According to Pink, psychology research shows that economists have got it all wrong. If you want to motivate and engage people, and get them work harder, they need to experience the following 3 things at work:

1) AUTONOMY (i.e. being able to choose what you do and how you do it)
2) MASTERY (i.e. being able to get better at whatever you do – so there needs to be some challenge in the job), and
3) PURPOSE (i.e. being able to make a meaningful contribution. A profit motive is OK as long as it’s linked to a ‘purpose motive’).

Organisations which fit the bill include Skype (now owned by private investment company Silver Lake, and Ebay) and Apple.

Pink’s theory is that if we treat people like people, we can make organisations better off and make the world a better place.

Sounds like ‘making business human‘ to me!

Thanks to GL7 Productions for the link.

Continuing the theme of career and personal change, here’s an excellent book for anyone contemplating the possibility of a new career: Career Detection: Finding and Managing Your Career by Brian McIvor. It covers everything from identifying your transferable skills and benchmarking your expertise to dealing with rejection and creative alternatives to the CV. It’s part of a series of management books specifically designed with busy managers in mind.

You can even try before you buy, by downloading a sample chapter. Brian has over 30 years experience as a management skills training specialist, plus a long association with the Open University Business School, which is how we met. His areas of expertise include:

• Career planning and development
• Interpersonal and communication skills
• Corporate communications including corporate video and multimedia

For more details, see Brian’s website here.

Image: thinkpublic reused under Creative Commons Licence.

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.

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 question asked was ‘On the whole, how satisfied are you with the work you do – would you say you are very satisfied, moderately satisfied, a little dissatisfied, or very satisfied?’

The mean score ranges from 1 (very dissatisfied) to 4 (very satisfied).

The same survey also asked about general happiness:

The question asked was ‘Taken all together, how would you say things are these days -would you say you are very happy, pretty happy or not too happy?’

The mean score ranges from 1 (not too happy) to 3 (very happy).

The survey results reveal that the least happy and least satisfied are those people doing unskilled manual or service jobs, including customer service assistants and people who handle complaints.

Research suggests that job satisfaction and well-being are less to do with salary or status of a job, and more to do with how much control you have over the job you do. Even though the amount of stress you experience tends to increase as you rise through the ranks, so too does your autonomy, and is it this, or the lack of it, which affects your sense of well-being and satisfaction.

What’s interesting is that even the lowest scores aren’t really that bad….

If you have any further thoughts or comments on these survey results, we’d love to hear them.

The question asked was ‘On the whole, how satisfied are you with the work you do – would you say you are very satisfied, moderately satisfied, a little dissatisfied, or very satisfied?’

The mean score ranges from 1 (very dissatisfied) to 4 (very satisfied).

The same surveys also asked about general happiness:

The question asked was ‘Taken all together, how would you say things are these days -would you say you are very happy, pretty happy or not too happy?’

The mean score ranges from 1 (not too happy) to 3 (very happy).

This reveals that the most satisfying jobs are mostly professions, especially those involving caring for, teaching, and protecting others as well as the creative pursuits. Since people’s feelings about their work usually have a significant impact on their general happiness, it’s not surprising that some of the same professions appear in the Top 10 for general happiness too.

It’s interesting that the clergy appear top of both tables, suggesting that finding meaning in your work is a crucial part of both job satisfaction and happiness. Psychologists Judge, Thoresen, Bono and Patton (2001) have shown that job satisfaction and performance are correlated. According to Wrzesniewski (2003), if jobs which give people meaning (for example because they make a contribution to the wider world) are linked to high job satisfaction, and job satisfaction is linked to work performance, people who find meaning in their work are more likely to perform better than those who don’t. So it’s in the interests of all organisations to help employees create meaning in their work.

Incidentally, the bottom occupation for job satisfaction in this survey was roofing, which unfortunately was 2nd bottom for general happiness too- only 25% of roofers said they were very satisfied with their jobs and only 14% were very happy…

*The General Social Survey which has been conducted since 1972, collects basic information from across the United States in order to monitor social trends. The GSS is based on interviews of randomly selected people who represent a scientifically accurate cross section of Americans. A total of 27,587 people were interviewed for the job satisfaction and happiness section of the survey.

My thanks to Rochelle Melander for this information.

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

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)

Have you completed the VIA-IS online character strengths survey yet? We find it an excellent starting point for coaching conversations since many people are completely unaware of their strengths, so it can be an instant confidence boost, as well as providing insight into where to make changes to increase overall life/job satisfaction.

Having identified their strengths, many people think ‘What now?’ so in this post we look at new ways of applying strengths day-to-day. We start with the most common top strengths shown in the UK (Linley et al 2007):

Women: 1.Fairness 2.Kindness 3.Open-mindedness 4.Curiosity and 5. Love of Learning
Men: 1.Open-mindedness 2.Fairness 3.Curiosity & joint 4th Love of Learning and Creativity

FAIRNESS:
i) Act as a mediator – stay impartial in a disagreement between friends/colleagues despite your beliefs
ii) Allow someone to say their piece without interupting them
iii) Notice when you treat someone based on a stereotype or pre-conception: resolve not to do it again.
iv) At least once a day, admit a mistake and take responsibility for it
v) At least once a day, give due credit to a colleague you don’t particularly like

OPEN-MINDEDNESS:
i) Every day, pick something you believe strongly, and think about how you might be wrong
ii) Play devil’s advocate – discuss a work-related issue or business problem from the side opposite to your personal views
iii) Go to lunch with a colleague who is different to you in some way
iv) Go to a multi-cultural event or to a different church/religious event

KINDNESS / GENEROSITY:
i) Do a random act of kindness every day. Make it anonymous if possible.
ii) Send an e-card to a different friend each day
iii) Pick up the whole bill when you are out with friends
iv) Ring a friend/family member/colleague specifically to find out how they are. Ask them how their day was and actually listen to the answer before telling them about your own day.
v) When driving, give way to pedestrians; when walking, give way to cars

CURIOSITY / INTEREST IN THE WORLD:
i) At lunch, eat something new that you never otherwise would have tried
ii) Ask questions in a meeting (if you don’t usually), or find a work-related online forum (such as the CIPDs) and ask questions there
iii) Travel to work by a different route
iv) Go to your local library and pick and interesting-looking book – spend 20 minutes skimming it
v) Read an interesting article in your professional/trade magazine
vi) Go to a meeting or lecture on a topic you know nothing about

LOVE OF LEARNING:
i) Read a different newspaper to the one you would usually read
ii) Find a mentor in a different department at work and set up a regular meeting
iii) Think of an area of the business where you know very little and find a colleague who is prepared to help you learn about it
iv) Take up a new hobby
v) Watch your children playing and reflect on how one learns through play
vi) Find a colleague at work who has a skill you want to learn and model them

CREATIVITY:
i) Keep a journal or work on a picture or a poem
ii) Find a new word everyday and use it creatively every day
iii) Pick one object in your office and think of new uses for it
iv) Wear a new combination of clothes/ shirt & tie to the ones you usually pick
v) Enrol in a pottery or painting class

These are just some examples of activities you can try, you don’t have to do them all! In fact, it’s recommended that you pick one activity and stick with it for a couple of weeks. And if you find after a couple of days that it’s not working for you, switch to something else.

We’ll cover the remaining 18 VIA strengths in subsequent posts. In the meantime, we’re always looking for new ways to apply strengths in practice, so please send us your comments.

Thanks to Professor Jonathan Haidt, author of The Happiness Hypothesis, and the students in his psychology class at the University of Virginia for many of the suggested activities.

Happiness is becoming big business now. If you type ‘happiness’ into Amazon, you get over 5000 books on the subject. There are TV programmes about it and websites devoted to it. But why does it matter to organizations what makes people happy?

In his article ‘Happiness is a serious business’ quoted in People Management, Nic Marks, head of the Centre for Wellbeing at the New Economics Foundation, refers to the CIPD employee attitude survey 2006, part of which looked at the relationship between positive and negative emotions and several key performance indicators (KPIs): job satisfaction, meaningfulness of work, absorption in work, commitment to complete work, loyalty and performance.

What the survey found was that, with the exception of job satisfaction, positive emotions seem to have more than twice the impact on these KPIs as negative emotions do. In the case of job satisfaction, says Marks, people’s satisfaction ratings and assessments of others are more clouded by their negative feelings than their own experience and behaviour. He concludes that organizations could therefore have more impact and improve individual, team and organizational performance by promoting a climate that fosters positive emotions at work.

In short, there is a very serious point to ensuring that people are happy at work. In the past, we have thought that feeling happy was a result of good functioning i.e. ‘life is going well, therefore I feel good’. However there is a growing body of research (e.g. by the psychologist Dr Barbara Fredrickson, a world expert in the field of positive emotions) which suggests that feeling happy is also a cause of good functioning. So happiness is important to organizations because feeling happy actually helps promote creativity, resilience and resourcefulness; all qualities that we need to improve our performance and succeed at work.