«A Message from the Conference Chair A warm welcome to the Meaning Conference 2010! It has been ten years since our first International Meaning ...»
Results Initial feedback (via interviews) showed that 14.8% of males thought they were healthy, and 22.2% of females scored the same. Using the marker of health care the figures were 85.1% male, 84.1% female. Depression trends (CES-D) were 37.0% male, and 55.6% female. Management of stress, lack of sleep, smoking, and stiffness in the shoulder were indicated. In the three years prior to this research, the average quitting rate for new employees was 31.3%, in the two years during this research, it was 8.2%. The employers reported that they had a greater understanding of the importance of psychological support systems.
Conclusion The results show that increased employer awareness, the provision of support systems (e.g. The Transtheoretical Model) together with the individual’s increased understanding of this support can reduce employee “turnover rate” and increase the overall sense of well-being for the individual.
ⓅMerv Gilbert, PhD Co-Chair of the Psychologically Healthy Workplace Collaborative Adjunct Professor, Faculty of Health Sciences, Simon Fraser University Creating and sustaining psychologically healthy workplaces… in good times and bad A psychologically healthy and resilient organization is one that has a clear purpose, is forward thinking, has an environment characterized by support, trust, and open communication, and employs people who are proactive, collaborative and care for themselves and others. Such seemingly utopian organizations do exist, and are noteworthy because of the success they have achieved with customers, shareholders and employees. This has not been accomplished without difficulty but has been achieved and sustained by sincere commitment to the comprehensive well-being of their people and organization and a hardheaded evaluation of their existing processes and needs. The bottom line is that organizations that promote and sustain employee health are more likely to be productive and profitable.
The Psychologically Healthy Workplace Collaborative (www.phwc.ca) is a non-profit group of psychologists, business leaders, academics and informed professionals. The mandate of the Collaborative is to inform businesses and other organizations on how to create and sustain psychologically healthy workplaces, and to publicly recognize those organizations exemplifying such practices and to recognize those that have accomplished this. The collaborative Thursday, August 5, 2010 has given awards to over fifteen British Columbia organizations, several of which have gone on to receive international recognition.
• Overview the scientific, economic and ethical rationale maintaining psychological healthy workplaces;
• Describe the criteria for achieving this across the following dimensions:
o Employee Involvement o Work– Family - Life Balance o Employee Growth and Development o Health and Safety o Employee Recognition
• Provide examples of the specific programs and practices of three winning organizations Ⓟ Leslie Malchy, Msc University of British Columbia, School of Nursing Joy Johnson, PhD University of British Columbia, School of Nursing The meaning of tobacco in community mental health: exploring how individuals and organizations create meaningful engagement within the workplace The cigarette is an object that is laden with multiple meanings. Depending on one’s standpoint tobacco use may be viewed as a vehicle for the sacred, despised as a dirty nuisance and pollutant, or coveted as an object of desire meeting an addictive need. High rates of tobacco use are evident in individuals living with mental illness, with some studies reporting prevalence up to 90%.
Despite many varied consequences of tobacco use, the issue has been largely ignored in this setting. This project set out to understand how to effectively translate knowledge about tobacco from best practice research guidelines into effective and meaningful engagement in frontline care with regards to cessation and reduction.
We sought to understand the discourses underlying the meaning that community mental health practitioners assigned to the role of tobacco and cigarette smoking in their work. This project investigated six unique workplaces utilizing a case study approach to begin to understand how each entity approached the epidemic of tobacco in the context of severe mental distress.
Strengths oriented and empowerment ideas of motivational interviewing paired with the positive creative influence of appreciative inquiry informed our theoretical basis for the data analysis of qualitative interviews from 92 individuals as well as 10 interviews with key stakeholders at each site. Within this context, meaning was assigned on an individual level, an interpersonal level, and an Thursday, August 5, 2010 organizational systemic level. Through the lens of resistance as a catalyst for change we explore how meaning and personal engagement and responsibility influenced and shaped approaches to and experiences of tobacco. We theorize about factors which enabled each case study site to creatively establish interventions that supported their own cultures while breaking through old mythologies around beliefs about tobacco.
In the hectic pace of business today leaders and followers are being called on to be adaptive, flexible and responsive to emerging trends and demanding customers. They are being asked to develop skills that will ensure they provide value for the organization at the individual, team and corporate levels. These skills are seen as the key to staying ahead of shifting industry conditions and marketplace demands.
As organizations continue to re-architect, re-design, re-platform and address globalization to meet demands, they are discovering the need to build flexibility into their operations and agility into their mindset in order to be successful.
Taking an Agile approach to development means a person values the importance of human interaction, and collaboration and knows that communication and sharing of ideas and practices is what makes organizations stronger and helps contribute to their success. The Agile Business Leader (ABL) model is intended to rattle mental cages and expand consciousness. The model presents a holistic view by drawing out people’s strengths and leveraging human capital the organization can maximize individual performance and potential.
Agile Business Leaders are the central ingredient for developing an organization and helping it survive and thrive. Even Charles Darwin knew the ability to be agile and adaptive to one’s environment (even more than strength was the quality) was the key to survival.
Thursday, August 5, 2010 Ⓦ Diana Whitney, PhD.
Author President of Corporation for Positive Change Meaning Making: Taking it to Scale with Appreciative Inquiry People commit to what they help create, so when hundreds or thousands of people are engaged in inquiry, dialogue and meaning making to set new directions for the future of their organization or community the results are palpable. In this highly interactive workshop, Dr. Diana Whitney will present an overview of the principles and practices of Appreciative Inquiry, a process for high engagement, large-scale transformation. She will share case examples from her work applying Appreciative Inquiry in business, religious communities and health care organizations.
Diana will present an explanation of the Appreciative Inquiry 4 –D process and share how it has been used for strategic planning, culture transformation, service excellence and process redesign. An open Q & A session will allow participants to gain insight into how AI might be applied in settings of interest to them.
1. Understand the principles of Appreciative Inquiry
2. Learn what makes a great AI question.
3. Acquire a working knowledge of the AI 4-D Process.
4. Become familiar with applications of AI in healthcare, religious organizations, businesses and communities.
Ⓦ Lisa Miller, PhD Contemplating Meaningfulness: Share the Love of Sports Positive psychology and character strengths theory and application (Peterson & Seligman, 2004; Snyder & Lopez, 2003) are being applied to personal development in sport through contemplation of meaningfulness.
Pressure and competitiveness often surround sport and may create negative spheres surrounding athletes, coaches, and other sport managers in sport organizations. "Share the Love" encourages sport enthusiasts to return to the meaningfulness of sport and why humans share a love of athletics. With a foundation of positive psychology techniques and character strengths, the meaningfulness of sport will be explored in this workshop utilizing a “Share the Thursday, August 5, 2010 Love” theoretical framework.
The delivery of this workshop helps recreational and competitive athletes, coaches, and sport managers balance the pressure and competitiveness with personally enriching programs to improve "Share the Love of Sports” outcomes.
These outcomes include: engagement, relationship building, enacting altruism, inspiring collective hope, learning compassion and empathy, developing gratitude, providing social support, and creating a positive life legacy and meaningfulness. This is a new practical application of Seligman's positive psychology movement (2003) for the purpose of positive relational outcomes in sport organizations at all levels.
This workshop presents options for practical application of the "Share the Love of Sports" based on the theoretical foundation of positive psychology and character strengths for personal development. The practical applications will be exhibited in formats such as retreats, online courses, life coaching, counseling, and study groups. Based on numerous research studies (e.g. Fredrickson & Levenson, 1998; Seligman, Nolen-Hoeksema, Thornton, & Thorton, 1990;
Snyder & Pulvers, 2001), this workshop presents qualitative research results to examine how “Share the Love of Sports” is perceived and experienced by a group of sport management graduate students, coaches, and former athletes.
Implications for personal development of meaningfulness in sport organizations will be discussed in addition to applications outside of sport settings.
Over the decades, “calling” has been intertwined with “career choice” in our research methods and theories of career counseling. Job seekers expend enormous effort to find employment; once hired, they seek to do as little as possible. Our educational systems are geared toward “finding the right answer” rather than “finding our true selves.” Our schools have become like factories of mass production. Viktor Frankl’s quote “one who has a why to live for can endure almost any how” has been left behind, even as we attempt to “leave no child behind.” Is it possible that our current global financial crisis is related to this problem?
A “wall of silence” in education and career counseling exists regarding these topics (McLafferty, 2001). For example, a commonly used career inventory Thursday, August 5, 2010 is based on 1950s research that deliberately omitted spiritual and religious factors (McLafferty, et al, in press).
In this presentation I will draw on my experience as employment counselor and educational psychologist to examine the problem.
Questions which will be addressed include:
What is the nature and origin of this crisis of meaning in the workplace?
How is it perpetuated?
Why is there resistance to the ideas of “calling” and “purpose”?
How do we begin to include “calling” and “purpose” in our educational and workplace lives?
The following ideas will be presented:
“Calling” and “purpose” should be part of every educational and training program.
It may not be possible to know one’s “calling,” especially early in life, but there are ways in which we are always pointed to it (and many factors that distract us from this task).
“Purpose” is not only something to be done, but also a sense of being in something greater than ourselves.
In the late 1920ies, the world economic crisis hit Europe; hundreds of thousands of young people were without work and orientation; they were desperate, depressed, apathetic. And in the midst of it,in Vienna, a young medical doctor - Viktor Frankl - tried to counsel and console these young people by trying to encourage them to make the best possible use of their "regrettable" abundance of available free time and to thereby overcome their existential vacuum and with, the false belief that only if they were employed, life would offer meaning to them.
Fifty years later, in the midst, and - as some claimed, precisely because - of immense affluence, an even growing rate of desperation, depression and apathy, along with a number of "new" psychological problems ("executive disease", Thursday, August 5, 2010 "sunday neurosis", "weekend depression" brought the lesson home that even if people have enough to work and live by, what really counts for their psychological and existential well-being is the question whether they have something to live for; and whether they remain open and flexible enough to decipher the ever-changing meaning of the moment.
Another forty years later - in 2010 -, the economic crisis hit again, and it still seems as if the very same question still haunts us: What do I live for? What am I good for?
According to logotherapy, this is the most human question one can ask, whether with or without work - in fact, no matter what the outer circumstances are. In this talk, we will consider this question, and some concrete and practical guideposts will be given on how to find meaning in one's life - i.e. something where each person is irreplacable and unique; and where meaning is not something to wait for, but something to be found.
9:00 AM – 10:00 AM: Keynote Speaker, Salvator R. Maddi, PhD Salvator R. Maddi, PhD Professor, University of California, Irvine Founder of the Hardiness Institute