WHAT SCIENCE CAN TEACH US ABOUT THRIVING AT WORK even in a pandemic - - PowerPoint PPT Presentation
(Even in a Global Pandemic) WHAT SCIENCE CAN TEACH US ABOUT THRIVING AT WORK even in a pandemic PRESENTERS ARIANE LAXO HALEY NELSON RANDY BARKER LORI TUOMINEN SUSTAINABILITY DIRECTOR SENIOR INTERIOR DESIGNER INTERIM DIRECTOR PROGRAM
(Even in a Global Pandemic)
WHAT SCIENCE CAN TEACH US ABOUT THRIVING AT WORK
…even in a pandemic
LORI TUOMINEN
PROGRAM MANAGER
RANDY BARKER
INTERIM DIRECTOR
ARIANE LAXO
SUSTAINABILITY DIRECTOR
HALEY NELSON
SENIOR INTERIOR DESIGNER
PRESENTERS
alaxo@hga.com hnelson@hga.com rbarker@uwsuper.edu ltuomine@uwsuper.edu
NATIONAL EXPERTISE, LOCAL INSIGHT
CORPORATE ARTS | COMMUNITY | EDUCATION HEALTHCARE GOVERNMENT
OFFICES
850
EMPLOYEES HGA LOCATIONS PRUITT CENTER
All exterior and interior building images in this presentation highlight HGA project work, unless noted otherwise
The mission of the Pruitt Center for Mindfulness and Well-Being at the University of Wisconsin- Superior is to promote and enhance the science and practice of mindfulness and well-being for students, faculty, staff, and surrounding communities.
University of Wisconsin-Superior, Swenson Hall (not designed by HGA)
AGENDA
1. TRAUMA, STRESS & CHANGE 2. PERMANENT MODEL OF WELL-BEING 3. WORKPLACE WELL-BEING IN A GLOBAL PANDEMIC 4. Q & A
Grounding In
Neocortex: Rational or Thinking Brain Limbic Brain: Emotional or Feeling Brain Reptilian Brain: Instinctual Brain
Base image retrieved from brainhq.com Dale, C. and P. Peyton (2020). The Neuroscience of Fear: What’s Happening in Your Brain and How to Manage It. www.welldoing.com
THINKING CENTER EMOTION CENTER FEAR CENTER
THE BRAIN
“All in the mind: Helping our brains deal with change” 2017. https://www.theceomagazine.com/business/management-leadership/all-in-the-mind/ Icon by Ilaria Vitali from the Noun Project
THE BRAIN
And the brain uses 20%
The brain represents 2% of our body weight
Unisg the icndeblire pweor of the hmuan mnid, aocdcrnig to rseecrah at Cmabrigde Uinervtisy, it dseno’t mttaer in waht oderr the lterets in a wrod are, the olny irpoamtnt tihng is taht the frsit and lsat ltteer be in the rhgit pclae.
↑ Oxytocin = Pride ↓ Dopamine = Disappointment ↑ Dopamine + Adrenalin = Excitement ↑ Cortisol + Adrenalin = Fear / Anxiety
Dale, C. and P. Peyton (2020). The Neuroscience of Fear: What’s Happening in Your Brain and How to Manage It. www.welldoing.com
THE BRAIN & EMOTIONS
Turmaud, D. (2020). Trauma of Pandemic Proportions. Psychology Today.
“…a situation that elicits psychological trauma ‘violates the familiar ideas and expectations about the world of an individual or society, plunging them into a state of extreme confusion and uncertainty’ (Aydin, 2017).”
Turmaud, D. (2020). Trauma of Pandemic Proportions. Psychology Today.Hougaard, R. et al (2020). Build your resilience in the face of a crisis. Harvard Business Review.; Leibowitz, K. and A. Crum (2020). In Stressful Times, Make Stress Work for You. The New York Times.; Pappas, S. (2020). Quickly calming distress and improving mental
My livelihood? Hopelessness
THE BRAIN IN CRISIS
THE BRAIN IN CRISIS
What day is it? I’m overwhelmed with so many changes!
“How (and why) coronavirus is changing our sense of time,” https://www.universityofcalifornia.edu/news/how-and-why-coronavirus-changing-our-sense-time; “The Resilience Rule of Two,” 2020. https://thriveglobal.com/stories/the-resilience-rule-of-2/
Temporal Disintegration The Rule
https://www.ge.com/reports/21-04-2015mapping-the-ptsd-brain/
Global psychological distress Most vulnerable:
health conditions
responders
PTSD
https://adaa.org/about-adaa/press-room/facts-statistics United Nations Policy Brief: COVID-19 and the Need for Action on Mental Health, May 13, 2020. Allen, L. (2020). Where we went wrong with preparing for COVID-19. American Psychological Assoc. Hoffman, J. (2020). ‘I Can’t Turn My Brain Off’: PTSD and Burnout Threaten Medical Workers, The New York Times
LONG-TERM IMPACTS
Flach, Frederic: Resilience – The power to bounce back when the going gets tough. New York 1997.
The Law of Disruption and Reintegration Our homeostasis has to be disrupted so that we can reintegrate resiliently.
psychologically protective
Morrill, E. F., Brewer, N. T., O’Neill, S. C., Lillie, S. E., Dees, E. C., Carey, L. A., & Rimer, B. K. (2008). The interaction of post-traumatic growth and post-traumatic stress symptoms in predicting depressive symptoms and quality of life. Psycho-Oncology, 17, 948–953.
POST-TRAUMATIC GROWTH (PTG)
Barker (2018). PERMANENT Well-Being Model
PERMANENT WELL-BEING MODEL
E R M A N E N T
PRESENT MOMENT AWARENESS EMOTIONAL INTELLIGENCE RELATIONSHIPS MEANING ACHIEVEMENT NEEDED SLEEP EXERCISE NUTRITION THINKING
P
PRESENT MOMENT AWARENESS
“Mindfulness is paying attention in a particular way: on purpose, in the present moment, and non-judgmentally.”
JON KABAT-ZINN
EMOTIONAL INTELLIGENCE
“The capacity to recognize our own feelings and those of
emotions, and to interact effectively with others.”
DANIEL GOLEMAN
RELATIONSHIPS
“The only thing that really matters in your life are your relationships to other people.”
GEORGE VAILLANT
MEANING
“Our main motivation for living is our will to find meaning in life.”
VIKTOR FRANKL
ACHIEVEMENT
“Every worthwhile accomplishment, big
triumphs: a beginning, a struggle, and a victory.”
MAHATMA GANDHI
NEEDED SLEEP
“Everything you do, you’ll do better with a good night’s sleep.”
ARIANNA HUFFINGTON
EXERCISE
“When it comes to health and well- being, regular exercise is about as close to a magic potion as you can get.”
THICH NHAT HANH
NUTRITION
“Let food be your medicine and medicine be your food.”
HIPPOCRATES
THINKING
“Habits of thinking need not be forever. One of the most significant findings in psychology in the last twenty years is that individuals can choose the way they think.”
MARTIN SELIGMAN
PERMANENT WELL-BEING MODEL
E R M A N E N T
PRESENT MOMENT AWARENESS EMOTIONAL INTELLIGENCE RELATIONSHIPS MEANING ACHIEVEMENT NEEDED SLEEP EXERCISE NUTRITION THINKING
P
LEARN EXPERIENCE REFLECT
Barker (2018). PERMANENT Well-Being Model
engaged* in their job
*highly involved in and enthusiastic about their work and workplace; psychological “owners”, drive performance and innovation, and move the organization forward
State of the Global Workplace. Gallup, Inc. 2017
higher profitability with highly engaged employees
State of the Global Workplace. Gallup, Inc. 2017
that support well-being recommend their company as a good place to work
2016 Work and Well-being Survey. American Psychological Association.
Best Workplaces UK 2020
Best st W Workpl places UK s UK 2020
additional one-off responses
West Southwest Midwest East Northeast Southeast Non-contiguous islands
7.3% 6.5% 24.6% 33.6% 7.4% 20.3%
WORKING FROM HOME HGA SURVEY
Wellness Sense of Community Collaboration Future User Flexibility Culture Resiliency
WORKING FROM HOME HGA SURVEY
PRESENT MOMENT AWARENESS
Barker (2019) PERMANENT Well-Being Model
↓ workplace burnout ↓ psychological distress ↑ work performance ↓ turnover ↑ client satisfaction
Taylor, N. Z. & Millear, P. M. R. (2016). The contribution of mindfulness to predicting burnout in the workplace. Personality and Individual Differences: 89. 123-128. Gregorie, S. & Lachance, L. (2015). Evaluation of a brief mindfulness-based intervention to reduce psychological distress in the workplace. Mindfulness: 6, 836-847. Dane, E. & Brummel, B. J. (2013). Examining workplace mindfulness and its relations to job performance and turnover intention. Human Relations: 67(1), 105-128.
MINDFULNESS IN THE WORKPLACE
A state in which people are so involved in an activity that nothing else seems to matter
Csikszentmihalyi, M. (1990). Flow: The Psychology of Optimal Experience. Harper Perennial Modern Classics: New York.
FLOW
PREFRONTAL CORTEX
Dietrich, A. (2003). Optimal Functional Neuroanatomy of Altered States of Consciousness: The Transient Hypofrontality Hypothesis. Consciousness and Cognition, 12:2, 231-256.
WHAT HAPPENS TO OUR BRAIN IN FLOW?
Csikszentmihalyi, M. et al. (1992) Optimal Experience: Psychological Studies of Flow in Consciousness. Cambridge University Press: Cambridge, UK, 15-35.
CHALLENGE LEVEL SKILL LEVEL
BOREDOM/ APATHY
FLOW
ANXIETY/ FRUSTRATION
QUICK RECAP: PRESENT MOMENT AWARENESS
Practice grounding in. Take quality breaks. Find your flow.
EMOTIONAL INTELLIGENCE
Barker (2019) PERMANENT Well-Being Model
5 DOMAINS OF EMOTIONAL INTELLIGENCE
Goleman, D (1995). Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
SELF- AWARENESS SELF- REGULATION INTERNAL MOTIVATION EMPATHY SOCIAL SKILL
↑ job satisfaction ↑ commitment to employer ↑ commitment to career ↓ work-family conflict ↑ altruism ↑ job performance ↓ work-related stress
Carmeli, A. (2003). The relationship between emotional intelligence and work attitudes, behavior and outcomes. Journal of Managerial Psychology, 18:8. 788-813. Nikolaou, I. & Tsaousis, I. (2002). Emotional intelligence in the workplace: Exploring its effects on occupational stress and organizational commitment. The International Journal of Organizational Analysis, 10:4. 327-342.
EMOTIONAL INTELLIGENCE AT WORK
Huppert, F.A., Baylis, N., Keverne, B. & Fredrickson, B. L. (2004). The broaden–and–build theory of positive emotions. Phil. Trans. R. Soc. Lond. B 359: 1367–1377.
Positive Emotion Broaden cognition Build resources Greater well-being More experiences of positive emotion
SAVORING POSITIVE EMOTIONS
Proto, E. Are happy workers more productive?. IZA World of Labor 2016: 315 doi: 10.15185/izawol.315
IMPACTS OF POSITIVE EMOTIONS
QUICK RECAP: EMOTIONAL INTELLIGENCE
Practice building EI Practice naming emotions Savor positive emotions
RELATIONSHIPS
Barker (2019) PERMANENT Well-Being Model
Cameron, K., Mora, C., Leutscher, T., & Calarco, M. (2011). Effects of Positive Practices on Organizational Effectiveness. The Journal of Applied Behavioral Science, 47(3), 266–
PRACTICE Caring for, being interested in, maintaining responsibility for colleagues as friends Supporting one another, including
when others are struggling Avoiding blame and forgiving mistakes Inspiring one another at work Treating one another with respect, gratitude, trust & integrity IMPACT Increase positive emotions Buffer against negative events, improving employee resilience Attract and bolster employees, increasing loyalty and bringing out the “best self”
POSITIVE WORKPLACES
Face-to-face collaboration Serendipitously run into colleagues Immediately access team members & leadership Participate in social rituals like company events Top Things Missed About the Office
HGA WFH Survey, May 2020; Forbes, “When Home Becomes the Workplace;” Icons by Ranah Pixel Studio, Ian Rahmadi Kurniawan, and Justin Blake from the Noun Project.
RELATIONSHIPS AND WFH
Leesman Home Index Public Update, June 2020 Office N = 740,715 at Q1/2020 Home N = 10,632 at 5/29/2020
ACTIVITIES BETTER AT HOME
ACTIVITIES BETTER AT OFFICE
Leesman Home Index Public Update, June 2020 Office N = 740,715 at Q1/2020 Home N = 10,632 at 5/29/2020
QUICK RECAP: RELATIONSHIPS
Relationships are critical for a positive workplace experience. Look for ways to connect to mitigate isolation and loneliness. Innovation nor serendipity can be scheduled. Some relationships are best supported by home and others by the office.
MEANING
Barker (2019) PERMANENT Well-Being Model
Frankl, V. (1992). Man’s Search for Meaning. 4th Ed. Beacon Press: Boston, MA.
MEANING
DLPNG.com
STAGES OF GRIEF
Kessler, D. (2019). Finding Meaning: The Sixth Stage of Grief. Scribner: New York. Kubler-Ross, E. (1969). On Death and Dying. The Macmillan Company: New York.
Denial Anger Bargaining Depression Acceptance Meaning
STAGES OF GRIEF
Duhigg, C. (2016). What Google Learned From Its Quest to Build the Perfect Team. NY Times Magazine.
“THE PERFECT TEAM”
GOOGLE PROJECT ARISTOTLE
QUICK RECAP: MEANING
Explore how you find meaning, through deeds, experiences, and/or suffering? Give team members a sense of meaning at work by sharing how they fit into the bigger picture
ACHIEVEMENT
Barker (2019) PERMANENT Well-Being Model
Steelcase, “Competing in the Post-COVID era,” https://www.steelcase.com/research/articles/topics/post-covid-workplace/competing-post-covid- era/#misconception-2; “U.S. Employees Working More Hours During COVID-19 Pandemic,” Business Facilities; Icons by Aneeque Ahmed from the Noun Project
THREE MORE HOURS PER DAY U.S. U.K., France, Canada, Spain TWO MORE HOURS PER DAY ONE MORE HOUR PER DAY Germany, Austria, the Netherlands, Belgium
WE’RE WORKING MORE THAN EVER
HGA WFH Survey, May 2020
People are more productive and more creative while working from home. Attributed to less distractions and flexibility (environment and work hours)
Home 50% Office 16% Both 31% Other 3%
Where Do You Feel More Creative?
Home 46% Office 20% Both 31% Other 3%
Where Do You Feel More Productive?
…BUT ARE WE ACHIEVING MORE? YES!
QUICK RECAP: ACHIEVEMENT
Replicate the conditions where you feel most productive and creative. Set boundaries to mitigate burnout.
THINKING
Barker (2019) PERMANENT Well-Being Model
During the 2008 financial crisis, workers were taught a stress mindset shift technique. One month later, participants showed fewer negative health symptoms and increased work performance. These benefits were achieved without changing the amount of stress workers experienced.
CHANGING YOUR STRESS MINDSET
Leibowitz, K., A. Crum (2020). In Stressful Times, Make Stress Work for You. The New York Times; Paper illustration by Reina Takahashi, photo by Tony Cenicola/The New York Times
1. Label your stress consciously and deliberately moves neural activity from the Fear Center to the Thinking Center 2. Connect to the positive motivation or personal value behind our stress 3. Think about how you might change your response to this stress to better facilitate your goals and your purpose
CHANGING YOUR STRESS MINDSET
Leibowitz, K., A. Crum (2020). In Stressful Times, Make Stress Work for You. The New York Times; Paper illustration by Reina Takahashi, photo by Tony Cenicola/The New York Times
David Scott Yeager & Carol S. Dweck (2012) Mindsets That Promote Resilience: When Students Believe That Personal Characteristics Can Be Developed, Educational Psychologist, 47:4, 302-314, DOI: 10.1080/00461520.2012.722805
Employees Believe Company Fosters More: Innovation Collaboration Risk-taking Employees Have Higher Levels of: Trust Ownership Commitment Loyalty Supervisors View Employees As More: Committed to learning and growth Innovative Collaborative
Dweck, C., Murphy, M., Chatman, J. & Kray, L. (2014) Why Fostering A Growth Mindset in Organizations Matters. Sean Delaney Leadership Consulting Group, LLC. http://knowledge.senndelaney.com/docs/thought_papers/pdf/stanford_agilitystudy_hart.pdf
GROWTH MINDSET WORKPLACES
QUICK RECAP: THINKING
Label your stress. Connect to the positive motivation or values behind our stress. Think about your response and how it aligns with your goals or purpose. Practice having a growth mindset.
RANDY BARKER
INTERIM DIRECTOR
ARIANE LAXO
SUSTAINABILITY DIRECTOR
alaxo@hga.com rbarker@uwsuper.edu