The International Positive Education Network (IPEN) has just issued a series of very instructive on the role of Positive Psychology in Education. Share and enjoy!
This fabulous infographic on the scientific benefits of compassion was originally created by Emma Seppälä, Science Director of Stanford University’s Center for Compassion and Altruism Research and Education (CCARE) and author of The Happiness Track. For more of her awesome work, please visit her homepage.
Most managers behave as if they were still in high school. The primary goal is not being laughed at.
This sentence resonates with/in me ever since I’ve heard it three days ago. Professor Robert Quinn, co-founder of the Center for Positive Organizations at the Ross School of Business (Michigan) coined it during a workshop on building positive cultures which was part of the Positive Business Conference 2016.
This is, of course, not the first time someone explained to me that most organizations create an atmosphere of (more or less) constant fear. But I have learned over the years that, in order to really grasp a “thing”, somebody has to present it to you at the right time in just the right words.
I was so impressed after the workshop that I instantly bought his book Lift: The Fundamental State of Leadership (co-authored with his son Ryan) at the book table and devoured it on the plane back home from Detroit to Frankfurt, Germany. And what can I say? It´s one of the best books on leadership I´ve ever read.
Truth be told: I read a lot of management and psychology books (broadly speaking) and most authors on interpersonal leadership leave me rather unimpressed. I´m a senior human resources manager working in the headquarter of a multinational organization of 120,000 people, leading a team across two continents, additionally being responsible for groups of people that are part of our international trainee programs, and coordinating the efforts of multiple agencies that support us in recruiting and employer branding.
Against this backdrop, I can honestly say: Leadership is not easy. It doesn´t come down to checklists and simple recipes. Instead, it can be immensely taxing and challenging: It´s hard work. That´s why I enjoy leadership books that acknowledge and appreciate this basic condition.
Robert Quinn´s “Lift” is such a book. It draws on a useful metaphor from aerodynamics (the dynamic that makes objects fly even though they are heavier than air) but more importantly, is grounded in decades of top-tier research. The framework that serves as the outline of the book is based on an influential article in the journal Management Science from 1983, A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis that aims at describing the basic dimensions of organizational effectiveness.
Quinn takes this framework and uses it to outline four corresponding psychological states of leadership: Purpose-centered, internally directed, other-focused, and externally open. This is the crucial point that differentiates “Lift” from most other leaderships books: It doesn´t tell (aspiring) leaders what to do on a concrete level. Instead, it serves to cultivate a certain mindset, a stance, a leadership conduct – what the author terms the fundamental state of leadership.
The author proposes we can enter this special mindset when we (implicitly or explicitly) apply a set of questions to given leadership situations, especially those that bear potential for resistance and conflict. These questions correspond to the four quadrants of the effectiveness/psychological states model.
If you want to hear a short summary in Quinn´s own word, here you go:
For me, an added value of the book is that it provides a very clear definition of an individual purpose. I´ve been struggling with that concept for quite a while now. I know I will have to sharpen mine in order to live up to my full potential – but most of what I´ve read so far has left me irresolute. Here´s what Quinn proposes:
When people are purposed-centered,
Most management books I read – whether I enjoyed them or not – don’t nudge me to do anything differently afterwards. I put them in a shelf and hope, at best, to remember one or two good ideas.
With “Lift”, it´s a different story. I have already printed out the four questions and I will stick them to the computer screen in my office next Monday. And I will use the aforementioned definition to further mold my individual purpose.
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To learn more, you might want to watch Quinn´s 2013 TEDX talk.
I´ve had the pleasure of listening twice to Prof. Vic(tor) Strecher, Professor of Health Behavior and Health Education at University of Michigan. First, at a book reading (he´s just published a new book by the name of Life on Purpose), and the day after when he presented at the Positive Business Conference.
Based on this experience, I highly encourage you to watch his 2014 TEDx talk. First, he has a beautiful voice (if you ask me…), he’s highly entertaining, but more importantly, he has a vital message for us on how to live healthier and more fulfilling lives – by finding an following our unique purpose.
Additionally, you need (no, you must…) have a look at his app JOOL which helps people to make better (health and happiness-related) decisions and live according to their purpose. I´ve seen a couple of similar products over time, but most left me rather unimpressed. JOOL seems to be the real deal. Designed well, easy to use, based on sophisticated models and algorithms that adapt to your specific needs over time. Check it out!
During these days, Mappalicious has surpassed the total number of page views for 2015 – and it’s only May. So, I just want to express my heartfelt gratitude to you for joining me on my ride across the world of Positive Psychology, for helping this baby grow, writing comments, and sharing my stuff with your friends and communities!
While the first day of the Positive Business Conference 2016 has been stimulating and inspiring, the second day was truly transformative for me – and mind you, I don’t use words like this lightly. But I will eloborate on this at a later point in time. The impressions are too fresh to put them in intelligible phrases.
For today, I’d like to recap the day in the same day I did yesterday: by sharing some of my and other participants’ tweets.
First, I discovered my next job title:
Then I learned about how to infuse a company with purpose.
I was impressed to learn how Ross School of Business strives to develop leaders that make a positive difference.
The early afternoon was reserved for a workshop on compassion in business led by Jane Dutton and Monica Worline. Somehow, this one made the difference that makes a difference. But as said, I’m going to talk about that in a separate post.
Fellow Penn Mappster Jessica Amortegui was awarded with the 1. price of the Positive Business Project competition for her work with Logitech.
Just like Alex Edmans explained yesterday: It pays off financially to invest in ethical companies.
Coffee makes the world go round – but only if it’s fair-trade.
Michigan Ross: Thanks a million for hosting that is brilliant conference. I’ll be back…!
I’m absolutely thrilled to be at the University of Michigan, attending this year’s Positive Business Conference at Ross School of Business.This post is my personal summary of the conference’s first day, brought to you via some of the tweets I’ve put out there…
Prof. Vic Strecher shared some really intriguing upsides of having a strong purpose in life. More importantly, you should check out his fabulous app JOOL.
Prof. Jane Dutton had me change my mind on using the term rockstar only in contexts that involve electric guitars. She shared with us her Flourishing Triangle framework of organizational effectiveness.
I was equally thrilled to be able to learn directly from Prof. Alex Edmans, whose work on the financial impact of treating employees exceptionally well has been covered extensively on Mappalicious.
Prof. Joe Arvai shared some incredible research on how to help consumers make more ethical buying decisions. E.g., why is that we can consciously choose from what part of the world our coffee comes from (and how it was cultivated) – but not with regard to our gasoline? And what if we could
After lunch, I was thrilled to have the opportunity of attending a workshop led by Prof. Robert Quinn whose blog posts I share frequently via my Positive Psychology News Digests.
Once more it became clear to me that we do not really understand “a thing” (even if we’ve heard about it a lot of times) until somebody explains it to us in the exactly right words at the right time.
When you’re in the right space, the smartest “person” in the room is the room itself.
Jim Miller, VP at Google, shared insights on the special culture that drives the incredible success of the company.
Of course, there were more sessions, and more speakers, and an abundance of inspiring conversations while having delicious food – but I cannot cover it all here.
Yet, one last thing I found out is this:
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My favorite pieces covering Positive Psychology and adjacent from (roughly) the last seven days.
Guardian: Is grit the true secret of success? by Paula Cocozza
Quartz: The key to happiness at work isn’t money–it’s autonomy by Bell Beth Cooper
New York Magazine: Don’t Believe the Hype About Grit, Pleads the Scientist Behind the Concept by Melissa Dahl
NPR: How To Teach Children That Failure Is The Secret To Success by Tara Haelle
Scientific American: Review of ‘Grit: The Power of Passion and Perseverance’ by Scott Barry Kaufman
Greater Good Science Center: Why Do We Feel Awe? by Dacher Keltner
Atlantic: Self-esteem doesn’t work. Try self-compassion instead by Olga Khazan
Greater Good Science Center: Happy People Don´t Need to Feel Superior by Kira M. Newman
The Positive Organization: Adaptive Confidence by Robert Quinn
New York Magazine: You Could Probably Lift a Car, If You Really Needed To by Cari Romm
Harvard Business Review: Creative Job Titles Can Energize Workers, no author, yet feat. Adam Grant
One of the central tenets in Positive Psychology is “Other People Matter!” – coined by the late Prof. Chris Peterson. This is also true for the workplace. Hell may be other people, as Sartre famously said. But they are also heaven if companies manage to create asshole-free offices.
I recently stumbled upon a study carried out by consulting firm Boston Consulting Group (BCG). They surveyed more than 200,000 people globally from all walks of life on the drivers of workplace happiness (among other things). At the end of the day, they came up with a list of 26 different factors. In the graphic, the top 10 attributes that influence workplace happiness are displayed.
No. 1 is “appreciation for your work”. Yet, appreciation doesn’t come out of nowhere. It´s provided by bosses, co-workers, and subordinates. It´s other people.
No. 2 is “good relationships with colleagues”. Clearly, that´s other people.
No. 3 is “good work-life-balance”. For me, that translates to “My job enables me to have good relationships with people apart from the workplace”.
No. 4 is “good relationships with superiors”. That’s probably very close to No. 1.
I rest my case.
I guess it must be really hard to be a management guru these days. No matter what you say, no matter how brilliant you are – there’s a very high probability that somebody will already have laid out what your core message is. And with “somebody”, I don’t refer to a lot of people, I’m just talking about one person: Peter Drucker.
If you visit, e.g., his notable quotes on GoodReads, you’ll find that he was an incredibly smart thinker – and the he basically laid out all the principles of modern (and in some instances: post-modern) management (in the best sense of the word…). And he did all of that mostly during the 1950s and 60s!
Last week, I stumbled upon a quote that gives rise to the assumption Peter Drucker was also able to foresee some of the developments in Positive Organizational Scholarship (POS), e.g., Jane Dutton’s concept of High-Quality Connections, or Kim Cameron’s idea of leading by managing Organizational Energy.
Here are some additional quotes alluding to the rise of Positive Organizations:
Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.
The work relationship has to be based on mutual respect. Psychological despotism is basically contemptuous—far more contemptuous than the traditional Theory X. It does not assume that people are lazy and resist work, but it assumes that the manager is healthy while everybody else is sick. It assumes that the manager is strong while everybody else is weak. It assumes that the manager knows while everybody else is ignorant. It assumes that the manager is right, whereas everybody else is stupid. These are the assumptions of foolish arrogance.
The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit. This is what creates trust, what enables you to get the task done.
A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.
We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a knowledge workers should not take on work, jobs and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.
An organization is not, like an animal, an end in itself, and successful by the mere act of perpetuating the species. An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment.
Only a clear, focused, and common mission can hold the organization together and enable it to produce results.
Success in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.
People in general, and knowledge workers in particular, grow according to the demands they make on themselves. They grow according to what they consider to be achievement and attainment. If they demand little of themselves, they will remain stunted. If they demand a good deal of themselves, they will grow to giant stature—without any more effort than is expended by the nonachievers.