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7 Tools For a Positive Mindset

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Performance Loop - Neg Escape Game - Paradigm Shift - SOAR Analysis - PERMA Framework - Gratitude Journal - Appreciative Inquiry.

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7 Tools For a Positive Mindset

  1. 1. 7 TOOLS FOR A POSITIVE MINDSET UNLEASH YOUR POTENTIAL
  2. 2. MINDSET A set of beliefs or a way of thinking that determines one’s behavior, outlook and mental attitude.* If you refer to someone's mindset, you mean their general attitudes and the way they typically think about things.** *Shane Cradock **Collins Dictionary
  3. 3. 1.PERFORMANCE LOOP 2.NEG ESCAPE GAME 3.PARADIGM SHIFT 4.SOAR 5.PERMA 6.GRATITUDE 7.APPRECIATIVE INQUIRY
  4. 4. PERFORMANCE LOOP
  5. 5. MINDSET MATTERS Mindset is the cornerstone of performance. To reach our goals and achieve performance, we need the right mindset in the first place. Mindset acts like a filter ; it conditions a person’s attitude Mindset gives an orientation, and sets the direction Mindsets are self-deceptive, and can create blind spots Wrong mindset may lead to self-sabotage
  6. 6. The Mindset Performance Loop, Shane Cradock
  7. 7. MINDSET EXAMPLES Source : Upgrade Your Mindset • Fixed Mindset • Reactive Mindset • Negative Thinking • Problem Oriented • Indecisive Mind • Scarcity Mentality • Suboptimal Thinking • Egotistical Thinking • Growth Mindset • Proactive Mindset • Positive Thinking • Solution Oriented • Regret Minimization • Abundance Mentality • Optimal Thinking • Agile Thinking
  8. 8. THE NEG
  9. 9. ESCAPE ACQUIRED NEGATIVITY • Limiting Beliefs • Negative Self- Talk • Negative injunctions inherited from childhood • Counter- injunctions NEGATIVE SPEAKING • Negative language • Judgement • Yes, BUT-ism • Cognitive biases and reasoning fallacies UNHEALTHY EMOTION PROCESSING • Emotional processes generating negative emotions • Feeling emotionally overwhelmed IDENTIFYESCAPING NEGATIVITY
  10. 10. FORM EMPOWERING BELIEFS REPLACE OLD BELIEFS WITH ENABLING BELIEFS Limiting beliefs are constructed constraints. Just by believing them, we do not think, do or say the things that they inhibit, and thus we impoverish our lives. ESCAPING LIMITING BELIEFS Spot the limiting beliefs • I do/don’t • I can’t • I am/am not • I can’t be my real self or I’ll be judged • I can’t ask because I may get rejected • I can’t trust because people may betray me • I can’t pursue my dream because I may fail… Acknowledge they are beliefs NOT TRUTHS
  11. 11. CREATE CORRESPONDING PERMISSIONS ESCAPING NEGATIVE INJUNCTIONS Negative injunctions are internalized commands inherited from childhood. “Don’t be/don’t exist” “Don’t be you” “Don’t belong” “Don’t be a child/your age” “Don’t be close” “Don’t be sane/be well” “Don’t feel” “Don’t grow up” “Don’t want/need” “Don’t be separate from me” “Don’t be the sex you are” “Don’t succeed” “Don’t think” “Don’t be important” “Don’t do anything”
  12. 12. ESCAPE NEGATIVE SPEAKING HABITS HOW TO ESCAPE THEM Mitigation of these behaviors will make interactions with others more positive and productive, and will improve your overall demeanor. –Gossip Triple-Filter Test (Socrates) Judging Suspend judgement Negativity Positive language Complaining Express constructively Excuses Responsibility Lying Triple-Filter Test (Socrates) Dogmatism Respect opinions
  13. 13. Unhealthy Emotional Process Identifying the Unhealthy Emotional Process When I notice myself caught in the process, what will I do to stop? Rumination Thinking about something distressing over and over again Catastrophizing Expecting the worst possible outcome for every situation Minimization Downplaying our positive attributes, experiences, or strengths Suppression Trying not to show or express negative emotions Experiential avoidance Trying not to feel negative emotions (drug/alcohol instead) All-or-nothing thinking Viewing a situation as all good or all bad. Distraction Avoiding experiencing our emotions by doing something else ESCAPING UNHEALTHY EMOTIONAL PROCESSING Source : The Berkeley Well-Being Institute
  14. 14. PARADIGM SHIFT • A “revolution of the way of thinking”, Kant (Revolution der Denkart) • A change from one way of thinking to the other. • Paradigm shifts : moments that revolutionize our thought by seemingly inverting the planet on its axis (Kaizen Inst.)
  15. 15. HALF EMPTY HALF FULL ½ AIR ½ WATER Technically the glass is always FULL OPTIMIST, PESSIMIST, to APPRECIATIVE… DIFFERENT PARADIGMS
  16. 16. Source : Kaizen Institute PARADIGM CYCLE
  17. 17. PARADIGM SHIFT PREVAILING FRAMEWORK (OR PARADIGM) • Frame of reference • Self-Knowledge • Knowledge of the world • Perception and understanding • Personal sense- making • New awareness • New (adapted) frame of reference • Experimental practices • Creation of habits and routines NEW PARADIGM
  18. 18. Source : Drawpack DYNAMICS OF PARADIGM CHANGE THE PARADIGM DEVELOPMENT OF STRATEGY IMPLEMENT POSITIVE RESULTS INCREASED PERFORMANCE If unsatisfactoryStep 1 Tighter controls Step 2 Adapt or develop new strategy Step 3 Abandon paradigm and adopt new one
  19. 19. POSITIVE PARADIGM HOW TO STRENGTHEN YOUR POSITIVE MUSCLE FOCUS ON THE POSITIVE •Strengthen your ability to pay attention to the positive NON-JUDGEMENTAL ATTITUDE •Learn to suspend your judgement SYSTEMS THINKING •Always see the Big Picture DEVELOP EMPATHY •Understand others’ viewpoints, and frames of reference
  20. 20. SOAR FRAMEWORK STRENGTHS OPPORTUNITIES ASPIRATIONS RESULTS SOAR analysis is a strengths-based approach to building strategic capacity. SOAR helps people and organizations focus on their current strengths and opportunities, and create a vision of future aspirations and the result they will bring. STRENGTHS OPPORTUNITIES ASPIRATIONS RESULTS
  21. 21. Source : University of Missouri SOAR ANALYSIS
  22. 22. Source : Groupmap PERSONAL SOAR ANALYSIS
  23. 23. PERMA SELIGMAN’S FLOURISHING MODEL Seligman’s PERMA model is a framework for personal well-being and flourishing. PERMA is also a useful framework for promoting workplace well-being. Positive Emotions Relationships Achievement Engagement Meaning
  24. 24. PERMA 5 ELEMENTS OF “FLOURISHING” P Positive Emotions Feeling good – Creating positive emotions, developing optimism, finding pleasure and enjoyment E Engagement Finding flow – Fulfilling work, interesting hobbies R Relationships Authentic connections – Positive social connections, and emotional interactions M Meaning Purposeful existence – Having a purpose, finding a meaning in life, and at work A Achievement A sense of accomplishment – Ambitious, realistic goals, important achievements, pride in one’s results and contributions
  25. 25. PERMA : WELL-BEING AND FLOURISHING FACTORS
  26. 26. PERMA ACTION PLAN Seligman’s (2012) PERMA model : Description of the 5 facets for flourishing Recommendations for promoting flourishing WHAT DO I DO TO SUPPORT MYSELF IN THIS AREA? WHAT DO I DO TO SUPPORT OTHERS IN THIS AREA? Positive Emotions : feeling joy, hope and contentment Reduce stressors, promote positive, coping & resilience Engagement : feeling attached, involved and an ability to concentrate on activities Create meaningful opportunities to draw on strengths & interests Relationships: feeling connected, supported and cared about Promote opportunities for collaboration & interaction within & among teams Meaning: feeling valued and connected to something greater than self Connect to purpose & promote reflection Achievement : progressing toward goals, feeling capable, and a sense of accomplishment Provide autonomy & celebrate success Source : Oades, 2011; Slavin, 2012, Seligman, 2012.
  27. 27. THE GRATITUDE JOURNAL
  28. 28. GRATITUDE Harvard Medical School Gratitude is a thankful appreciation for what an individual receives, whether tangible or intangible. With gratitude, people acknowledge the goodness in their lives. In the process, people usually recognize that the source of that goodness lies at least partially outside themselves. As a result, gratitude also helps people connect to something larger than themselves as individuals — whether to other people, nature, or a higher power.
  29. 29. SYNONYMS ANTONYMS GRATITUDE • Acknowledgment • Appreciativeness • Thankfulness • Praise • Recognition • Thanklessness • Ungratefulness • Condemnation • Censure
  30. 30. PRACTICING GRATITUDE Saying Thank You Gratitude Journal Gratitude bullet list 5 Minute Journal Writing a gratitude essay
  31. 31. GRATITUDE JOURNAL DAILY GRATITUDE At the end of your day, list 10 things you are grateful for 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. LEARNING FROM CHALLENGES List 3 obstacles, and what you’re learning from them 1. What I’m learning 2. What I’m learning 3. What I’m learning PEOPLE I’M GRATEFUL FOR List 5 people who helped you or made your life a little better today (even strangers!) 1. 2. 3. 4. 5. THE BEST PART OF MY DAY Choose one moment of your day that made you satisfied, and focus on it for 5 minutes before bed.
  32. 32. Source: AI Commons APPRECIATIVE INQUIRY A STRENGTH-BASED APPROACH Appreciative Inquiry (AI) is about the search for the best in people, their organizations, and the strengths-filled, opportunity- rich world around them. AI is not so much a shift in the methods and models of organizational change, but AI is a fundamental shift in the overall perspective taken throughout the entire change process to ‘see’ the wholeness of the human system and to “inquire” into that system’s strengths, possibilities, and successes. Stavros, Godwin, Cooperrider (2015)
  33. 33. Appreciative Inquiry : “A generative and practical process model for approaching change at all levels within a system, from one-on-one coaching, to team building, to system-wide change.” Cooperrider Center for Appreciative Inquiry at Champlain College THE 5-D CYCLE
  34. 34. 5 CORE PRINCIPLES OF APPRECIATIVE INQUIRY Source: AI Commons
  35. 35. Source: Appreciative Inquiry Au. APPRECIATIVE INQUIRY PROCESS
  36. 36. • Positive Psychology Theory (University of Pennsylvania) • The PERMA Model (Positive Psychology Program) • What is Gratitude and What Is Its Role in Positive Psychology? (Positive Psychology Program) • 7 Scientifically Proven Benefits Of Gratitude (Forbes) • Appreciative Inquiry (Managing For Impact) • Cooperrider Center for Appreciative Inquiry at Champlain College, Case Western Reserve University’s Weatherhead School of Management (AI Commons) • Transactional Analysis, Eric Berne • Berkeley Well-Being Institute

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