Seven Tips for Running Your Own Training Session

How do we make training stick? We know that investing in the human capital of our workforce by upping their skill level is vital to any organisation, but if you've ever sat through a boring training session - or when that brought back unpleasant memories of school - you know that there is high significant chance this time and money will be wasted. Here I list and explore seven tips to help your training sessions be impactful and enjoyable, for you and your trainees.

1. Step out of the expert role

Often we are asked to run a training session due to our expertise in an area. Strangely this can be a challenge as we encounter what is known as the ‘expert problem’. Essentially our own knowledge and skill are so integrated that we can’t easily separate out the elements to construct a good training path; and we have forgotten how new and challenging this all is to the novice. The danger is that we inadvertently overwhelm or confuse with our expert knowledge.

The trick is to step out of the expert role. Resist the pressure to download everything you know about the subject, and instead focus on co-creating a learning experience with your participants. The old adage ‘start where your people are at’ still holds true. Establish their baseline of knowledge and skill and go gently from there. It can help to think of yourself as ‘A Guide from the Side’ rather than a ‘Sage from the Stage’.

2. Limit the Teacher Talking Time

If you love your subject and know lots about it, you will have lots to say about it. One of the hardest challenges is deciding what not to share rather than what to share. People learn better when they are active in the process. Try to limit yourself to short bursts of input followed by some participant activity. Get them to work with what you are sharing, to roll it around in their brain, to manipulate it. In this way the learning is much more likely to stick with them. When I am designing a workshop, keen to share this amazing field, I constantly have to remind myself that, sometimes, ‘less is more’.

3. Ask Good Questions

Questions tickle the brain, questions trigger thought. Pepper your training with good questions and encourage people to engage with them in discussion before you build on that foundation with your own knowledge. Having discussed the question themselves people are keen to have their knowledge validated by you, the expert. We learn by linking new information to what we already know. By helping people bring what they already know to the fore you make that foundation accessible. People learn as much by hearing what they think about something as hearing what you think. When people hear themselves saying new things, making new links, seeing new possibilities the brain really fires up with learning.

4. Grow the Engagement

Not everyone loves learning, or being in a classroom type situation. Memories of school can cast long shadows. The transfer of information is a relational activity. It needs engagement from both parties. To grow the engagement you need to be positively responsive to any tentative sign of engagement, for example a first question, complaint about the room/challenge to your knowledge. Deal with the content in as generous a manner as possible and appreciate the engagement. As people see that you are supportive, encouraging and not in anyway punitive, they will get braver about expressing their views. In a word: Be generous with the peanuts.

5. Create a Visible Before and After Measure

These days I almost always create a before and after measure for a group session. Take the objectives for the session and turn them into some sort of scale question. Good starters are expressions like ‘To what extent...’ ‘How clear am I...’ ‘How confident am I...’ And ask people to give you their baseline measure on a scale of 1-10 at some point during your ‘beginnings’. It is best to ask people to write down their self-scores individually so they aren’t influenced by any group norms. Record them all publicly, emphasizing that low initial scores are a great sign of potential success for the session. If appropriate, discuss what this starting point tells you. Repeat the exercise that the end of the session.

It is highly likely that scores will have shifted to the right and spreads will have narrowed. In this way you can all see the impact of the session. Again encourage discussion of the shifts and what that means. I find that doing this affirms for both me, and my participants that learning has taken place. It also weakens any sense that ‘nothing happened and it was all a waste of time’ that anyone might be harbouring.

6. Draw out learning

At points during your session, and certainly at the end, encourage people to verbalise their key learning from the session. Questions that do this include ‘One thing I’ll take away from today’ ‘My biggest insight today’ ‘The biggest surprise of the day’... you get the idea. It is also often a good idea to ask a question that helps them focus on how they are going to use their learning immediately after the session. The biggest loss of the learning investment comes at this point of transfer, so encouraging people to think and articulate ‘next steps’ can be very powerful. I often ask ‘What is the thing you can do differently or do different from tomorrow to put today’s learning to work?’ Time permitting I might also ask about opportunities they can see to apply the learning over the next three months

7. Use our Tools to help you

And finally you can use tools and games to help make the sessions lively and interesting. We are developing a range of products to support internally led training. For instance we have a variety of strengths card sets, a happiness at work game, practical e-books, off-the-shelf workshop packs, and free videos. In addition you can pick-our-brains in a one-off coaching session to develop your workshop or you can commission a webinar input. In addition you can read Sarah’s books, packed with information and examples. Of course we are also happy to be commissioned to run a workshop with or for you!

Much more about the features of co-creative change, guidance on how to do it, and practical information about on the key methodologies mentioned here can be found in my new book Positive Psychology and Change

Other Resources

Much more about strengths and managerial techniques such as the ones mentioned here can be found in Sarah’s new book Positive Psychology and Change

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Positive Psychology at Work’ and ‘Positive Psychology for Change’ both published by Wiley. She is also the lead author of 'Appreciative Inquiry for Change Management', by Kogan Page, the second edition is out in September.

See more Events/Workshops, Learning & Development Tools, Leadership Skills, Team Development and How To articles in the Knowledge Warehouse.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715. A selection of strength card packs are available from our online store.

Eight High-Value Ways To Access Our Expertise

1. Use Our Learning and Development Activity Support Card Packs

Over the past year we have assembled a range of card packs to support development activities from coaching to strategy development. In particular we have our own Positive Organisational Development Cards that condense the wisdom of positive psychology into questions and action suggestions across twenty themes, from leadership to positive emotions. We also have a selection of Strengths Cards suitable for groups across the organisation. And we have a range of other cards to enable work with Values, Behaviour, Expertise and Emotional Intelligence. While many have free downloadable pdf guides, all are highly versatile, easily portable and great value!

Click Here

2. Play The Happiness at Work Game

We are very proud to be the sole European distributor for this excellent learning and development tool. Packed with practical ways to apply positive psychology to work place challenges, the game format encourages valuable in-depth discussion of the different ideas, approaches and options. The challenge cards outline common workplace situations, while the answer cards offer a wide range of behavioural tips to encourage greater happiness or wellbeing, reduce stress levels, improve performance and strengthen their relationships. A wonderful feature of the game is that some of the answer cards suggest that you ‘do it now’, allowing participants to experience the power of the suggested activity in the moment. This in turn facilitates deeper connection and learning in the group. Save yourself the cost of a facilitator and self-facilitate yourself a great team development session.

Click Here

3. Prepare With Our Practical E-books

We are developing a range of practical e-books to support first line managers with some of the early challenges of management. In PDF format they are instantly downloadable, offering instant help! Each book contains easy to follow guidance and words of advice. In addition practical pull-out planning tools are included to support preparation, and to ensure that purpose and success criteria are clarified before the event. These can be photocopied and used again and again. So far we have one on Courageous Conversations and another on Great Meetings with more under development. Less than the price of a meal out, they allow you to save on training costs and encourage self-directed learning. Let us know about any other topics you think would be valuable.

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4. Pick our Brains

We recognize that sometime you just want to ask the expert a few questions about something you are planning to do or something that is bothering you. You don’t necessarily want to engage a permanent coach, you just want to spend up to an hour of your time getting high quality advice quickly. Our ‘pick our brains’ service is designed precisely to meet this need. Save yourself time and money by speaking to us directly.

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5. Buy An ‘Off the Shelf’ Learning And Development Session

If you have the facilitation and training skills but just aren’t familiar with a particular topic area than this off the shelf session is for you. At present we offer The Complete Positive Strategic and Leadership Development Kit, The Complete Positive Team Development Kit, The Complete Positive and Appreciative Coaching Kit and The Complete Leadership Team Culture Kit, with more under development. We supply facilitator notes and any of our tools that you need for the session plus a useful carrier, pen and notebook.  Once you have the kit you can use it again and again, saving the cost of an external facilitator every time.

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6. Read Our Books

Sarah has written two books that distil her knowledge and experience of working with organizations. Positive Psychology at Work gives practical advice about leadership, performance, workplace culture, and team development for example. While Positive Psychology and Change is focused on large scale organisational change, offering practical advice on applying positive psychology to the challenge and introducing dialogue methodologies such as Open Space, Simu-Real and Appreciative Inquiry. In addition Appreciative Inquiry for Change Management is targeted at both those new to Appreciative Inquiry and more experienced practitioners, to extend their practice. Gain access to Sarah’s extensive experience at a fraction of the price of having her come in!

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7. Watch Our Videos

These are a completely free resource. Only a few minutes long they take short topics and explain them in plain English. For example we have videos addressing How to Work with Skeptics, Planning in Uncertain Times, and Why You Should Ask Appreciative Questions.

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8. Commission a Webinar

This can run in real time or be sent pre-recorded. It can be the whole session or part of a session. It can be a presentation or it can include questions and answers. Or we can organise a google-plus hangout. And we are willing to engage with any other favourite technology of yours to facilitate our ‘presence at a distance’ in your training session. Have Sarah or any of our other experts be part of your session at a fraction of the price of flying her in!

Click Here

And of course, if you would like us to come to you to help with your change process, or to run an in-house training or development session, we would be delighted to help!

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Positive Psychology at Work’ and ‘Positive Psychology for Change’ both published by Wiley. She is also the lead author of Appreciative Inquiry for Change Management, by Kogan Page, the second edition is out in September.

Other Resources

Much more about strengths and managerial techniques such as the ones mentioned here can be found in Sarah’s new book Positive Psychology and Change

See more How To, Team Development, Appreciative Inquiry, Card Guides and Leadership articles in the Knowledge Warehouse.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715. A selection of the best L&D Tools are available from the website shop.

How To Increase Your Effectiveness As A Manager With Strengths Cards

Increasingly being an effective manager is about helping others to be their best. People’s natural strengths are at the heart of great performance. While there are great psychometrics around to assess people’s strengths they aren’t always available, suitable, or affordable. A pack of strengths cards is portable, re-useable and infinitely applicable. Below are eight ways managers can use a pack of strengths card to enhance their effectiveness.

Ideas For Using Your Strengths Cards

1. Coaching: Creating confidence, resilience, motivation and performance

Coaching for performance is an important part of any manager’s role.  Bringing strengths cards into the coaching conversation can help create a positive focus and stimulate a conversation about an individual’s particular strengths. By exploring past successes and helping an individual recognise the particular personal strengths that consistently underlie their successes, you enhance their self-confidence and resilience as they recognise and own their own particular performance assets. By focussing on how these assets can be realised in future performance, you both create motivation for the challenge and enhance their likelihood of succeeding. 

For example: Ask someone to share their greatest achievement or success in the area under discussion then spread the cards out on the table and together identify the strengths that allowed them to achieve that success and then identify with them the ones that really resonate with them as being an essential contributor of their successes. The strengths they are happy to own.

2. Coaching: For personal and career development

Managers are increasingly responsible not just for an individual’s ‘in-role’ performance, but also for their career development. An exploration of an individual’s real highlight moments in their career so far, and an analysis of the strengths at play in those moments, can help someone understand what they need to develop a satisfying career: ever more opportunity to play to, and utilise, their strengths in the service of personally important goals. Assessed from this perspective, different future paths can open up, and existing ones become more or less attractive. 

For example: Invite the person to talk to you about their career highlights, spend some time identifying the strengths that contributed to these highlights then imagine what their future career will look like if they can use these strengths to achieve things that are important to them. Ask them to imagine what will they be doing, where will they be working and who with, how they will be spending their time. Then together you can identify a possible future career goal and how to get there.

3. Team Development: Creating an economy of strengths, increasing capability

Team members can find themselves restricted in using their strengths by the division of work by role. In the worst case scenario a particular task falls to someone because it’s ‘in their remit’ despite the fact that they have no natural talent (or strengths) to support them in this task. Usually the result is that the task is done very slowly (or rushed) using tremendous energy and effort (or none) to at best a mediocre standard. Once a team understands all its members natural strengths, they can operate as an economy of strengths, meaning it can allocate and share tasks according to the strengths-fit increasing both the effectiveness and efficiency of the team and the productivity of individual members.

For example: Help each team member to identify their strengths using questions like 'When have you felt most alive at work?' Then follow the processes as above. Once everyone has identified their strength, create a map of the strengths of the members of the team. There will be overlap. Then they can then analyse the tasks the tea has to perform against what strengths are needed for each task and allocate them accordingly.

4. Performance Appraisal: Motivating people to be their best

Performance appraisals are meant to be motivating. Too often they are the exact opposite. This is partly due to an over-emphasis on analysing problems and failures in the past, and partly due to an emphasis on creating a list of future tasks. Shifting the focus to helping people identify the best of the past, and the strengths they display in achieving those successes, and then constructing a vision of the future based on how they could access and utilise those strengths even more in the future will help switch the conversation from de-motivating and de-energising to motivating and energising. This is because people find using (and the anticipation of using) their strengths motivating and energising. Use the cards to help someone explore, name and own their particular strengths that allow them to succeed.

For example: Invite the person to share when they have been most excited about their work or what they are working on (not whether it succeeded or not). Spread the cards out and together identify the strengths that underpin these most motivated moments. Help them identify future goals, targets or projects that create the same sense of excitement because they will call on the same strengths. Help align these to organisational priorities - so everyone wins.

5. Motivating Mirco-moments

Effective managers know that every interaction with someone acts to motivate or de-motivate them, to encourage change or to support the status quo. By increasing your strengths spotting skills, and your appreciative ear, you can increase the motivational encounters your staff experience with you. By understanding your people as a profile of strengths (rather than as their job profile) you can notice when they are using their strengths, or help them access them when they aren’t. With an appreciative ear you can help them notice what they did right, or what went well, even in difficult situations.

For example: Spread the cards out and think about one of your staff and about the most clear memory you have of being impressed with something they did at work. Look at the cards, and think about what strengths the staff member was using when they did this. They will have been motivated both by their success and the very process of using their strengths so if you spot the next time they are using these strengths and mention it, they will be motivated by the fact that you can see when they're at their best. Practice ‘spotting’ the different strengths as you encounter your staff at work, you’ll soon get the hang of it!

 6. Elevate mood to elevate performance

As a generalisation people perform better when they feel better. This isn’t about job satisfaction, this is about momentary states of wellbeing. When people feel good they are more curious, more tenacious, more sociable, and better able to cope with complexity. They have more energy, they are more generous with others. Having a conversation with an individual or a team that is focused on past or present successes is likely to elevate mood in the moment. By going a step further and identifying the strengths at the core of the success you are increasing the likelihood of a replication of these success, as people understand better what made them possible. This is also likely to elevate mood.

For example: Have a session where members of a team are asked to recount a time when another team member made a big contribution towards the success of the team. Use the cards to help people offer feedback to each other about the strengths they were struck by in this person's account. Take it from there.

7. Leadership: Know thyself

It is well known that effective leaders recognise their own shortcomings, and work to limit the damage they can cause. It is less appreciated that great leaders also know their strengths, and how to use them well. When a leader knows, and owns, their strengths they are more able to work to use them wisely and judiciously. They also better understand that other people don’t have this strength: that what is easy for them can be harder for others. They can become more forgiving of others. They can gather people around them that can help them exercise their strengths appropriately, and ameliorate their weaknesses. Use strengths cards to help leaders understand their own strengths and develop control and skill in using them, and to understand that other people are blessed differently.

For example: Sit down with the leader of one of your teams and explore with them which of their strengths contributed to a recent success of the team (see point 1). Then go a step further and ask them to name someone who also contributed to this success and explore their strengths. It should dawn on the leader that the reason they were both instrumental in this success wasn't just that they had some of the same strengths, which were suited to the job at hand, but also that they had some different but, in this context, complimentary strengths and so each to some degree offset the weaknesses of the other.

8. Recasting Problematic Behaviour: Strengths in overdrive

Sometimes difficult behaviour is caused by an out of control strength. The person who never gets their own work done because they are too busy helping others: empathy in overdrive. The person who seems to want to have a say in every issue whether it concerns them or not: leadership in overdrive. Understanding that sometimes people aren’t in control of their strengths, that their very strengths are the things that leads them into trouble gives us a different place to go with the conversation. We can recognise the strength as a general asset, then focus on how to use it wisely. Strength plus skill in using the strength is key to great performance.

For example: This is a damage limitation exercise - someone has caused problems and needs to be told that they need to modify their behaviour. What you can do is start the conversation not with the problems they've caused but by investigating their strengths (see point 1.) and then have a look at the cards and see if the behaviour in question can be recast as a strength in overdrive, then you have somewhere different to take the conversation and should have a better chance of getting an actual genuine attempt to modify behaviour and not just sullen temporary withdrawal.

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Positive Psychology at Work’ and ‘Positive Psychology for Change’ both published by Wiley. She is also the lead author of Appreciative Inquiry for Change Management, by Kogan Page, the second edition is out in September.

Other Resources

Much more about strengths and managerial techniques such as the ones mentioned here can be found in Sarah’s new book Positive Psychology and Change

See more How To, Team Development and Leadership Skills articles in the Knowledge Warehouse.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715. A selection of strength card packs are available from the website shop.

Leadership Gratitude Exercise

I used this recently with a group of managers as part of a workshop on positive and appreciative leadership. It is an effective way into the virtuous practices aspect of flourishing organizations and into the topic of authentic leadership. It could just as well be used as an exercise in individual executive coaching or development.

Objective

The brief moment of reflection on blessings that the exercise invites helped these leaders remember that they are connected to, and dependent on, many others. Some left resolved to make their (previously somewhat hidden?) sense of gratitude and appreciation more obvious. This exercise could be built on with individuals with the suggestion of the keeping of a gratitude journal. (The clue is in the title, it’s a journal in which you write down things you are grateful for everyday. This exercise is proven to lift mood in a short space of time).

The Exercise

Form people into groups of 4-6 people and invite them to introduce themselves. Then invite them each to share three things they feel grateful for

1) To their colleagues (individual or collective)

2) To their organization as a whole, or the leadership of their organization

3) And finally offer them a free choice (anything or anyone of their choice to whom or for which they feel grateful or gratitude)

Suggest they might like to start their sentences:

 ‘I want to express thanks..’

or

‘I’m very grateful that/for…’

And encourage them to enlarge on what difference the thing they are grateful for, or person they are grateful to, has made to their lives.

Once everyone has been around and shared their stories encourage the group to reflect on the experience of the exercise and, as ever, their learning from it.

Feedback from the recent workshop included the observation that it was easy to overlook the things that one is grateful for amongst the hurly-burly, frustrations and challenges of organizational life and that to reflect on reasons to be grateful was both a pleasant and a humbling experience.

In addition people commented on the value of taking time to experience gratitude, noticing that this led, in some cases, to a resolve to say something to someone. In a coaching session one could build on this to suggest that they write the person a gratitude letter, and then arrange a time to read it to them. This again is proven to be an excellent mood boosting exercise.

When to use

It worked well as an opener to a session exploring what leadership is and means. It could also be used:

• As an exploration of virtuous practices in flourishing organizations
• In workshops focused on authentic, ethical and moral leadership
• As part of individual or executive coaching

Other Resources

More on using Positive Psychology techniques at work can be found in Sarah’s book Positive Psychology at Work.

See more articles about positive psychology and leadership in the Knowledge Warehouse.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715

Using Positive Psychology to Produce High Performing Teams

What is positive psychology?

Coined as a phrase by Martin Seligman as President of the American Psychological Association in 1998, positive psychology is the psychology of exceptionally good living. It embraces areas of study such as happiness; human flourishing; exceptional wellbeing; energy and vitality, meaningfulness and achievement. The switch in focus from psychology’s traditional concern with when things go wrong for people (mental or physical ill-health, poor educational performance etc.) to when things go right for people has resulted in a burst of new streams of research and new knowledge about the psychology of high performance in people.

Three things that make a difference

Three key areas of positive psychology that are relevant to the challenge of team performance are; positivity, strengths and motivation.

Positivity

Research in this area can be seen as a quest to answer such questions as: ‘What good are good emotions? What purpose do they serve? Why do we have them?’ In 2004 Losada and Heaphy discovered that a high ratio of positive to negative comments amongst team members in meetings was a reliable predictor of high performance. They postulate that positive comments lead to positive emotional reactions and we know that positive emotional states are correlated with many group phenomena such as sociability and social bonding; openness to information, creativity, coping with complexity, tenacity and motivation, and virtuous behaviour (patience, generosity etc.).

All of this acts on the group dynamics in a way that enhances connectivity amongst group members, greater creative in thinking and an increased ability to act in harmony with other group members and group objectives even when not in direct contact with each other. They call this dynamic ‘synchronicity’. They found that for these effects to be produced, the ratio of positive to negative comments and experiences needs to be between 3:1 to 12:1 positive to negative. Beyond this ratio there is a danger of a lack of critical examination of ideas.

What does this mean?

This means that if we can develop the linguistic habits in our team meetings of: building on the best in the ideas of others rather than knocking them down wholesale; expressing appreciation of helpful comments or contributions; thanking people for pointing out flaws or problems with ideas; laughing together and so on, we can have a direct impact on the performance of the team over time.

Strengths

It has always been recognised that people vary in their innate abilities. However our emphasis in the workplace has often been on trying to help people develop greater skill in their weaker areas. More recently a school of thought has grown up suggesting that helping people become better at what they are already good at is a more effective investment. The argument is that a natural strength plus skill in using it becomes a talent. Helping people understand their particular strengths, and then developing their skill and judgement in using it is being revealed to positively affect: performance, wellbeing, goal attainment, energy levels, authenticity, morale, motivation, fulfilment at work and meaningfulness.

What does this mean?

This means that at least some of your development effort should be focused on helping people understand their strengths profile. That consideration should be given to fitting jobs to people’s strengths profiles rather than fitting people to rigid job profiles. That teams should distribute tasks by strengths rather than necessarily by role. It seems likely that the more people are able to use their natural skills at work – a process that people find satisfying and energizing – the more likely they are to deliver dedication and high performance.

Motivation

Motivation is a fascinating topic. Why are we motivated to do some things and not others? Why do we find doing some things so rewarding that we will do it for nothing, just for pleasure and other things you couldn’t pay us enough to do? The answers to these questions are many, but a key thought is that it is related to our own unique personality, physiology, history and context. In this way motivation can be understood as a relationship between people’s unique needs and values and the environments that satisfy them. Motivation is a response made to an environment that provides opportunities, invitations and incitements to do things that the individual finds motivating. It seems we are motivated to use our strengths and talents because doing so makes us feel ‘our best selves’: energised, motivated, good about our selves and so able to be at our best with others. If we can find opportunities to use our strengths and talents, we are likely to feel motivated.

What does this mean?

This highlights that motivation is an individual process. Teams have to somehow create opportunities for everyone to feel motivated. This means something in the team process, goal or environment must produce opportunities for people to achieve things desirable to them (their needs and values), and to engage their strengths (energised, committed, meaningful). Appreciative Inquiry as a process facilitates both of these aspects of team working. The discovery phase helps groups and individuals identify existing strengths. The dream phase allows all voices to contribute to the creation of desirable images of the future. While the destiny phase encourages people to volunteer to create movement and progress in areas or projects that are motivating to them.

So how can I use positive psychology to help my team deliver high performance?

·      Encourage a positive atmosphere with a good ratio of positive to negative comment

·      Help individuals identify their strengths and enable them to use them in the team endeavour

·      Use appreciative inquiry processes to help the team develop a co-created image of the future state towards which they are working, and enable them to contribute to its achievement by using their unique strengths.

Further reading

Lewis, S., Passmore, J. and Cantore, S., 2007. Appreciative Inquiry For Change Management: Using AI To Facilitate Organisational Development. Kogan Page. London

Lewis, S.,  2011 Positive Psychology at Work: How Positive Leadership and Appreciative Inquiry Create Inspiring Organizations. Wiley-Blackwell. Chichester UK

Losada, M. and Heaphy, E., 2004. The Role Of Positivity And Connectivity In The Performance Of Business Teams: A Nonlinear Model, American Behavioral Scientist, 47, pp. 740-765.

Appreciating Change Can Help

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership , Engagement and Culture change.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715