Enhancing Your Resilience - Adaptiv Learning · 1/17/2013 · Adaptiv Strengths/Skills Map (page 6) X indicates the skill will boost the factor. Please complete your Resilience Snapshot
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EnhancingEnhancing YourYour ResilienceResilienceEssentialEssential Skills To Help You Feel Better And Do BetterSkills To Help You Feel Better And Do Better
At WorkAt Work –– And BeyondAnd Beyond
Presented By:
Dean M. BeckerManaging Director, Principal & Co-founder
Adaptiv Learning Systems
January 17, 2013
© 2013 Adaptiv Learning Systems
Are you resilient?
© Copyright, Adaptiv Learning Systems, 2012
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Then why are you here?
© Copyright, Adaptiv Learning Systems, 2012
FIS 5yr stock chart
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Sony Electronics 5yr Stock Chart
4
© Copyright, Adaptiv Learning Systems, 2012
© Copyright, Adaptiv Learning Systems, 2012
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© Copyright, Adaptiv Learning Systems, 2012
Why are you here? Boost your own resilience in the face of
Challenging business conditions Difficult clients Financial uncertainty Resource constraints Constant change
Build on your strengths Your resilience Your optimism Your values & principles
© 2012 Adaptiv Learning Systems
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AgendaExamine your Resilience strengths and developmentopportunities
Resilience helps deal with adversity and stress Learn 3 skills to help you feel better and do better in the
midst of workplace and life challenges
Resilience also helps us optimize positive events andopportunities
Learn 2 skills to tap into positive emotions and principles
Apply to work and life
© 2012 Adaptiv Learning Systems
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History of Adaptiv
© 2012 Adaptiv Learning Systems
Resilience is key“More than education, more thanexperience, more than training, it’sresilience that determines whosucceeds and who fails.”
Dean Becker, CEO, Adaptiv Learning Systems -
“How Resiliency Works”, Harvard Business Review, 2002.
© 2012 Adaptiv Learning Systems
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What resilience is NOT
© 2012 Adaptiv Learning Systems
Resilience is the intelligentdeployment of limited resources
At times we attempt to solve theunsolvable
At times we give up prematurely
© 2012 Adaptiv Learning Systems
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We need serenity to accept those things we cannot change
We need courage to change the things we can
And we need the wisdom to know the difference
© 2012 Adaptiv Learning Systems
Serenity Prayer
Table Activity – page 4
Talk about the most resilient people you’ve known oradmired
What qualities do they have which make them resilient? How did they become resilient?
Were they born that way? Did their life experiences shape their resilience? Can we develop those qualities in ourselves?
Write down a list of words describing a resilient person
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Your group’s demographics (40 responses)
Average years in your company: 9.0
Average years in your position: 5.1
Average years in this industry: 14.5
© 2012 Adaptiv Learning Systems
1-10 scale
Resilience 7.4
Job Satisfaction 6.4
Current Success 7.2
Future Success 8.4
Your self ratings (1-10 scale)
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The 7 AdaptivResilience Factors
© Copyright, Adaptiv Learning Systems, 2012
Handout, page 5
Emotion Regulation
12
Impulse Control
Causal Analysis
13
Self-efficacy
Realistic Optimism
14
Empathy
Reaching Out
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The 7 Adaptiv Resilience Factors
Emotion RegulationImpulse ControlCausal Analysis
Self-efficacyRealistic Optimism
EmpathyReaching Out
Your Group Resilience Profile (40 responses)
You are above the Fortune 500 norm on Empathy.
You are below the Fortune 500 norm on Reaching OutYou are at the Fortune 500 norm on all other factors.
Feds stronger than Fortune 500 on 6 of 7 factors! What’s their secret?
0
20
40
60
80
100
Fortune 500 75 77 66 77 60 67 74 71
SEL Dec. 2012 77 79 68 79 60 71 71 72Fed Gov't 78 81 67 81 59 71 76 73
EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
Optimism Empathy ReachingOut
RQ
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EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X X
Skill 2DetectIcebergs
X X XSkill 3ChallengeExplanations
X X XSkill 4HarnessPositiveEmotions
X X X
Skill 5Tap intoPositiveIcebergs
X X X X
Adaptiv Strengths/Skills Map (page 6)
X indicates the skill will boost the factor.
Please complete your Resilience Snapshot for RFI & Resilience Skills (page 38)
“The research also shows that morethan genetics, more than intelligence,
more than any other factor, it isThinking Style that determines who is
resilient and who is not.”
© 2012 Adaptiv Learning Systems
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Thinking Styles
Habits in how we … View the world View ourselves View our future Think about events and their causes Think about how the world should be
© 2012 Adaptiv Learning Systems
Thinking Styles
Learned from parents
© 2012 Adaptiv Learning Systems
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Thinking Styles
Firm by 8, concrete by 18
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Thinking Styles
Short cuts under stress
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Thinking Styles
Often inaccurate
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Inaccurate thinkingcan sap our resilience and get us into
trouble.
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“There is no reason to believe this shipcould founder.”
-- E. W. Smith, Captain of the Titanic, 1912.
© 2012 Adaptiv Learning Systems
© 2012 Adaptiv Learning Systems
“Everything that can be invented hasbeen invented.”-- Charles H. Duell, Commissioner, U.S. Office of Patents, 1899
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"There is no reason anyone would wanta computer in their home."-- Ken Olson, president, chairman and founder of DigitalEquipment Corp., 1977
© 2012 Adaptiv Learning Systems
© 2012 Adaptiv Learning Systems
"640K ought to be enough for anybody."-- Bill Gates, 1981
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Skill 1
Locating Non-resilientEmotion Radars
Epictetus
“We are disturbed not by events, but by theviews we take of events”
•Born in the Greek city ofHierapolis in 55 C.E.
•Slave of Rome
•Physically abused
•No control over events
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Thinking, Feeling, Doing
Event
Our Thoughts
Impact:What we feel
and do
© 2012 Adaptiv Learning Systems
ActivityPlease complete Participant’s Guide pages 10 & 11
What situation on page 10 did you rate yourself loweston?
What emotion on page 11did you rate yourself loweston?
Do you typically feel that emotion when you’re in thatsituation?
This is no coincidence
It’s our Thinking about situations (p.10) that drives ourEmotions (p.11)!
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Emotion Radar Practice (handout page 12)
EventYou’ve been working much longer hours for the past severalweeks, responding to customer requests, trying to achievequota, managing shrinking internal resources, responding toshifting priorities, and trying to make sense of the changingbusiness landscape. You get home at the end of a particularlytough week and your spouse/partner complains that you’re aworkaholic and need to start making your relationship more ofa priority.
Thinking – What would go through your mind like tickertapein that instant – not 5 minutes or even 5 seconds later?
Impact – What would you feel and do in that moment?
© 2012 Adaptiv Learning Systems
Common Emotion RadarsTypical Thought Reaction Radar Emotion
“I’m not managing this relationship very well.” Loss Sadness
“This isn’t good – what if he’s reallyunhappy?”
Future Threat Anxiety
“I deserve more support than I’m getting!” Violation of YourRights
Anger
“There’s nothing I can do about this.” Lack ofResources
Frustration
“She’s right. She deserves better.” Violation ofAnother’s Rights
Guilt
“He really caught me out this time.” Loss of Standing Embarrassment
“It’s wrong to put work above family.” Violation of YourOwn Standards
Shame
“We’ve worked through this before and can doit again.”
Neutral OK
“This proves it – she really loves me!!!” All is well! DeliriousHappiness
© 2012 Adaptiv Learning Systems
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Emotion Radars (page 13)
Radar EmotionViolation of Your Rights Anger
Future Threat Anxiety
Lack of Resources Frustration
Loss – Real World orEsteem
Sadness
Loss of Standing Embarrassment
Violation of Others Guilt
Violation of OwnStandards
Shame
© 2012 Adaptiv Learning Systems
Emotion Radar Practice (handout page 12)
EventYou have worked for months to convince a customer to investin a major branch automation system. You and your managerbelieve that FIS will win the business. Your customer notifiesyou by email that.
Thinking – What would go through your mind like tickertapein that instant – not 5 minutes or even 5 seconds later?
Impact – What would you feel and do in that moment?
© 2012 Adaptiv Learning Systems
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A 2-Way Skill
How can you use this tool to increase yourown resilience?
How could you use this tool with:
your clients?
your friends?
your family members?
© 2012 Adaptiv Learning Systems
Emotion Radar Discussion (page 14)
•What situations push your buttons most?
•What emotion most gets in your way?
•What, then, is your Emotion Radar? (hint: use thechart on page 13)
•What’s one thing you can do, starting today, to avoidyour Emotion Radar?
Please complete your Resilience Snapshot forSkill 1 – Locating Emotion Radars (page 38)
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Emotion Radar Activity (page 15 )
Role Plays Goal – Communicate more effectively with a client How?
Form groups of 2. One in each group plays HR, one playsclient
Client presents HR with a situation, showing an emotion Choose Sadness, Anxiety, Frustration, or Anger
HR identifies emotion and uses Emotion Radar chart to initiatediscussion and solve problem
Timing – about 5 min. each – switch roles
EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X X
Skill 2AvoidThinkingTraps
X X
Skill 3DetectIcebergs
X X X
Skill 4ChallengeExplanations
X X X
Skill 5HarnessPositiveRadars
X X X
Skill 6Tap intoPositiveIcebergs
X X X X
Skill 7FindConnection
X X X
X indicates the skill will boost the factor
The Value of Locating Emotion Radars
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Case Study - Edward Jones EJ Investment Reps, new hires
Cold calling and door knocking
High levels of rejection
Diversity of Emotions – anger, frustration, anxiety,embarrassment, shame, ok, excited
8 hours of training – focus on Emotion Regulation
Followed 9 months after training
EJ – Using the skills% using skill to focus after rejection
0%
20%
40%
60%
80%
100%
92% 32%Resilience Training Control
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EJ – Greater EmotionRegulation
Redlining – Emotion of 8-10 on 10-pt scale
% who 'redlined' after rejection
0%
10%
20%
30%
40%
50%
60%
10% 54%Resilience Training Control
Bottom Line
Assets under management
0
500000
1000000
1500000
2000000
Control Group 0 106083 290173 938797
Resilience Group 0 335764 744297 1891686
Pre 1 month 3 months 9 months
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Skill 2
Navigating AroundProblem Icebergs
North America is just now emerging from one of thecoldest seasons on record. Meteorologists reportedunprecedented consecutive days of below-freezingtemperatures. Store owners also report records --the highest sales ever of snow shovels.
© 2012 Adaptiv Learning Systems
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W _ _ TER
© 2012 Adaptiv Learning Systems
In a city of great restaurants, the “Garden Grove”is proving to be one of the best. The menu iscomprehensive and the wine list is reasonablypriced. But this restaurant’s best asset is its staff. Ifound them to be very attentive and friendly.
© 2012 Adaptiv Learning Systems
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W _ _ TER
© 2012 Adaptiv Learning Systems
Surface Thoughts vs. IcebergsSurface thoughts Surface of our
awareness
Specific to one Event
Easy to tune into
Icebergs At a deeper level / More
difficult to capture
Must’s and should’s
Fuel tickertape
Cause red-line emotions
Empowered when weuncover them
© 2012 Adaptiv Learning Systems
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Trash Talk
What emotion does he show?
At what level, 1-10?
© 2012 Adaptiv Learning Systems
© 2012 Adaptiv Learning Systems
What kind of Radar thought leads to anger?
What was his‘violation’? What did hesay it would cost him? 1-10?
A mismatch between his Thought andhis Emotion
He’s hit up against an Iceberg
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The Skill of Detecting Icebergs
What is the most upsettingpart of that for me?
What does that mean to me?
Assuming that’s true, why isthat so upsetting to me?
What is the worst part ofthat for me?
Detecting IcebergsEventEvent TickertapeTickertape ImpactImpact
Spouse asksyou to take out
trash
This is goingto cost me 5
minutes.
Extreme anger
IntermediateIntermediate BeliefsBeliefsSpouse interrupted my work for a trivial thing
Therefore, spouse doesn’t respect my workBut, my work is so important to me
So, this means spouse doesn’t respect me
ICEBERG: People should respectand support me all the time
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Identifying your own Icebergs
Achievement Icebergs (Handout, page 19)
“Being successful is what matters most.”
“Failure is a sign of weakness.”
“Quitters never win.”
“I should get everything right.”
“If it’s not done perfectly it’s a failure.”
“If I can’t do it well I won’t do it at all.”
“If you’re not born with a talent, you’ll never be good at it.”
“There’s no substitute for hard work.”
© 2012 Adaptiv Learning Systems
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Social Icebergs
“It’s my job to make sure people are happy.”“I want people to always think the best of me.”“Avoid conflict at all costs.”“I should always be there for the people I love.”“Avoid embarrassment at all costs.”“Sacrificing for others is the right thing to do.”“You can’t trust people.”“I should be respected by everyone.”
© 2012 Adaptiv Learning Systems
Icebergs about Control“Only weak people can’t solve their own problems.”“I must always be in charge.”“I must never show my feelings.”“I can’t handle messy situations.”“Good things happen to good people, bad things to bad
people.”“The more control I get, the better my life will be.”“If you want it done right, do it yourself.”“The world should be fair.”“People should play by the rules.”
© 2012 Adaptiv Learning Systems
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Options for Handling Icebergs
Melting the IcebergDetect it when it appears and take steps to act against it
© 2012 Adaptiv Learning Systems
Options for Handling Icebergs
Steering Around the Iceberg
Avoid or prepare for situations in which you’re likely to hit the Iceberg
© 2012 Adaptiv Learning Systems
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Options for Handling Icebergs
Accepting or Embracing the IcebergEnjoy the upsides and minimize/control the downsides
© 2012 Adaptiv Learning Systems
Table Talk (page 21)
In groups of 2 or 3: Choose an Iceberg that comes up for you during these
challenging times.
How does this Iceberg affect your mood? Yourbehavior?
Do you want to Embrace it, Melt it, or Steer Around it?
What’s one thing you can start doing today to navigatearound your Iceberg?
Please complete your Resilience Snapshot forSkill 3 – Icebergs (page 39)
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Case Study – David’s BridalQ1 2002 was record quarter for bridal industry due to 9-11
Dropped dramatically in last half 2002
Resilience of store sales reps nosedived
Adaptiv Training in Q4 2002 – focus on DetectingIcebergs
Q1 2003 versus Q1 2002 and compared with Controlgroup
David’s Bridal - Results
-15
-10
-5
0
5
10
15
Adaptiv -12.97 1.97 3.67 5.68 10.7
Control -3.02 -7.12 0.76 1.14 -0.76
Traffic Registrations Sales $ per Bride Headpiece
Training in Q4 of 2002
Figures above – Q1 2003 vs. Q1 2002
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EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X
Skill 2AvoidThinkingTraps
X X
Skill 3DetectIcebergs
X X X
Skill 4ChallengeExplanations
X X X
Skill 5HarnessPositiveRadars
X X X
Skill 6Tap intoPositiveIcebergs
X X X X
Skill 7FindConnection
X X X
X indicates the skill will boost the factor
The Value of Detecting Icebergs
Skill 3
Getting Flexiblewith Explanations-
Discovering Your “Why?” Style
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From Fear to HopePolio – up to 20,000 new cases a yearin the U.S. before 1955
Jonas Salk – a story of Resilience7 years, 500 unsuccessful attempts
“the man who saved the children”
‘immunize children against psychologicaldisorders’
“Why?” Style
Our thinking style for explaining the badstuff to ourselves Learned by middle childhood
Becomes a habit
Automatic belief about why it happened
Sometimes right, often wrong
Made up of 3 parts
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The 3 Dimensions of Why? Style
Me . . . . . . . . . . Not Me
Always . . . . . . . . . .Not Always
Everything . . . . . . . . . .Not Everything
Beliefs about causes of AdversityBeliefs about causes of Adversity
“I’m stupid.”“This teacher’s
exam was too hard.”“Teachers aremessed up.”
“I didn’t studyhard enoughfor this test.”
Why? Style – Me vs. Not Me
A task you delegate doesn’t get done right or ontime. WHY?ME – I’m not good atdelegating.
Not ME – She doesn’ttake direction well.
You have a brief but heated argument with a friend.WHY?
ME – I’ve been understress and had a shortfuse lately
Not ME – She’s beenunder stress and had ashort fuse lately
43
Why? Style – Always vs. Not Always
Event: A new IT system doesn’t have the functionalityyou expected. WHY?ALWAYS – Our ITdepartment never gets itright.
Not ALWAYS – This newsystem is very complex.
Event: One of your kids fails a math exam. WHY?
ALWAYS – He’s bad atmath.
Not ALWAYS – Hedidn’t study hardenough last week.ALWAYS – I’m no good
at helping him withmath.
Not ALWAYS – I didn’thave time to help himstudy for this exam.
BadAtMathF
Why? Style – Everything – Not Everything
Your spouse or significant other rejects everysuggestion you make about where to go out fordinner. WHY?
EVERYTHING – She’sstubborn.
Not EVERYTHING –He’s a finicky eater.
One of your BU’s ignores a new HR solution thatyou’ve championed. WHY?
EVERYTHING – Thesepeople are impossible toreason with.
Not EVERYTHING –They’re too distractedby current businesspressures to accept thisprogram.
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What is your Why? Style?
I tend to be more of a:
Me ……. Not Me
Always ……. Not Always
Everything ……. Not Everything
See your handout, page 24.
What’s the most resilient style?
Me, Always, Everything? clinical depression
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What’s the most resilient style?
Not Me, Always, Everything? chronic anger, hypertension
What’s the most resilient style?
Not Me, Not Always, Not Everything? minimize risk
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What’s the most resilient style?
Me, Not Always, Not Everything? Len’s story
The Importance of Flexibility
Activity – Getting Flexible (page 25)
Consider the following Events
Each one has an explanation provided
Code the explanation for Why? Style
Come up with at least one alternative explanation usingFlexibility
You’re having difficulty balancing work and home.“I don’t have what it takes to survive in this environment.”
You’re having trouble sticking to a diet and exercise program“There just aren’t enough hours in the day.”
You don’t finish all your work projects for the week.“This week was just a blip. Maybe things will ease up next week.”
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Check for accuracy
Just putting a positive spin on something doesn’tmake you a better problem solver
The importance of accuracy – Tom’s thieving Martians
Use Evidence from your life to check accuracy
Getting Flexible Homework (page 26)
When you hit up against a real problem and can’t figure it out: Note down your explanations – why it’s happening Get flexible using the 3 dimensions
If your explanation is a ‘Me’, come up with a ‘Not Me’and vice versa Do the same for ‘Always’ & ‘Everything’
Check for accuracy Come up with one possible new solution
Please fill in the Resilience Snapshot for Skill 4 (page 39)
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Case Study – Yellow pages sales
Verizon Information Services Puerto Rico – tourism-based economy Hit hard after 911 Young frontline sales team Became hopeless, helpless, frustrated Lots of NOT ME, ALWAYS, EVERYTHING
thoughts “Our managers give bad advice; the objectives are
impossible” “My customers are short-sighted and unreasonable” “Our managers don’t listen and don’t care”
Results – 6 months post-training
0%
5%
10%
15%
20%
2% 18%
Control Group Resilience Group
% improvement in sales
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EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X
Skill 2AvoidThinkingTraps
X X
Skill 3DetectIcebergs
X X X
Skill 4ChallengeExplanations
X X X
Skill 5HarnessPositiveRadars
X X X
Skill 6Tap intoPositiveIcebergs
X X X X
Skill 7FindConnection
X X X
X indicates the skill will boost the factor
The Value of Flexible Explanations
Skill 4
Harnessing PositiveEmotions
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Are we even-handed emotionally?
Your nocturnal habits?
Your after-work habits?
Traditional Psychology
Disease model - 433 mental disorders
Focus on fixing what’s broken
We know lots about sadness, anxiety, anger,frustration, guilt, shame
We know less about happiness, pride, love,esteem, respect
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Positive Psychology
Empirical studies of the good stuff, e.g., positive emotion
Barbara Fredrickson’s Broaden & Build Theory Negative emotion direct & immediate action Positive emotion indirect & longer term benefits:
Builds personal resources Undoes effects of negative emotions Fills the resilience tank
Common Positive Emotion Radars (Handout page 28)
Thought Feeling ActionThings are going well.
HappinessUrge to play; push the envelope; becreative
I performed well oradmirably. Pride
Desire to share news with others;envision even greateraccomplishment
I have everything I need.Contentment
Savor and integrate currentsituation into enhanced self andworld concepts
This challenge is justwithin my capabilities. Interest
Urge to explore; take in newinformation; expand one’s scope
I feel connected andcommitted to others. Love
Desire to play with, explore andsavor experiences with loved ones
People think well of me. Esteem/Respect
Feeling confident to take on newand bigger challenges; reach out
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Positive Emotion Table Activity(Page 29)
Consider the positive emotions
Choose one that you would like to feel more often
When do you feel that emotion now?
What gets in the way of your experiencing thatemotion?
How can you experience that feeling more fully?
Please complete your Resilience Snapshot forSkill 5 – Positive Radars (page 39)
© 2013 Adaptiv Learning Systems
Positive Emotion Tip
If you are feeling badly, notice that your thinking isprobably: Negative, Specific Focused on the past or on the future
To feel better quickly, try switching your thinking to: Positive General Focused on the present
© 2013 Adaptiv Learning Systems
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Positive Emotion Homework (page 30)
Every day for 1 week: Find 3 positive things in the day
Create 3 positive things in the day
Live fully in all aspects of the positive feeling Physiological Cognitive Behavioral Motivational
EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X
Skill 2AvoidThinkingTraps
X X
Skill 3DetectIcebergs
X X X
Skill 4ChallengeExplanations
X X X
Skill 5HarnessPositiveRadars
X X X
Skill 6Tap intoPositiveIcebergs
X X X X
Skill 7FindConnection
X X X
X indicates the skill will boost the factor
The Value of Harnessing Positive Radars
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Skill 5
Tapping Into PositiveIcebergs
What Are Positive Icebergs?
Any enduring beliefs that have moreupside than downside in your life
Values & Principles- Workplace- Leadership- Life
© 2012 Adaptiv Learning Systems
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Mining for Positive Icebergs
We asked you What are your core workplace
principles?
© 2012 Adaptiv Learning Systems
Your Positive Icebergs
Lead by example, be ethical, provide a balance of challenge andsupport, cultivate learning communities, foster creativity andflexibility.
© 2012 Adaptiv Learning Systems
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Understand the thoughts and opinions of others
© 2012 Adaptiv Learning Systems
I have high standards for myself and my work.
© 2012 Adaptiv Learning Systems
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Everyone offers a valuable perspective and deserves a chanceto be heard.Be kind to others - you never know what kind of battles they arefacing.Advocate for what you believe is right for the business and thepeople.
© 2012 Adaptiv Learning Systems
To be ethical, forthright and compassionate with others
© 2012 Adaptiv Learning Systems
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Accountability, recognition, consequences are the same for allteam members.
Honest communication and development for all team members
© 2012 Adaptiv Learning Systems
I stay positive almost 100 % of the time and I don’t take thingspersonally.
© 2012 Adaptiv Learning Systems
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Hold staff accountable; listen, allow venting from my team whenthey need it; communicate and provide direction and step backto let them implement.
© 2012 Adaptiv Learning Systems
Lead by example, passion for the work I do, work hard, playhard
© 2012 Adaptiv Learning Systems
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Lead by example; utilize experience; speak with confidence(even when not 100% sure); don't rush to judgment; consult withothers/listen to what others have to say; and be consistent.
© 2012 Adaptiv Learning Systems
Quick decision, knowledgeable in my field and not micromanaging
© 2012 Adaptiv Learning Systems
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Collaboration, teamwork, empathy
© 2012 Adaptiv Learning Systems
Make a plan and hold yourself and others to be accountable to itat each step to see it through.
© 2012 Adaptiv Learning Systems
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Integrity, trust, transparency, accountability.
© 2012 Adaptiv Learning Systems
Keep confidences. Maintain integrity. Treat others with respect.Take time to coach others and offer guidance.
© 2012 Adaptiv Learning Systems
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Honesty.
Empathy.
Uncovering the hard facts to find the most appropriate solution.
© 2012 Adaptiv Learning Systems
Accuracy
© 2012 Adaptiv Learning Systems
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Open communication among co-workers and customers,honesty, avoiding shortcuts, and being understanding andempathetic towards others.
© 2012 Adaptiv Learning Systems
Working through others.
© 2012 Adaptiv Learning Systems
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I like to manage by "walking around". This means having moreongoing informal chat/meetings with everyone to understand,discuss and plan for issues real-time, rather than always settingup meetings. I like to give assignments without being toospecific about how things will get done (even though I may havea specific idea about how I might approach the work). Thisallows me to coach when/if they get stuck while allowing for thegrowth that making mistakes creates.
© 2012 Adaptiv Learning Systems
High Work Ethic.
Collaboration.
Energy.
Deep Commitment to see Sony Succeed.
© 2012 Adaptiv Learning Systems
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Accountability, recognition, consequences are the same for allteam members.Honest communication and development for all team members
© 2012 Adaptiv Learning Systems
Stay focused. Be positive (but realistic). Understand thebusiness and tailor HR solutions to meet that need. Say "no"when the business wants to do something that puts them/thecompany at-risk. Speak up in HR meetings and shareopinions/ideas. Try to always improve processes based onlessons learned.
© 2012 Adaptiv Learning Systems
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Be Honest Don’t engage in the banter Ask the question
© 2012 Adaptiv Learning Systems
I micro-manage when needed and macro-manage whenneeded. I think that my teams think that I'm fair and reasonable.
© 2012 Adaptiv Learning Systems
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Credibility and empowering others to strive for the best
© 2012 Adaptiv Learning Systems
I try to have a positive outlook on all things and lead byexample. Professionalism, great attitude, and happiness.
© 2012 Adaptiv Learning Systems
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Table Activity –Personal or Team Mission Statement (Page 32)
Identify your key workplace principles & values.
Write a Mission Statement that reflects these –either for yourself personally or for your team.
Are your day-to-day behaviors and activitiesaligned with your Mission Statement?
Review your Mission Statement daily.
© 2012 Adaptiv Learning Systems
Pheidippides, Positive Icebergs,and the Human Spirit
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EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X
Skill 2AvoidThinkingTraps
X X
Skill 3DetectIcebergs
X X X
Skill 4ChallengeExplanations
X X X
Skill 5HarnessPositiveRadars
X X X
Skill 6Tap intoPositiveIcebergs
X X X X
Skill 7FindConnection
X X X
X indicates the skill will boost the factor
The Value of Tapping Positive Icebergs
Moving forward…
We want change to be
© 2012 Adaptiv Learning Systems
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Next StepsReview your Resilience Snapshots often
Use just 1 skill every day – resilience will increase
Model resilience for your colleagues
Coach resilience using what you’ve learned today
Surround yourself with the Positive
Never lose sight that tough times are temporary
Reach Out, while others Shrink Back
Ground yourself in greater Connection
Creating Meaning In Your Life
Viktor E. Frankl –
“Man’s Search for Meaning”
“He who has a “Why” can bear any “How” ”.
“Ever more people today have the means to live, but nomeaning to live for.”
“Everything can be taken from a man or a woman but onething - the last of human freedoms - to choose one's attitudein any given set of circumstances, to choose one's ownway.”
© 2012 Adaptiv Learning Systems
72
Promise To Myself
Write a note to yourself stating: What you’d like to change or improve about your work (or
life) How you plan to use the Adaptiv Skills to make this change
or improvement Be as specific as you can
Address the envelope to yourself; we’ll mail it to you inabout a month
© 2012 Adaptiv Learning Systems
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