MAS. Strengthening Resilience. welcome. Derek Mowbray
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1 Strengthening Resilience welcome Derek Mowbray
2 1. Problems at work Identify the problems at work for which resilience is required; 2. Solutions Identify solutions to stress and understand the link between wellbeing and performance; solutions include resilience; 3. Explaining resilience Use the XABCD formula to explain resilience and; 4. A personal resilience development framework Apply the Personal Resilience Development Framework to your own situation.
3 Problems at work MAS
4 Products Services Governance Regulations Law Technology Information MAS Purpose Strategy Policies Organisation Workforce Estate Supplies Customers Market Media Reputation Leadership Management Shareholders Costs Profit Investments Reserves
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6 A stimulant until personal control is lost Pressure Tension A stimulus to get rid of the tension An impairment to performance Strain Stress A catastrophe can lead to serious ill health
7 Pressure Challenges Deadlines Unnecessary supervision Lack of time Lack of training Project Unclear purpose MAS Tension oworking hours owork not recognised ounclear culture olack of appraisal odomestic/work balance ounclear tasks ounclear organisation structure oambiguous roles Stress Strain Repetitive and Bullying Monotonous tasks Conflicting demands Fear Lack of career opportunities Unrealistic Harassment Excessive overtime expectations All of the above unresolved
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9 Costs of psychological presenteeism as a percentage of total costs of psychological distress at work sickness absence staff turnover reduced productivity at work 58% 32% 10% MAS
10 Solutions MAS
11 Wellbeing Emotional Social Environmental Financial Spiritual Focus + = Culture Leadership Lifestyle@Work Resilience Performance No hesitation No repetition No deviation
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13 What is resilience? the capacity to mobilise personal features that enable individuals, groups and communities (including controlled communities such as a workforce) to have an attitude to tolerate, overcome and be strengthened by adverse events and experiences. (Derek Mowbray 2010)
14 Organisational Culture Leadership and Management Style Wellbeing and Performance Personal Resilience
15 Resilience is a process not a personality trait
16 Resilience is about forming attitudes towards events
17 Individual Characteristics of a resilient individual Ingredients for a resilient individual Enthusiasm for life and work. Capacity to see the future and to go for it. Capacity to cope with threatening events without experiencing disabling distress. Attitude towards life and work that is positive, full of energy and determination. Capacity to see the options, and to adapt effectively to meet and overcome challenges. Self awareness Determination Vision Self confidence Organisation Problem solving Interaction Relationships MAS
18 The Resilience Assessment Questionnaire
19 Explaining resilience MAS
20 X = context (different contexts in which everyone lives and works) A = Activating event (takes place within a context) B = Behaviour, evaluation and meaning (formulating an attitude) C = Consequential attitude (thoughts and feelings linked to personal control) MAS D = Decision/outcome (action, inaction, enforced action)
21 Corporate Risks Change Reputational damage Economy Organisational performance Workforce management Political change Technology Information technology Fragmentation Workforce Risks Uncertainty Dis-engagement Culture Change Downsizing Mergers Acquisitions Collapse Growth Skills Fragmentation Personal Risks Life events Change Ill health Intimidation Threats Conflicts Insecurity Fear Boredom Accidents Discrimination MAS
22 Organisation Culture Change/ambiguity/fragmentation Mergers/acquisitions Collapse Growth/Expansion Structure Rules Leadership Remote Autocratic Intimidation/unrealistic Process/narrow focused Tick box/quick fix MAS Resilience Conflict/Harassment Bullying/Discrimination Excess demand Fear/Job insecurity Isolation Boredom Loss and bereavement Accidents Threats at work Nutrition/Exercise Work life balance Car parking Information technology Communications Offices/Own space Ergonomics
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24 Some personal characteristics that influence attitude towards work Conditioned to survive Difficult to survive on our own Need to engage with others to help us survive We are the principal cause of psychological distress in others We live in the context of organisations We act We act according to our understanding of the context and event We find controlling ourselves difficult We find controlling other people s responses to us difficult We are motivated by self interest We can only judge others by their behaviour and what they say We often mask from others what we genuinely think and feel We are good at false attributions We are good at Groupthink We are hugely successful MAS
25 Interactive self MAS Relationship self Skills self Self Capital self Experiences self Derek Mowbray 2011
26 Evaluation/Meaning MAS Objective evidence Appropriateness Timeliness Emotional evidence Context Expectation Anticipation Social proof Experiences Fairness
27 Organisation threat Leadership threat Personal threat Lifestyle threat Thoughts Feelings Behaviours A t t i t u d e Positive/Negative MAS
28 Outcome Inaction Action Enforced action
29 A personal resilience development framework
30 Imagination MAS Recording Positive reinforcement Self talk Influences on personal control Triple loop learning Purposeful acts
31 Controlling oneself MAS
32 Relationships Self awareness MAS Interaction Problem solving Organisation Self confidence Determination Vision
33 Self awareness Being self aware makes you attentive to others Find out as much as you can about someone else (5 minutes each) Find out and expose why the person is terrific/fabulous/wonderful Then introduce the other person to others on your table telling them why the person is terrific (1 minute each)
34 Determination Your core values are what drives you and makes you determined 80 th birthday party (5 minutes) Do the messages in your ear link to your personal values? Discuss with your table members.
35 Vision Knowing what you want to do diminishes the impact of adverse events What do you really, really, really want to do? (10 minutes)
36 Confidence If you feel confident you can overcome anything Breathing exercise
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39 Organisation Being organised in times of chaos Uncontrollable and controllable time (5 minutes to list; 10 minutes to resolve)
40 Problem solving Solving problems increases you ability to cope How many pieces of cake can you make from four straight cuts?
41 Interaction Those who persuade others to do things they might otherwise not wish to do without causing distress The bathroom mirror and the unique question
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43 Relationships These should help you achieve success and happiness MAS
44 Thank you
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