Intrinsic motivation is key to sustainable behavior change. Extrinsic rewards can undermine intrinsic motivation and are ineffective for long-term change. True motivation comes from autonomy, mastery, and purpose. Sustainable change stems from discovering one's ideal self and assessing how to close the gap with one's real self. An individual's thoughts and values also play a central role in motivation and behavior. Organizations should foster constructive thinking to promote intrinsic motivation.
Slide ini merupakan materi workshop HRD Smart mengenai pembahasan terkait Job Evaluation dan contoh simulasi melaksanakan Job Evaluation dengan metode point factor.
HRBP adalah HR professional yang menciptakan hasil dengan bekerja sama dengan manajemen dan manajer divisi perusahaan, juga sebagai mitra bisnis atau penasihat dari aspek pengelolaan SDM dan organisasi.
HRBP merupakan sebuah peran baru dalam bidang HR yang menghubungkan konteks bisnis dengan SDM.
Orang yang bekerja dekat dengan pimpinan perusahaan dan manajer lini untuk menciptakan kapabilitas SDM, perencanaan dan pengelolaan talenta, dan mengembangkan pendekatan-pendekatan yang dapat mencapai tujuan organisasi.
04 Kepemimpinan Transformasional (Dr. Muhammad Taufiq, DEA)Massaputro Delly TP
Mata Pelatihan ini membekali peserta dengan kompetensi kepemimpinan transformasional yaitu kemampuan dalam memimpin inovasi melalui pembelajaran menghargai harkat dan martabat manusia, peningkatan mutu pelayanan, menunjukkan kesadaran diri terhadap kekuatan karakter dan kebajikan (virtues) yang dimilikinya, mengenali peluang dan ancaman perubahan lingkungan strategis, dan mengenali langkahlangkah yang tepat untuk memunculkan potensi inovatif suatu organisasi. Pembelajaran dilaksanakan dengan menggunakan metode, berbagi pengalaman, studi kasus, diskusi interaktif, dan games. Keberhasilan peserta dinilai dari kemampuannya menunjukkan kemampuan berinovasi.
#RLA Angkatan XIII
Slide ini merupakan materi workshop HRD Smart mengenai pembahasan terkait Job Evaluation dan contoh simulasi melaksanakan Job Evaluation dengan metode point factor.
HRBP adalah HR professional yang menciptakan hasil dengan bekerja sama dengan manajemen dan manajer divisi perusahaan, juga sebagai mitra bisnis atau penasihat dari aspek pengelolaan SDM dan organisasi.
HRBP merupakan sebuah peran baru dalam bidang HR yang menghubungkan konteks bisnis dengan SDM.
Orang yang bekerja dekat dengan pimpinan perusahaan dan manajer lini untuk menciptakan kapabilitas SDM, perencanaan dan pengelolaan talenta, dan mengembangkan pendekatan-pendekatan yang dapat mencapai tujuan organisasi.
04 Kepemimpinan Transformasional (Dr. Muhammad Taufiq, DEA)Massaputro Delly TP
Mata Pelatihan ini membekali peserta dengan kompetensi kepemimpinan transformasional yaitu kemampuan dalam memimpin inovasi melalui pembelajaran menghargai harkat dan martabat manusia, peningkatan mutu pelayanan, menunjukkan kesadaran diri terhadap kekuatan karakter dan kebajikan (virtues) yang dimilikinya, mengenali peluang dan ancaman perubahan lingkungan strategis, dan mengenali langkahlangkah yang tepat untuk memunculkan potensi inovatif suatu organisasi. Pembelajaran dilaksanakan dengan menggunakan metode, berbagi pengalaman, studi kasus, diskusi interaktif, dan games. Keberhasilan peserta dinilai dari kemampuannya menunjukkan kemampuan berinovasi.
#RLA Angkatan XIII
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
An exploration of the relationship between employee engagement and leadership, and how they might affect quality. Includes references to external sources.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
How to identify, personality types, match hiring to employee desired traits, creating powerful corporate cultures, and an amazing workplace experience.
As pioneers in their field, Dr. Rosie Ward and Dr. Jon Robison are known for challenging the status quo, and for introducing fresh, bold ideas for transforming workplaces based on the most up-to-date scientific revelations. In this fast-paced, 60-minute webinar, Ward and Robison lay the foundation for why we have been stuckwhen it comes to organizational and employee wellbeing. Then they provide their exclusive 7 Points of Transformation blueprint to help you leave decades of ineffective approaches behind, and begin a more sustainable, effective journey to building a thriving culture in your workplace.
Place matters for health! A growing body of research over the last several decades has shown the connections between place and health. From obesity and chronic disease to depression, social isolation, or increased exposure to environmental toxins and pollutants, a person’s zip code can be a more reliable determinant of health than their genetic code.
In 2016, Project for Public Spaces compiled a report of peer-reviewed research that found key factors linking pubic spaces and peoples’ health. And public spaces are more than just parks and plazas – our streets represent the largest area of public space a community has!
This webinar will introduce participants to the placemaking process, the research behind the findings linking place and health, and how to envision streets as places – not just their function in transporting people and goods, but the vital role they play in animating the social and economic life of communities.
Using case problems, this webinar will give attendees real-world examples of workplace wellness situations and help attendees learn from those situations so that they can design and implement a compliant wellness program. Through case problems, attendees will review compliance mistakes concerning HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws. Participants will learn how to use those laws to build a better workplace wellness program.
Learning Objectives:
* Understand how to apply laws to specific factual situations.
* Identify red flags in certain common workplace wellness practices.
* Learn the basics of HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws as those laws relate to workplace wellness programs.
Looking for a healthier investment strategy? A new study by The Health Project (THP) finds that a portfolio of stock in companies that have won the prestigious C. Everett Koop National Health Award -- recognizing effective workplace health promotion programs -- has significantly outperformed the Standard & Poor's (S&P) 500 Index over the past 14 years. Since 2000, investing in Koop Award winners would have produced more than double the returns of the S&P 500, according to the new research led by THP President and CEO Dr. Ron Goetzel. Tune in to this webinar to hear more about this and related studies.
This webinar will discuss the prevalence of pre-diabetes and it’s contributing factors and the initial efforts to translate the National Diabetes Prevention Program to public health. We will also look at new approaches to providing interventions.
Learning objectives:
Scope and scale of pre-diabetes and what factors contribute to it.
Review initial efforts to translate the DPP to public health.
New approaches to providing interventions.
About The Presenter
Dr. Marrero received a B.A. (1974), M.A. (1978) and Ph.D. (1982) in Social Ecology from the University of California, Irvine. He joined the IU School of Medicine in 1984 and became the J.O. Ritchey Professor of Medicine in 2004. He was a member of the Diabetes Research & Training Center and served as Director of the Diabetes Prevention and Control Division. He is currently the Director of the Diabetes Translational Research Center. Dr. Marrero is an expert in the field of clinical trails in diabetes and translation research which moves scientific advances obtained in clinical trails into the public health sector. He helped design the Diabetes Prevention Program and the TRIAD study, which evaluated strategies to improve diabetes care delivery in managed care settings. His research interests include strategies for promoting diabetes prevention, care settings, improving diabetes care practices used by primary care providers, and the use of technology to facilitate care and education. Dr. Marrero was twice awarded the Allene Von Son Award for Diabetes Patient Education Tools by the American Association of Diabetes Educators, nominated to Who’s Who in Medicine and Health care in 2000, served as Associate Editor for Diabetes Care (1997-2002) and is currently the Associate Editor for Diabetes Forecast. He was selected as Alumni of the Year for University of California Irvine in 2006 and The Outstanding Educator in Diabetes in 2008 by the American Diabetes Association. He is the current President of the American Diabetes Association.
John Weaver, Psy.D. is a Licensed Psychologist who received his Doctor of Psychology degree from the Wisconsin School of Professional Psychology. He also has a Master of Science degree in Clinical Psychology from Marquette University and a Master of Divinity degree from St. Francis School of Pastoral Ministry.
CDC will provide an overview of their WorkLife Wellness Office services and describe how they used the HealthLead accreditation process to provide a framework to assess the comprehensiveness of their new office and existing programs and processes. Also, how the scoring of framework identified strengths and weaknesses and how the assessment plan of action is used for future strategic planning to drive new connections, data sources, and programmatic gaps as they strive to achieve HealthLead Silver. CDC will share specific examples of what was required and shared as part of the HealthLead audit during the presentation.
The way you communicate, and what you communicate, shapes how your employees feel about working there. Yet organizations often fail to prioritize corporate communication, to the detriment of their entire workplace culture.
Regular communication with employees sends the message that you value them as whole people. And consistent, meaningful communication can strengthen the employee-employer relationship. And when that relationship is strong, everyone wins: the employees, the employer, and the customers, clients, or patients.
You’ll come away from this webinar with immediately-useful tips and insider tricks from our 30+ years of experience producing engaging employee communications and leave with a blueprint of how to produce your own communications, or evaluate a vendor’s options, plus creative options.
We are reminded of the risk of workplace violence every time we hear of a tragic shooting on the news. As wellness professionals, we often have a broad contact with individuals who are struggling and with the structures of organizations that can have an influence on whether those individuals get help or act out their anger and frustration. In this session we will look at risk factors that can be identified to indicate that an individual needs additional assessment and help and at the organizational structures that can be implemented to reduce the risk of violence in your workplace. It is important that, as wellness professionals, we look at how to address this extreme form of unhealthy behavior.
Wellness is who we are, not what we do. As Oklahoma State University’s Chief Wellness Officer, Dr. Suzy Harrington shares a comprehensive, evidence based, wellness strategy model, driving America’s Healthiest Campus®. This model is transferrable to any setting to strategize the collaboration and vision for students, employees, and in the communities in which we live, learn, work, play, and pray. In addition to the model, Dr. Harrington will share the foundational structures that must be in place to support a sustainable culture of wellness.
Have you ever wondered why it is that even people who desperately want to adopt healthier lifestyles don’t stick with them once their initial burst of motivation fades? This provocative webinar will discuss the surprising reasons this is true and also showcase a new science-based paradigm to motivate healthy behavior so it is maintained over time. Dr. Michelle Segar will explain why logic-based reasons for behavior change (e.g., better heath, disease prevention, etc.) keep people stuck in cycles of starting and stopping but not behavioral sustainability. Using story and science, she will describe an easy-to-adopt, novel approach to promoting health, wellness, and fitness behaviors that leading organizations are starting to adopt. Attendees will leave this webinar with a more strategic way to communicate about and promote the sustainable behavior necessary for achieving improved health and well-being.
This webinar will discuss the major federal laws that impact workplace wellness program design, including the Affordable Care Act/HIPAA Nondiscrimination rules on the use of financial incentives, the Americans with Disabilities Act (ADA), the Genetic Information Nondiscrimination Act (GINA), federal tax laws as well as recent EEOC action such as the proposed ADA rules and lawsuits against Honeywell, Flambeau and Orion Energy Systems. Through case examples, the speaker will explain how each of these laws interact with one another, who enforces these laws, what to expect in terms of future guidance, and how health promotion professionals can use these laws as tools in designing more effective and inclusive workplace wellness programs.
Are you looking to refresh your current workplace wellness program or have you thought about starting a workplace wellness program and don't know where to begin? Check out Workplace Wellness 2.0. In 60 minutes, you'll learn the 10 easy steps to create an inexpensive, community-based, volunteer-managed, thriving wellness initiative. Hope Health's managing editor, Jen Cronin, will walk you through the effective strategy based on the custom publisher's 30-plus years of working with hundreds of organizations and their workplace wellness efforts.
Learning Objectives:
How to begin a new program, or add new life to an existing wellness program, with the Workplace Wellness 2.0 concepts
How to take advantage of inexpensive, free and readily available resources to power your wellness program
How to create a program WITH employees vs. FOR employees.
About The Presenter
Jen Cronin
Managing Editor
Hope Health
An avid runner and foodie, Jen's goal is to help others embrace — and enjoy — a healthful lifestyle by creating inspiring, engaging, and fun content that focuses on simple ways people can take care of their mind, body, and spirit. Jen has more than 18 years of writing, editing, and communications project management experience. She has worked as a health reporter, a public relations specialist at a major medical school, and a marketing communications consultant for a Blue Cross Blue Shield affiliate before coming to HOPE Health in 2009.
Samantha Harden discuss provides an overview of the RE_AIM framework which evaluates the effectiveness of interventions based on the following five dimensions:
Reach into the target population
Effectiveness or efficacy
Adoption by target settings, institutions and staff
Implementation - consistency and cost of delivery of intervention
Maintenance of intervention effects in individuals and settings over time.
We will also practice using RE-AIM in planning, implementation, and evaluation and share resources available on RE-AIM.org.
Learning Objectives
1. Understand the five RE-AIM dimensions
2. Practice using RE-AIM for planning, implementation, and evaluation
3. Explore available resources found at RE-AIM.org
Simply applying knowledge we have reliably in hand, we could prevent fully 80% of all chronic disease and premature death in modernized and modernizing countries. Standing between us and that prize is an obstacle course of competing claims, false promises, and profit-driven, pop culture nonsense. The case will be made for True Health Coalition to rally diverse voices to the cause of using what we know, even as we pursue what we do not. The challenges, operations, and promise of the endeavor will be discussed.
Shannon Polly will lead a webinar on teaching tangible techniques and exercises that help people cultivate presence. The hour-long webinar will also include information on what science is telling us about presence. Shannon Polly brings both her expertise as a professional actor, playwright and Broadway producer and her background in positive psychology as a teacher, facilitator and coach to this somatic approach to well-being and thriving.
“It’s a common myth that you either have ‘executive presence’ – that essence that helps you to command a room – or you don’t”, says Polly, “but that is simply not true. As an actor, I know there are tricks and techniques, and as a Positive Psychology Expert, I also know that how you carry yourself physically has a big impact.”
More from HPCareer.Net / State of Wellness Inc. (20)
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Business Valuation Principles for EntrepreneursBen Wann
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1. Intrinsic: The Key to
Sustainable Change
Health Promotion LIVE July 15, 2010
Rosie Ward, Ph.D., MPH, CHES
Certified Intrinsic Coach®
Health Management Services Manager
RJF Agencies, Inc.
How People Make Behavior
Changes
Changing the Change Paradigm
2. “Insanity: doing the same
thing over and over again and
expecting different results.”
~Albert Einstein
Traits of Human Nature
• To be curious
• To be active
• To initiate thought and behavior
• To make meaning from experience
• To be effective at what we value
Sources: Brandt (1999) & Chance (1992)
3. What Comes To Mind???
Intentional Change Theory
• Idea of smooth, continuous change not a
reality for most people.
• Change process is often non-linear and
discontinuous.
• Change process stems from a set of discoveries
or epiphanies.
• Adults learn what they want to learn!
Source: Boyatzis (2006). Journal of Management Development, 25(7)
4. Intentional Change Process
• Must begin with a person wanting to change.
– Desire does not have to be conscious or within
scope of awareness.
• Discovery of who one wants to be (ideal self)
– Not to be confused with the ought self
• Accurate assessment of the real self.
Source: Boyatzis (2006). Journal of Management Development, 25(7)
Theory U
• New model for understanding & conducting profound
change and deep learning.
• What & how we pay attention are key to what we
create.
• Blind Spot – inner “operating center”
– Becoming aware of blind spot critical to change
(individually and systemically)
• Shift in awareness to connect to our essential self via
presencing and learning from future as it emerges
Source: Theory U, Otto Scharmer (2009)
5. Paradigms of Change
• Helping
• Fixing
Both paradigms assume the client / employee has
something wrong and needs external assistance to
get somewhere.
• Serving
The Role of Motivation
What Works for Long-Term
Change?
6. Types of Motivation
• Intrinsic Motivation:
– “People doing an activity because they find it
interesting and derive spontaneous satisfaction
from the activity itself.” (Gagne & Deci, 2005)
• Extrinsic Motivation:
– People are driven to do something due to pressure
or tangible rewards rather than for the fun or
interest of it.” (Petri, 1991)
7. Extrinsic Motivation
Do Extrinsic Rewards
Undermine Intrinsic
Motivation?
We can’t motivate others;
we can get compliance, but
the desire has to come from
within.
Businesses Ignore the Evidence
• Carrot & Stick (especially
$$$) not only ineffective but
HARMFUL
• True Motivation =
Autonomy; Mastery;
Purpose.
Results in higher EE satisfaction
and stronger results
8. Baseline Rewards
• Baseline Rewards must be adequate & equitable.
– Salary, contract payments, benefits, a few perks, etc.
• Without - focus will be on the unfairness of the
situation and anxiety over the circumstance.
– No motivation at all.
• Removing barriers increases actions.
Source: Drive, Daniel Pink (2009)
When Incentives Work
• Algorithmic Tasks - follow a set of established set of
instructions down a single pathway to one conclusion
(i.e., there’s an algorithm for solving it).
• Heuristic Tasks - no algorithm exists; have to
experiment and find a novel solution.
• External rewards and punishments (both carrots
and sticks) work nicely for algorithmic tasks only.
Source: Amabile, T. (1996), Harvard Business School
9. What About the Stick?
• Do negative consequences
reduce undesired
actions?
• Shift from moral obligation
to purely transactional.
– People start weighing the
consequences of sticks to
determine if the punishment
is worth it.
Source: Gneezy & Rustichini (2000)
10. Principal-Agent Theory
• Principal – the motivator
(i.e., employer, teacher,
parent)
• Agent – the motivatee (i.e.,
employee, student, child)
• Once reward in place, need
contingent rewards in order
for behavior to continue.
Escalating Zero Point
2002 HA Participation: 2006 HA Participation:
• $50 = 50-60% • $100 = 50-60%
• $100 = 60-70% • $200 = 60-70%
• $200 = 80% • $400 = 80%
Heavy Use of Extrinsic Incentives → It
costs more over time to get the same result.
Source: StayWell Health Management (2002, 2006)
11. Negative Motivation
• Heart Patients (double or quadruple bypass
operations)
– 2 years post operation, how many actually stick to new
habits?
– Only 10%!
• Dr. Dean Ornish program
– Patients taught to appreciate life rather than fear death.
– 2 years post operation, how many actually stuck to new
habits?
– 70%!
12. Typical Conversations
• Notice who is doing the work.
• Notice the energy and commitment from the
person being “coached”.
• What do you think the likelihood of success
will be?
The “Try Harder” Approach
• Putting the employee in a passive role requires us
to work harder.
“If I could only find a different way to say this…”
“Maybe if I had them try x…”
• This leads to:
Frustration
Being stuck in a viscous cycle
BURNOUT!
13. Intrinsic Motivation
• Occurs when learning activity & learning
environment elicit motivation in a person.
• Key to organizational effectiveness = empowered &
intrinsically motivated employees.
• Self-leadership (Neck & Manz, 1992)
– Recognizes intrinsic rewards
– Increased self-efficacy and performance
Sources: Brandt (1999); Chance (1992); Lahiry (1994); Neck & Manz (1992)
Creating Intrinsic Motivation
• Having goals and rewards that are meaningful to
people.
• Having learning/activity that is important to people.
• When learning/activity helps people obtain valued
accomplishments.
• When learning/activity helps people integrate
themselves with the world, with others, and promotes
self-awareness.
Sources: Brandt (1999) & Chance (1992)
14. On Second Thought…
Understanding the Power of the
Thinking Behind the Actions
Who Am I?
Person #1 Person #2
• Lazy • Overwhelmed
• Unmotivated • Grieving
• Disengaged • Strong
• Stressed • Loving
• Alcohol/Drug Problem • Saintly
SAME Person → Perspective / Judgment
changes based on information apparent to us.
15. How Thinking Gets In Our Way
• “I know I should…”
• “I really need to…”
• “I just can’t seem to get motivated…”
• “If only ______ (person) would do …..”
Behavior Change – who does the work?
Being told what to do – does it work?
Thought Self-Leadership
• Individual thoughts central to intrinsic
motivation & self-leadership.
• Use of specific cognitive strategies to control
own thoughts.
• Organizations need to create an environment
that fosters developing and maintaining
constructive thinking.
Sources: Manz & Neck (1991)
17. I,E,S in Organizations
• Judgment Index™ (C. Stephen Byrum, Ph.D.)
– Uses HVP to measure strength of judgment, stress indicators,
burnout indicators, hiring, morale/engagement, etc.
Outcomes Outcomes
Part 1 – Vs. Part 1 –
Work Side Work Side
Part 2 – Part 2
Self Side Self Side www.judgmentindex.com
I, E, S
Systemic
Extrinsic
I Want to Have ↑ Insurance
Limitless Energy Premiums for
Incentives
Smokers
Behavior Change I Want to Be
There for My Healthy Snacks in
Programs
Kids Vending Machines
Intrinsic
18. The Danger of Assessment Labels
What Happens When the
Intrinsic is Missing?
• Jumping to conclusions
• Judgment
• Impatience
• Frustration
Without the intrinsic, you can never be
anything other than my ideas about you…
19. “I wish my parents would see
me for all that I AM instead of
all the things that I haven’t
become!”
Behavior Change
• Behavior change results from a shift in
thinking.
• Behavior change is not DOING differently.
– Doing differently is the outward observable of the
internal change.
20. Why People Relapse
• Old behaviors met some greater need.
• When old behaviors are eliminated, the need still
exists.
• New behavior has not been substituted or does not
fully meet the need.
• Too much focus on fixing rather than building on
strengths???
• Reduced intrinsic thinking???
Moving Upstream
Thinking
Skills
Emotional
State
Behavior
Wellness
21. Brain: Friend or Foe?
Prefrontal
Cortex Basal
Ganglia
Cognitive Challenges with Change
• Change itself amplifies stress & discomfort.
• Carrot & Stick don’t succeed in the long run.
• Brains = pattern-making organs with innate desire to
create meaningful connections.
• People can detect the difference between authentic
inquiry and persuasion efforts.
• Change requires changing mental maps through
creating moments of insight.
Source: Rock & Schwartz, “The Neuroscience of
Leadership”, Strategy + Business (2009)
22. Changing When Change is Hard
• Successful change =
– Change situation
– Clarity of direction
• Rational & Emotional
Systems must align with
surrounding environment
When Engagement Occurs
• Emotionally connected to others
• Cognitively stimulated
• Know what is expected of them
• Have what they need to do their work
• Perceive they are part of something significant with
co-workers they trust
• Have chances to improve and develop
Source: Harter, Schmidt & Hayes, Journal of Applied Psychology (2002)
23. Brains Are Like RW CDs
“Scientists estimate that the average person has
50,000 to 60,000 thoughts a day. 90% of
those are repetitive. 85% of the repetitive
thoughts are negative. If leaders have
approximately 45,900 negative thoughts a
day, and, their followers are doing the same,
the most important skill that leaders can
develop is training the mind to lead.”
~Suzanne Kryder, Ph.D.
(www.themindtolead.com)
Stop DOING, Start BEING
• People know if being
manipulated, coped with,
etc….it’s not about skills but
how leaders regard others.
• Our thinking about others
influences how they perceive our
behaviors.
• People respond not to what
we’re doing but how we’re
being.
24. Increasing the Intrinsic:
The Role of Coaching
Sustained Behavior Change
Cognitive Coaching Research (Stanford)
New New Skill New Behavior
Knowledge Developed at Work
Instruction Only 90% 25% 5%
Add
90% 50% 5%
Demonstration
90% 90-95% 5%
Add Practice
90% 90-95% 5%
Add Feedback
90-100% 95%
Add Coaching 90-100%
25. Strengthened Intrinsic = Working
Beyond What is Merely Apparent
• Disabling the dominance of E and S thinking.
• Listening with a Spirit of Service
– vs. Listening to Assess
– vs. Listening for Solutions
How To Elicit the Intrinsic
• Really listening to people without judgment.
• Asking forward-moving questions that get to the core
of what is most important to that person.
“What do you want?”
“What do you want that’s important to you right now?”
• What? > How? > Why?
26. Intrinsic Capacity and Intrinsic
Coaching®
What Research Tells Us
Intrinsic Coaching®
“A paradigm changing approach to better
results for, with, and through people” by
“increasing people’s capacity to think better
about choices, especially by increasing
intrinsic thinking” (Totally Coached, Inc.)
27. 2 Studies…So Far
Lifestyle Makeover Program: Doctoral Research:
• Increased intrinsic capacity • Increased intrinsic capacity;
• Improved life balance strengthened internal
• Improved blood lipids & systemic
glucose • Improved life balance &
• SUSTAINABLE results! resiliency
• Better outcomes at work and
in life as a result of shift in
thinking (I>E>S).
Being>Doing>Becoming
Outcomes Outcomes
Vs.
Part 1 – Part 1 –
Work Side Work Side
Part 2 – Part 2
Self Side Self Side
Self Side is critical to have I>E>S (Robert Hartman)
Source: Byrum, Ph.D. / Judgment Index™
28. ress &
rs: Work-side st
4 Stress Indicato stress & ability
to
ability to cope; Self-side
IENCY)
cope (i.e., RESIL
Value of Increased Intrinsic Capacity
• Builds RESILIENCY
– Stress / lack of coping and resiliency = #1 cause of
poor judgment
• Self-side coping / resiliency significantly related to
job satisfaction and affective commitment.
• Also strengthens internal systemic (clarity of life
direction).
Sources: Byrum, Ph.D. (2009) & Ward, Ph.D. (2008)
29. I>E>S in Action – City of Ames, IA
• Population of Ames 52,000 (with college)
• City municipality – 14 departments
• Multiple sites - 16 locations
• 560 employees, 1350 total insured members
• 75% M: 25% F
• Average age = 44
• 5 unions environment
I>E>S in Action – City of Ames, IA
Program design is very intrinsic – “seeing” people in
their lives vs. trying to change them.
Systemic Components: I>E>S:
• Required to complete annual • Focus on improving
blood profile and HA. intrinsic thinking and clarity
of goals – people & culture.
• Other Required Criteria:
– Preventive exams • Program linked to reduced
– Consumerism modules health insurance premium,
– Metabolic Measures but found it was about the
– Participation in 4 programs message, not the money
– 7 IC® coaching sessions/year
30. City of Ames - Results
• After 3 years:
– 70% participation rate amongst EEs; 100% retention rate (3
participants left organization)
– 53% reduction in risk factors
– 92% of participants satisfied
– 84% of participants felt coaching making a difference
– 97% of participants reported coaching was a positive
experience
• What’s Next? Leaders complete IC® training; weave
into culture beyond EE wellness program.
Summary of Key Points
• Behavior change is complex; When using tools and
resources, make the information second to the
person.
• Missing link is Intrinsic, but extrinsic and systemic
are needed for support.
• Sustained change results from eliciting new
thinking, not being told what to do or given more
information.
31. What new thinking have you
had today that you want to
apply at your organization?
Health Management Services Manager, RJF Agencies, Inc.
www.rjfagencies.com; wardr@rjfagencies.com
Dr. Rosie Ward
www.DrRosieWard.com; rosie@drrosieward.com