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!

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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.

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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!

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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.

Using your Positran Strengths Cards

According to Professor Alex Linley, “a strength is a pre-existing capacity for a particular way of behaving, thinking, or feeling that is authentic and energising to the user, and enables optimal functioning, development and performance” In fact, the strengths concept is so central to positive psychology nowadays, that the knowledge and utilisation of one’s strengths is considered to be one of the most direct routes to personal and professional fulfilment.

So what is the value of strengths and how can they be applied to help us live our life to its fullest? Research has demonstrated that by simply following our strengths, we can gain insight and perspective into our lives, generate optimism, confidence and even enhanced sense of vitality. More importantly, strengths appear to have a preventative mechanism in terms of buffering against certain types of physical dysfunction such as allergies, diabetes, chronic pain and even some mental disorders. Finally, strengths help build psychological resilience, whilst the use of signature strengths in work, love, play and parenting generating positive emotions. Finally, the strengths approach is argued to be at the heart of successful psychological therapies and coaching.

So how can you use these cards to identify, develop and use the strengths to the max? The following activities can be carried out in one-to-one conversations and sessions, within a family circle, with friends, and of course, in many training and team building situations. These activities are written with the end-user in mind, so if you are a coach or a therapist, please note that by “you” we actually mean “your client”.

1. Who am I?

Simply identifying your signature strengths can significantly enhance your well-being levels (Seligman et al., 2005). Looking in the cards in front of you, pick the top five you feel are most authentic to you. When you are doing this, think about:

•  Does this strength reflect who you really are?

•  When you are demonstrating this strength, do you truly enjoy yourself?

•  Are you energised during and after its use?

2. Strengths introductions

In groups of no more than 5-6, looking at the cards in front of you, pick three that you consider to be your top strengths. Have a brief look at the description and strengths questions at the back. Introduce yourself to the group giving concrete examples of using these strengths (not just “I think I am a creative person”). Each member of the group takes turns to do the same.

3. At your best

Please turn to the person on your left and ask them to describe a situation when they were at their personal best. What did it feel like? Ask them to describe the beginning, the middle and the end. They need to reflect on the personal strengths displayed throughout the event and pick them up from the strengths pack. Once they have finished, please switch the roles and do the same yourself.

4. Strengths nominations

Nominate one or more other strengths for other people in the group, giving concrete examples of when you saw them using this strength. This exercise is contagious; you will see the whole group nominating strengths for each other within minutes. It can be quite emotional as well.

5. Strengths sort

This exercise is best done on your own or one-to-one with a coach or a friend. Create five piles in front of you and place each of the cards from the pack into one of the piles.

1) Not me – a card that you see in front of you is neither your strength, nor your potential, competence or weakness. It simply does not apply to you.

2)  My strengths are the strengths that you already are aware of and use frequently, which, in turn, enable you to be and perform at your best.

3)  My potentials are strengths that you may not be able to express on a daily basis due to your environment and work situations. However, when you do display them you derive energy and satisfaction from exhibiting these attributes.

4)  My competences are the behaviours that you have, over time, learned to do well, however you do not derive pleasure or energy from performing them. In fact, quite the opposite, they seem to suck the energy out of you, even when the results are perfectly satisfactory.

5)  My weaknesses encompass the behaviours that you just can’t do well and that seem to drain you. These attributes can create issues and need to be managed so that they do not hinder your success in life

Next, pile by pile decide what to do with the outcomes. Are you using your strengths well (see strengths-based work) or are you over-using them? How can you develop your potentials (see strengths stretch)? How can you minimise the use of your competences (if they drain you, they can’t be that good for you)?

Finally, what would you like to do with each of your weaknesses? You can try to develop them (see activate your strengths), ignore them (if you can get away with it), or find creative ways to compensate for them (by using strengths partnering, for example).

6. Strengths stretch

You can try using your top strengths and potentials in a new way every day, for at least one week. Infusing your daily life with variety in how you express your strength has a lasting effect on increased happiness and decreased depressive symptoms for up to 6 months (Seligman, et al., 2005). You can see some suggestions for strengths stretch on the back of your strengths cards, or generate some new ones with your coach.

7. Make a beautiful day using your strengths

Try some other creative ideas around incorporating strengths into your daily live, for example, creating ‘a beautiful day’ or going on a ‘strengths date’. To create a ‘beautiful day’, use your top strengths to create the perfect day (or even half day). Thus, if your top traits are love of learning and curiosity, your day might include a trip to a favourite museum or a few hours with a book that you've been meaning to read. If the capacity to love crowns your list, you might spend an evening with old

friends or summon family for a dinner. You can also take your ‘strengths day’ further and design a date with your significant other in such a way as to enable both of you to be within your strengths zone.

8. Strengths-based work

Examine how much you are able to exercise your top strengths in your current job. If you could start it all over, what job would you chose, taking your top strengths into account? For example, if your top strength is kindness, would you like a job with some form of mentoring element in it? If you are not using your strengths in your current job to the full, brainstorm together with your coach or your group/team how you can bring them in a little more, or how you can change your role somewhat to reflect your strengths better.

9. Activate your strengths

You can also choose five of your weaknesses (or lesser strengths) and try to cultivate them throughout the next seven days. Monitor the positive emotions, such as vitality, excitement, authenticity, etc., that you experience trying to put these lesser strengths to work. See some suggestions for activating activities at the back of the cards, or try to brainstorm some new ones with your coach or group.

10. Strengths partnering

This exercise is best done with your existing team. Introduce yourself to the group with both your strengths and some of your weaknesses that you prefer not to develop, if at all possible. Listen carefully to each other, examining how the strengths of one can compensate for the weaknesses of another, and vice versa. You might have to be creative in finding tangible solutions that could work for your team. 

Using Your Positive Organisational Development Cards: 10 Ideas To Get You Started

So you've got some of our Positive Organisational Development Cards - now what? We have produced a list of 10 ideas for ways in which you could use the cards to add value to your work with different audiences.

In General

You can use these cards in a number of ways to stimulate discussion; create commonality and motivation; and to identify agreed action. Some general ideas are:

• Use the cards as they stand, the questions and the action points
• Use a rating scale ‘To what extent is this present in our team/organization/group at the moment on a scale of 1-10? What would we like to be? How can we move towards this?’etc.
• As a prioritizing tool. ‘Which five of these are most key to our future success/our development/our strategy?’
• As playing cards. Each person has some. Someone starts by laying down a card they think is important (to the topic under discussion) explaining why they think so, the person who thinks they can build on this with one of the cards in their hand lays it down with ‘yes and...’. This is a cooperative card game, with no winners or losers.

With Senior Executives

1) Leadership

Use the Authentic Leadership card as a stimulus to the initial discussion.

Ask them to identify what other cards they see as being relevant to being an effective, positive leader (e.g. affirmation and positive deviance, mindfulness, engagement, virtuous practices, positive energy networks and strengths). Use the questions to stimulate discussion and the further notes to create possibilities for initiatives or personal development

2) Organisational Culture

Take the five culture cards (pink). For each card consider and discuss the questions and then make a rating for each concept (where are we now?) on a scale of 1-10. Then ask – Where do we want to be? Look at the action points and pick a few as a basis for planning how to start moving in the right direction

Leaders and Managers in General

3) Using micro-moments as a leader

Select the cards that leaders can have an impact on in every engagement they have (e.g. positive deviance, virtuous practices, authentic leadership, high quality connections, positive emotions, flourishing, mindfulness). Use the questions to stimulate discuss to raise awareness of the importance of these concepts to creating a positive organisational atmosphere. Then use pointers for action to help create action resolutions.

4) Performance Appraisal

The yellow cards (with the possible exception of the Appreciative Inquiry card) form a good basis for a performance appraisal conversation. Also include the blue cards engagement and flow and maybe the flourishing card. The key question is ‘When you do you experience this at work? What are you doing, who is around?’ and so on to help them learn about when they are at their best.

Alternatively, you can spread the cards out and ask them to pick a few cards that exemplify what they would like more of in their work. Or what they find most exciting at work e.g. using strengths, being affirmed, having great conversations and so on.

5) Career Counselling

Pick a few appropriate cards like affirmation, strengths, positive deviance, authentic leadership, engagement, generativity, and ask them which of these features might be important to them in a job or their next career move? How can they find out whether a job or organization offers these? Alternatively get them to pick the five that seem most important to them to allowing them to give their best at work.

Groups – Development

6) Culture / Organisational Development

Take the pink culture cards and add any others you like, such as positive deviance, affirmation and flourishing, asking ‘What is important to us in our culture? Where is this already present?’ and so on, use the questions on the back of the card as well. Get the group to make a current rating of where the organization is, then use the suggestions on the cards to stimulate discussion of actions to increase positivity of the culture. These cards help individuals identify what they can do to move things forward.

Take the green cards and repeat the process. These give ideas as to how to create cultural change at the collective level.

7) Identifying our strengths as leaders and managers

Start with the strengths card, identifying what strengths are and working with the questions and suggestions on the back. You can then delve further into the individual and collective strengths using a strengths card pack (such as the Strengthscope cards or the Positive Insights strengths cards), or work with rest of the positive psychology concept cards to identify organisational positive psychology strengths. E.g. as an organization we are good at... ‘affirmation’ and the evidence is....

From here the discussion can move to how to build on the strengths we have and, how to discover hidden organisational strengths.

8) Divisional Groups or Teams – our local culture

Use the cards to help the group address the question of what kind of atmosphere do we want to create in our local part of the organization? How can we do this?

9) During Redundancy and Other Difficult Times

Take green cards and positive emotions and high quality connections as a basis for a discussion on, ‘How can we consciously work to boost all of these in our organisation even as we have to do this difficult thing?

Take yellow cards and ask ‘How can we build these into our process for doing what it is we have to do?’

10) Increasing Motivation and Morale

Take positive deviance, positive energy networks, positive emotions, flourishing, strengths, engagement and appreciative inquiry cards as a basis for discussion asking, ‘How can we increase these in our organization?’ Use green cards to help identify collective processes to engage and motivate.

These are just 10 ideas to help you get started, I hope you find them useful, please do write and let us know how you do use the cards, and any ideas you have for improvements to them.

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

Introducing The Positive Organisational Development Cards

The Positive Organisational Development Cards each cover a key concept from the field of positive psychology. 

The concepts reflect key findings from positive psychology research of things that make a positive difference to organisational life. Each card lists the benefits of the concept, provides three questions to stimulate discussion, and is followed by three pointers for development. Each is introduced briefly below, arranged in four groups, to help you follow them and get an idea of any you aren't familiar with as well as to help explain them to your audiences.

Presence Concepts (or Strengths) - Blue

Employee Engagement is positively related to: wellbeing and attendance, employee retention, effort and performance, quality, sales performance, income and turnover, profit, customer satisfaction, shareholder return, business growth, and success. According to research, only 19% of employees are highly engaged at work. For an engaged employee, job performance matters.

High Quality Connections are conversations that are generative in nature, affirming and life enhancing. They boost motivation, trust, innovation and information flow. They are particularly important for people who are excluded from more purposeful 'bonding or socialising activities’ e.g. causal workers, temps, interns - boosting stickiness and motivation to perform

Positive Energy Networks are mutually energizing, motivating and affirming, with a particular positive and affirming person as the node point. They are generative, they add value. Being part of such a network is highly motivating, encouraging individual commitment, performance and resilience.

Flow is the psychological state experienced when challenge and skill are sufficiently matched in an area of interest to produce complete task absorption. When 'in flow' people are working at their best, using all their abilities to achieve the task. Flow states are highly motivating.

We are displaying Mindfulness when we are paying attention in the moment to our internal state or the external world. Mindfulness and attentiveness require being present in the moment. They enhance the quality of interpersonal interactions and the thoughtfulness of decision making. In the mindless state induced by efficient routines, we can miss important signs of change.                  

Collective Concepts (or Strengths) - Green

Social Capital is the hidden capital of group relationships. Social capital releases the potential of investment capital. Social capital affects trust and information flow, and speed of adaptation. It is a basic requirement for a flexible, flourishing organization. High social capital promotes organisational resilience.

Collective Intelligence draws on the accumulated resourcefulness of the whole organization. Within organisations there is a huge, intelligence held by the whole workforce, not just a select few. In today's competitive world relying on a few key people for knowledge, innovation and decision-making is ineffective.

The degree of Connectivity amongst a group is a measure of their alignment. High connectivity promotes self-organization amongst a group, which reduces management cost. Well-connected organisations exhibit lower level, faster, better problem solving and decision-making. High performing teams demonstrate high connectivity.

Four key states characterise people's Psychological Capital: hope, optimism, self-efficacy, and resilience. Together these affect performance and satisfaction. Because these are states rather than traits they can be learnt, as can the ability to self-create them. These states are related particularly to motivation and performance at work.

Resilience refers to the ability to bounce-back from adversity. Resilience contributes to post-traumatic growth. Resilient people find sources of positive emotion even in difficult or upsetting situations. Resilient people and organisations are able to return to a functioning, productive state quicker following trauma or adversity.

Cultural Strengths - Pink

The Abundance Bridge includes excellence, exceptional performance, generosity, brilliant and benevolence. Flourishing organizations invest in building their abundance bridge as well as closing their deficit gap. While attending to the deficit gap prevents unacceptable performance, attention to the abundance bridge promotes exceptional performance.

Authentic Leadership is made up of four key attributes: openness, integrity, self-reflection and balanced judgement, that underlie surface style differences. Life experiences are more important than innate abilities in achieving formal leadership positions: leaders are made. Authenticity is a key defence against corrosive, demoralising organisational cynicism.

Positive Deviance is about learning from success and building towards excellence. It means paying organisational attention to building the abundance bridge as well as to lessening the deficit gap. Positive Deviance is one of the attributes identified as distinguishing flourishing organisations. Very few organisations really pay attention to learning from their successes.

Virtuous Practices are strengths such as patience, helpfulness, gratitude, appreciation, forgiveness, and humility that characterize the most successful and life enhancing places to work. Strong patterns of virtuous behaviour are a distinguishing feature of flourishing organizations. People are inspired by the virtuous behaviour of others, creating virtuous spirals of mutual benefit and increasing social capital.

Flourishing is a state of growth and abundance. Flourishing organisations exhibit positive deviance, affirmative bias and virtuous behaviour. Flourishing individuals experience positive emotions, engagement or flow, meaning, positive relationships and accomplishment. Flourishing organisations and individuals are likely to be more successful.                           

Appreciative Strengths - Yellow

To experience Affirmation is to be valued for who you are and what you bring. When we are affirmed we see ourselves reflected positively in the eyes of others. Affirmation aids personal growth. Affirmation is nourishment for the soul. Affirming the best in people, teams and organisations enhances performance.           

Appreciative Inquiry understands the organisation as a living system and develops it through growing more of the best. Appreciative Inquiry offers a positive psychology approach to organisational development. By working with the whole system, Appreciative Inquiry creates rapid, coordinated, energised change.                                

Generativity is a source of change: new, compelling ideas, generated by the group, garner commitment and energy. Generativity occurs when people come together: combining knowledge, inspiring each other and creating new possibilities and generating energy for action. High quality interactions promote generativity                                              

Positive Emotions include things like pride, joy, interest, serenity, awe, and excitement. When feeling good people are more likely to be creative, engage with others, manage complexity, be tenacious, and deal with ambiguity and novel information. The magic ratio of positive to negative experiences is 3:1 or above.

Strengths are the natural abilities developed over your life course. Using strengths feels effortless and highly engaging and energizing. Strengths underpin many aspects of performance at work. They are the source of motivation, development, high performance. Strengths are the most efficient source of excellence                 

More information on all of these concepts can be found in Lewis S (2011) Positive Psychology at Work. Wiley Blackwell, as well as many other positive psychology books.