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Change Management and Healthy Organizations > Class 6/7 > Flashcards

Class 6/7 Flashcards

1
Q

kindness and care go a long way - employees are more likely to stay if they feel cared for

A

HR trends

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2
Q

What have you done to…?

A

build a sense of meaning or purpose in your life?

Make tough values-driven decisions?

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3
Q

Belonging
Transcendence
Purpose
Storytelling

A

4 Pillars of Meaning

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4
Q

Chick Fil A - closed on sundays
CVS - No tobacco
Walmart - No guns
Patagonia - sustainability

A

Values based decisions in practice

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5
Q

3 key events that have shaped your thinking about exceptional teamwork- what did it teach you?
what values to you most as a team member and what do they look like in action? -acceptance, contribution, no judgement, learning etc

A

Identifying your workplace values

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6
Q

higher purpose leads to better performance
- Best Buy - create meaning for employees and not treating them as costs to be minimized - listened to employees’ dreams and help connect dreams with Best Buy’s purpose “want to buy a house for family” - Best buy said can help you develop skills, move up in company and make dream a reality

A

Put purpose at the core of your strategy- creating a purpose driven organization

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7
Q

10k stories challenge - what do you do with your job, what impact/effect do you have? - employees whose managers communicate purpose are more proud to work there, think it’s a great place to work, don’t tend to work for work so much, inspired to strive for work, feel that work makes an impact

A

Communicating higher purpose raises engagement and morale

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8
Q

conversations: why are you here, why did you choose this job? job crafting
- defining team’s purpose
- executive coaching
- daring conversations
- peace on purpose - you can’t bring peace if you don’t hold it in your heart

A

purpose driven company - UN - employees join for the purpose of the UN

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9
Q

a sense of purpose lowers: stress, depression, turnover, absenteeism, dissatisfaction
raises: commitment, effort, engagement, empowerment, satisfaction and fulfilment

A

meaning

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10
Q

what have you done to…?

A

learn new things?
overcome setbacks?
challenge your belief or assumptions?
pursue hard goals?

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11
Q

mindset- where do you stand? (we are all a mix of growth and fixed mindset depending on different areas)

A

fixed vs growth mindset - fixed: we cannot change abilities, it’s in our genetics, we are a result of our environment
growth mindset- we can improve and change our abilities

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12
Q

growth mindset

A

we grow more when we believe in change

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13
Q 
avoid challenges
give up easily
see effort as fruitless
ignore useful criticism
threatened by others
A

fixed mindset - ability is static

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14
Q 
embrace challenges
persist in obstacles
see effort as necessary
learn from criticism
inspired by others
A

growth mindset- ability is developed

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15
Q

more likely to learn from mistakes

A

Growth mindset

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16
Q

What is one area/aspect of your life that you have a fixed mindset about?

A

advanced maths

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17
Q

sustained passion and perseverance for very long term goals - ties in with resilience

A

GRIT

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18
Q

Frustration is a design feature of learning, not a bug

A

learning process

19
Q

Talent x Effort =

A

Skill

20
Q

Skill x Effort =

A

Achievement

21
Q

what can be processed as traumatic by one person can be learning/growing from another-
-what were external resources (good health, social support) and internal resources (strengths, hopes, purpose, self-efficacy, energy) that helped you achieve and build resilience?

A

Building Resilience

22
Q
  • those with growth mindset achieve more than those with fixed mindset- employees in growth mindset companies are 47% likelier to say colleagues are trustworthy, feel strong ownership/commitment (34%), say organization fosters innovation (49%)
  • set Everest goals - positively deviant, intrinsically valued, focused on potential, contributing to others, inherently energizing
  • resilient leaders cultivate external (good health, support) and internal resources (hope, energy, purpose)
A

Achievement

23
Q

health- what have you done to…

A

develop habits that fuel your physical, mental, emotional and spiritual energy for the long run?

24
Q

must balance energy expenditure with energy renewal
Body- sleep, eat, exercise
emotions- hope, gratitude, compassion, forgiveness, optimism
mind- focus, mindfulness, cognitive agility
spirit- purpose, priorities, perspective

A

health aspects - recovering energy is as important as expending it

25
Q
  • log hours of healthy activities accumulates points, can trade them in
  • health coaching
  • external ecosystem
  • employer services
  • work-life services
  • incentives/rewards programs
  • integrated/customized wellness
A

healthy practices at humana

26
Q

wellbeing is at its highest when you get an average of 8 hours of sleep - poor sleep is related to many diseases, worse learning and memory, impairs rational thinking, reaction time, attention and emotional regulation
-take an exam on four hours of sleep loss is equivalent of drinking six pack before exam

A

importance of sleep

27
Q

-corporate athletes view achieving peak performance as a pyramid - physical wellbeing at bottom, then emotional, then mental then at top is sense of purpose - peak performance under pressure is achieved when all levels work together

A

Health

28
Q
  • employee wellbeing interventions
  • express gratitude
  • savoring (opening to beauty and excellence, taking time to appreciate things)
  • positive energy networks
  • dialing down negativity
A

Positive Interventions/ Practices / Tools for PERMA - Positivity

29
Q
  • practicing virtues/strengths - use top strengths in new and different ways
  • psychological capital/safety
  • employee job crafting
  • creating moments of flow
  • mindfulness
A

Positive Interventions/ Practices / Tools for PERMA - Engagement

30
Q
  • practice acts of kindness in wide varieties
  • learn to forgive
  • be empathetic
  • share good news and small successes
  • nurture social relationships (practical help, emotional support, give information, socialization)
  • supportive community in difficult circumstances
  • high quality connections
  • reciprocity ring
A

Positive Interventions/ Practices / Tools for PERMA - Relationships

31
Q
  • reflected best self feedback process
  • defining values
  • defining purpose
  • investing in belonging and inclusion
  • practice storytelling
  • allowing for spirituality
A

Positive Interventions/ Practices / Tools for PERMA - Meaning

32
Q
  • cultivate optimism and being best possible self
  • set and pursue personal goals that are attainable
  • empowerment of employees
  • everest goals
  • cultivate hope
  • practice growth mindset
  • develop grit
  • confidence skills
  • upside of stress
  • self-compassion
  • resilience skills
A

Positive Interventions/ Practices / Tools for PERMA - Achievement

33
Q
  • sleep
  • nutrition
  • movement
  • nutrition
A

Positive Interventions/ Practices / Tools for PERMA - Health

34
Q
  1. Person activity fit- people accept more the activities that suit their personality/strengths and will continue to engage with PIs for longer if they enjoy doing them
  2. cultural considerations
  3. ethical considerations - ground the practice in reliable science, respect employee
A

Considerations for implementing PIs

35
Q

positive emotions: conscious of how emotions/behaviors affect others, stay engaged and focus on future- lead by example

engagement: boost confidence and energy by developing strengths- also seek feedback to be more effective
relationships: understand power of relationships, connections and engaging - not afraid to go “out there” and see relationships as building block to goals
meaning: heighten motivation, commitment and satisfaction by understanding how and what they do positively impacts others- values are expressed and inspire others through storytelling
achievement: move towards greater potential by challenging fears, igniting hope and cultivating grit- commit to growth mindset

A

PERMA in leaders (what positive leaders look like)

36
Q
  • increased profitability, problem solving and creativity
  • increased employee engagement
  • more likely to have above average profitability
A

Why is diversity important in organizations?

37
Q
  • 6x more likely to be innovative and agile
  • 8x more likely to achieve better performance outcomes
  • 47% millennials actively looking for diversity and inclusion in employers
  • 25% don’t believe their companies are taking action
A

Why is diversity important in teams and employees?

38
Q

1/2 influenced to buy bc of organizations support for equality
-teams with representative diversity are 158% more likely to understand target consumers

A

Why is diversity important for customers?

39
Q

diversity: identities, the who and the what
inclusion: behaviors, the how you do it

A

difference between diversity and inclusion

40
Q

leadership behaviors drives up to 70% of difference between employees who feel included and those who don’t
-17% increase team performance
20% increase decision making quality
29% increase team collaboration
65% leaders overrate or underrate their capabilities

A

inclusive leadership

41
Q
  • need to feel safe (am i safe from harm, do people have good intentions? what have colleagues done to indicate it’s safe to be yourself and that others care?) - Trust and accountability
  • need to feel seen (am I recognized for who I really am? Am I valued for my strengths/potential? Empathic listening and individualization)
  • need to feel connected/belonging (am I part of this group even when I mess up? effective collaboration and shared values/purpose - how do you encourage people to feel a shared common identity?)
A

3 social needs for inclusion

42
Q

tightrop bias- narrower range of behavior accepted - why are you being so emotional/aggressive for women instead of vieiwing it as assertive/passionate in men
maternal wall: commitment and competence questioned, fewer assignments due to pregnancy
-micro-aggresions: derogatory names, hostile remarks

A

exclusion: not safe

43
Q

prove it again: women have to have more proven qualifications than men to get same job as opposed to being judged on potential

  • women have to do 20% more emotional/undervalued work and 20% more office housework (Mark is in a bad mood, can you talk to him? Can you make copies of this?)
  • glamour work disproportionately to white men
  • worker bee expectation: just put your head down and work hard and don’t complain to avoid conflict
  • unequal pay
A

exclusion: not seen

44
Q
  • similarity bias- fewer shared backgrounds and interest (sports)
  • modesty mandate: hold back thoughts or speak tentatively (i’m sorry, excuse me … ?)
  • emphasis on personality in performance reviews when it’s rarely mentioned in men’s performance reviewed
  • confidence gap - feel less competent when equally skilled
  • 2x more likely to be interrupted in group dialogue
A

exclusion: not connected

Change Management and Healthy Organizations (10 decks)

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