Hefferon & Boniwell's Book

Unusually for me, my posting for Positive Psychology News this month is a book review, Kate Hefferon and Ilona Boniwell’s Positive Psychology: Theory, Research and Applications. Don’t be put off by the fact that it’s a textbook, in short it’s a highly enjoyable, educational, and engaging read, well worth the £18-£20 it’s currently selling for online. It includes all the usual subjects such as positive emotions, subjective well-being and resilience, lots of new research, and topics you won’t find mentioned in other positive psychology textbooks, like the positive body, sex and positive death. I thoroughly recommend it whether you’re a student, lecturer, practitioner or positive psychology enthusiast. It’s so good it’s now at the top of our list of recommended reads on our Positive Psychology Masterclass!

For the full review, click here.

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.

Tal Ben-Shahar, Psychology Lecturer at Harvard University talks about how organisations can use Positive Psychology to improve motivation, creativity and loyalty, and ultimately productivity (2.37 mins).

Thanks to bigthink.com

• Their average turnover rate is 11% vs 39% nationally
• 85% of their employees reported being satisfied with their jobs vs 61% nationally
• 87% of their employees said they would recommend their organizations to others as a good place to work, vs 44% nationally
• Only 5% their employees intend to seek employment elsewhere within the next year, vs 32% nationally
• Only 25%  of their employees reported experiencing chronic work stress vs 39% nationally.

What surprised me somewhat was the last statistic – only 25%? And that’s a good place to work? I wonder whether the 2010 winners’ average will be higher or lower. We’ll have had over a year of Full-blown Economic Crisis by then. On the other hand, it’s also just been reported in the Wall Street Journal that people are more satisfied with their jobs than last year and less likely to complain (they’re grateful that at least they have a job).

The five award-winning organisations run programmes aimed at improving their employees’ involvement and recognition as well as their personal growth and development, and work-life balance. No wonder 91% of them say they care about the organisation they work for.

I wonder what the latest stats are for the UK, and whether they’re following the same trends…

This is an interesting article, especially bearing in mind the economic woes we’re experiencing. Personally I doubt whether any of the gestures made by these large organisations will be sufficient to enhance the psychological health of the target group for any longer than the time it takes to guzzle six pints of Ben ‘n’ Jerry’s…but then again, maybe I’m wrong about this too.

If any readers have experience of corporate “Happiness Police”, please do get in touch.

Image: TeeJe< /span>

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.

At the moment there are only about a dozen or so validated interventions (i.e. exercises which are scientifically ‘proven’ to increase your well-being); all of them are common sense/what your grandmother knew; none of them are rocket-science. They’re all suitable for use in 1:1 therapy and coaching situations, but are they suitable in business? There are very few interventions being tested in businesses, and anyway, application is more of an art than a science.

I think we need to build up a knowledge base of case studies of how PP is being applied in organisational contexts, and what the effects are, in order for businesses to be persuaded that Positive Psychology has many tangible benefits worth considering.

One thing that really intrigued me was the mention of David Whyte, a.k.a the “Corporate Poet”. I’m a huge fan of using creative approaches in the workplace, ever since I took the fantastic Open University Business School B822 course in Creative Management (now called Creativity, Innovation and Change).

So I followed this up, to see what David Whyte had to say about using poetry in a corporate setting:

“Every worthwhile organization is asking for qualities of adaptability, vitality and creativity. And none of these qualities can be legislated, none of them can be coerced out of people. You cannot invite anyone into your office and say I want a 9 percent increase in your creativity quotient this week. The request is absurd because there is no lever inside that person that they can pull to turn on their creativity. If there was one, they surely would have pulled it years ago.

The only thing you can do is to create a conversation in the workplace that will be invitational to those great qualities of creativity that have long been associated with the soul, with a person’s sense of belonging. The main task of leadership is no longer strategic management, though this will always have importance, but of creating imaginative and participative conversations that bring out the best in themselves and others“.

I couldn’t agree more – what Whyte says here fits exactly with positive psychology approaches to developing leadership and positive organisations.

Photo Credit: Cygnoir, San Francisco