Policy/Practice Developments: Insights from Positive Psychology

Transcription

1 + Policy/Practice Developments: Insights from Positive Psychology Dr. Bill Morrison Health and Education Research Group University of New Brunswick

2 + Most policy development tends to be led top-down As such, their focus is naturally on problems, and their approaches tend to be problem-led, rather than solutionfocused or strengths-based. (Excerpt from Positive Psychology as Social Change 2011, p. 145)

3 + Insights from Positive Psychology This session will consider positive psychology perspectives and example processes for promoting readiness for policy/practice developments within health and educational settings. Key Definitions and Assumptions Readiness for Change Relationship Conditions Appreciative Inquiry Lens Stories of Engagement

4 + Positive Psychology Recent better practice research across health and educational domains asserts the importance of including a positive view of people and their potential. Positive psychology methods involve the recognition that individuals state of wellbeing is not only influenced by problems and risk-need concerns but is also impacted by the existence of positive factors present within individuals and their social settings that contribute to positive growth and development (CIHI, 2009). Canadian Institute for Health Information (CIHI). (2009). Improving the health of Canadians: Exploring positive mental health. CIHI Summary Report.

5 + Positive Psychology Approaches Make use of positive individual/team traits, strengths, motivations and interests. Value positive personal and team relationships, experiences/stories, and past and present accomplishments and successes. Apply strategies that promote quality of life, wellness, resiliency and protective factors. (Seligman & Csikszentmihalyi, 2000)

6 + Focus on Strengths Deficit-Based Language Strength-Based Language Fix Limitation Weakness Problem Insist Past Treat Empower Possibility Strength Solution Invite Future Facilitate (Hammond, 2010; Tondora, et al., 2007)

7 + Key Assumptions: Positive Psychology People have inner strengths and gifts that support their capacity to initiate, direct and sustain positive work and life directions (Hamilton & Hamilton, 2004; Losier and Morrison, 2007). ****** Engagement and empowerment are critical considerations for facilitating positive development or change (CSPH, 2002; Deci & Ryan, 2007).

8 + Key Assumptions: Positive Psychology Social contexts and networks provide important resources and influences that have the capacity to contribute to and enhance psychological wellbeing (Losier & Morrison, 2007; Sheridan, Warnes, Cowan, Schemm & Clarke, 2004). ***** People s interpersonal relationships that contribute to psychological wellbeing are characterized by interactions that convey genuineness, empathy, unconditional caring and affirmation (Brendtro, 2003).

9 + Building Capacity Integrating Practices 6. Embedded practice 5. Comprehensive practices 4. Expanded plans/actions Enhancing Awareness 3. Initial plans/actions Stages of Change 2. Awareness and contemplation 1. Pre-awareness Adapted from Prochaska, J.O. & DiClemente, C.C. (1983). Stages and processes of self-change of smoking: Toward an integrative model of change. Journal of Consultative Clinical Psychology, 51(3):390-5.

10 + Readiness for Change Relationship Considerations 10 Relatedness Practices contribute to our need for connection and closeness to family, peers and our colleagues. Competency Practices contribute to our need for recognition and use of gifts and strengths in achieving personal and organizational goals. Autonomy-Support Practices contribute to our need to be active participants in making choices and building solutions that affect our workplace experiences (Deci, 2009; Deci and Ryan, 2007). Deci, E.L. (2009). Large-scale school reform as viewed from the self-determination theory perspective. Theory and Research in Education, 7, Deci, E.L. & Ryan, R.M. (2007). Facilitating Optimal Motivation and Psychological Well- Being Across Life s Domains. Canadian Psychology, 49(1),

11 + Story 1: Community Engagement for Positive Change Three key initiative goals were delineated as supporting this overall aim. These included: Increasing recognition of the strengths of the community and its potential to support positive change (competency) Enhancing relationship connectedness among community elders, adults, children, youth, leaders, and service providers in working and collaborating together (relatedness) Augmenting engagement and participation of community members in setting and acting on strategic directions for enhancing community health/wellness (autonomy)

12 +

13 + Cleaning the Beach Celebration

14 + Positive Developments The beach cleanup was the initial accomplishment of the community mobilization project. For some in the community it represented a refocusing on the environment and their own traditions related to digging clams and the value placed on the full participation of all members of the community across the age span. Other noted accomplishments closely linked with community participation in physical activity included the repairs of the gym walls and the creation of a new space for the ball field. A key accomplishment for the women s group was the creation of safe and supportive opportunities for women to come and share in activities about learning and wellness.

15 + Positive Developments Another accomplishment of the working group involved bringing together all community service departments to plan a common event, the Winter Olympics Celebration. One community leader who worked as a member of this working group also shared that the mobilization project had contributed to the use of community focus groups and feedback sessions as a means for increasing public input and participation in identifying important priorities and directions for decision-making for the community.

16 +

17 + Appreciative Inquiry Lens Traditionally, participatory action research (PAR) has been initiated to identify and describe specific problems or areas of concern targeted for positive change. The emergence of positive psychology has contributed to the notion of moving beyond solely fixing problems to elevating strengths and exploring possibilities in action research. Appreciative inquiry represents an expansion of PAR methods, where the images of normative existence within that community are shifted toward the exceptional or extraordinary (Boyd & Bright, 2007, p. 1025)

18 + Appreciative Inquiry Defined Appreciation implies recognizing and valuing the contributions or attributes of things and people Inquiry implies exploring, discovering, understanding, and being open to new possibilities and directions Together AI implies valuing what is functional and positive in the present, and moving from this perspective in exploring dreams and potential for bringing about positive change in the future.

19 + Story 2: Readiness for PMH

20 + Being at Your Best

21 + Exploring Team AWARENESS Strengths ACTIVITY 5: Exploring Team Strengths Set a time to reflect on and discuss with others past and present strengths related to meeting mental fitness needs in the workplace. Use following questions to guide small group discussions. Record and share the strengths and accomplishments of your team. Questions about Relatedness: Think about past times when the workplace community came together. What did it look like? How did it make you feel? What makes you proud to be part of this community? Questions about Competency: What are the strengths of the workplace community? When have you seen these strengths in action? What was it like? Questions about Autonomy: What is important to you about the workplace community? What is important to other community members? What are your hopes/dreams for the community? If you woke up in the morning and it all happened, what would it look like?

22 + Strength-based Problem Solving Steps Discovery Destiny Reframe the Problem Dream Design ( Bright, Cooperrider, Galloway 2006)

23 + Sample Steps Identify and restate problem-oriented statements to emphasize opportunities for positive actions. (Reframe Problems) Design interview questions to elicit stories from team members/employees about what strengths the organization possesses to support positive change, and what dreams or vision they have for positive change. (Discover and Dream) Carry out interviews, analyze and map themes related to organizational strengths and dreams/visions. (Discover and Dream)

24 + Sample Steps Carry out interviews, analyze and map key themes from the two questions. (Discover and Dream) Using the key themes, clarify goals, activities, outputs and outcomes required to design a framework for change. (Design) Develop and implement a plan for positive change by setting project priorities and timelines, delegating responsibilities, and employing methods for monitoring progress. (Destiny) (adapted from Bright, Cooperrider, & Galloway, 2006)