  • prudence
  • self regulation
A

assessment tools- via character strengths - temperance/strength of self

26
Q
  • fairness
  • leadership
  • teamwork
A

assessment tools- via character strengths - justice/community strengths

27
Q
  • appreciation of beauty/excellence
  • gratitude
  • humor
  • spirituality
  • hope
A

assessment tools- via character strengths - transcendence/strengths of spirit

28
Q

thinking with head, relating with heart, doing with gut

A

lead with strengths to be authentic best self

29
Q
  1. you grow most in areas of greatest strengths
  2. you can apply your strengths to any job
  3. strive for balance in how you apply your strengths
A

3 truths from research and practice

30
Q
  1. continual social support
  2. experiences of success
  3. reinforcement of personal strengths
  4. approach to management -set goals based on strength, know strength of people you work with, discuss with supervisor your strengths, build on strengths
A

how HR can create an environment for effective strengths-based development

31
Q
  • leadership alignment (setting stage for strengths based culture)
  • manager alignment (developing teams and employees through lens of strength)
  • internal communication (generating awareness and enthusiasm for strengths)
  • strengths community (making strengths an integral and natural part of organizations day to day)
  • performance management (focusing development and recognition on employees strengths)
  • coaching (building a network of strengths experts and advocates)
  • brand building (trying the organizations strengths based culture to its larger brand)
A

strategies for creating a strengths based culture

32
Q

all new employees must take strength test and enroll in strengths course- friday are “strength days” to focus on each employee’s unique contribution to team - shifts begin with meeting to discuss how employees can best use their strengths to tackle day’s tasks - managers consult strengths reports, new projects are assembled with strengths based teams

outcomes: monthly attrition fell from 85% to 8% in 2 years
- people collaborated proactively to fix problems before happened
- profitability up 233% and productivity 200%

A

case study- manufacturing company

33
Q

develop strength based culture with 240,000 employees

1-1 coaching sessions - what are your priorities, how will you use your talents to succeed in priorities?

A

case study: accenture

34
Q
  1. identify how your strengths help you in your current job, find ways to amplify them
  2. find missed opportunities in current roles
  3. learn new skills and knowledge to exercise and build up strength
  4. dial up an underplayed strength to address specific challenge
  5. borrow a bottom strength and combine it with top strength to expand your range
A

lead yourself by applying your strengths

35
Q

motivating, directing, coordinating members of a group to achieve common goal, listening to opinions of others and active direction

A

leadership - first week at a new job and how it’s applied

36
Q

cognitive engagement and acquiring new skills or satisfying curiosity, persist in face of frustrations/obstacles that arise during course of education

A

love of learning - first week at a new job and how it’s applied

37
Q

self-control to achieve goals or meet standards, respond to preconceived standards of behavior, resist temptations or initate exercise

A

self-regulation -first week at a new job and how it’s applied

38
Q

letting one’s strengths/accomplishment speak for themselves, honest with own limitations of their own opinions, open to advice and assistance from others

A

humility -first week at a new job and how it’s applied

39
Q

equity, justice, don’t let personal feelings bias moral or ethical decisions about others and rely on broad set of moral values, incorporates respect for moral guidelines and compassionate approach to caring for others

A

fairness - first week at a new job and how it’s applied

40
Q

emotional and personal intelligence, aware of emotions and intentions of themselves/others

A

social intelligence -first week at a new job and how it’s applied

41
Q
  • when leadership fails to focus on strengths, engagement is 9%
  • when leadership focuses on strengths engagement is 75%- greatest potential for growth is in area of your greatest strength, strengths represent where we’re wired to perform at our best
  • greatest indicator of a development-rich environment is feedback-seeking behavior, which links with higher job satisfaction, greater creativity, faster adaptation to role and lower turnover
A

engagement

42
Q

what have you done to…?

A

convey respect towards colleagues?
be a giver?
examine the strength of your network?

43
Q
  1. respectful engagement
  2. task enabling
  3. trust
  4. play
A

strategies for building high-quality connections

44
Q

“what can I do for you?” instead of taker mentality “what can you do for me” - most people are matchers of giving and taking

  • givers often sacrifice themselves by making organization better - the more often people are giving and sharing their knowledge, the better the profit/customer satisfaction/retention etc.
  • takers rise quickly but also fall quickly at the hand of matchers
  • givers do the worst at an organization performance wise BUT they also do the best - givers are at both extremes
A

why be a giver?

45
Q
  • givers can burn out, so must protect them, give them boundaries like “5 minute favors”
  • must create culture where help seeking is the norm, where people ask a lot
  • most people will give if asked, but a lot of people don’t ask (don’t know who to ask, don’t want to look incompetent) - frustrated givers who would give if they knew how to
  • be thoughtful on who is let on your team - weeding out takers so givers are not afraid to give - so you’ll be left with givers and matchers
  • giving and taking speak about inner motives- what are your values and intentions towards others?
  • disagreeable givers are most undervalued bc they give critical feedback that no one wants to hear but needs to hear
  • “can you give me the names of four people whose careers you have fundamentally improved?” -takers will say influential names, givers will usually name people below them in hierarchy
  • most meaningful way to succeed is to help others succeed
A

how to create world where givers excel at the top (and are not in the bottom as well)

Change Management and Healthy Organizations (10 decks)

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