Do you have psychosocial strengths?

Do you have psychosocial strengths?

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Do you have psychosocial strengths?

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What a difference it makes if you look at challenges in life and business through the lens of positive psychology!  What would happen if you looked at psychosocial hazards that way?  

This morning, PosWork’s Lee-Anne Hunt and Peter Maguire presented at a Whitehorse Business Group breakfast where they spoke about the new positive duties to eliminate or control psychosocial hazards and to prevent sexual harassment and gender-based behaviours.

It was a highly interactive session with people engaging in groups to explore psychosocial hazards and how they can present in practice and discussing ways to deal with them.

Lee-Anne and Peter also spoke about psychosocial strengths – looking at the hazards in the context of the things you do well in each particular area of hazard and how you can leverage and build on those strengths to recognise what you do well and build on that in a positive way.

That totally changes the mindset and the conversations and the engagement and the outcomes…..and it is a lot more fun.

If you would like to explore how we can help you to deal with positive duties in a positive way for your people and organisation, please call us on 1300 108 488 or email info@poswork.com.au.

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

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Delivering better change appreciatively

Delivering better change appreciatively

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Delivering better change appreciatively

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Did you know that poor change management is one of the most common psychosocial hazards in Australia? And In today’s fast-paced and ever-evolving world, change is a constant as we strive to find new and better ways to do all sorts of things in business and in life. One of the problems that we have is that traditional problem-solving approaches focus on identifying what’s wrong and fixing it, rather than working positively towards an optimal solution. However, there is another method that takes a more constructive and empowering perspective—Appreciative Inquiry (AI). This transformative approach centers on discovering strengths, amplifying successes, and fostering growth through positivity.

Appreciative Inquiry is built on five core principles that shape how individuals and organizations can create sustainable change. These principles promote collaboration, resilience, and innovation, helping people focus on what works rather than what’s broken. In this blog post, we’ll explore these principles and how they can be applied in practice.

What is Appreciative Inquiry?

Before diving into the principles, it’s essential to understand what Appreciative Inquiry is. Developed in the 1980s by David Cooperrider and Suresh Srivastva, AI is a change-management approach that emphasizes the power of positive thinking, focusing on what gives life to an organization or system when it is functioning at its best. It seeks to identify strengths and success stories, using them as a foundation for envisioning the future and making strategic decisions.

In contrast to traditional problem-solving methods, which typically focus on identifying deficiencies or weaknesses, AI involves asking questions like, “What’s working well?” and “How can we build on that?” It encourages optimism, engagement, and collaboration, making it a highly effective tool for driving long-term, positive transformation.

The 5 Core Principles of Appreciative Inquiry

At the heart of Appreciative Inquiry are five foundational principles: the Constructionist Principle, the Principle of Simultaneity, the Poetic Principle, the Anticipatory Principle, and the Positive Principle. These guide how AI practitioners approach change and improvement.

1. The Constructionist Principle

This principle is based on the idea that our realities are socially constructed through language and conversations. In other words, the way we talk about our experiences shapes the way we perceive and interact with the world. This means that positive change begins with the stories we tell ourselves and others.

For example, if a team continuously discusses challenges and failures, they are likely to reinforce those negative experiences. In contrast, if they focus on what’s going well and celebrate successes, they create a culture of positivity and possibility. The Constructionist Principle teaches us that by changing the narrative, we can change our reality.

This is why a lot of our work is around changing the narrative in organisations through our “Better Stories” suite of positive communications services.

2. The Principle of Simultaneity

This principle highlights the fact that inquiry and change happen simultaneously. The moment we ask a question, we begin to create change. This is why it’s important to ask questions that focus on the positive rather than the negative. By asking about strengths, opportunities, and successes, we start the change process on a constructive note.

For instance, if an organization asks, “What makes our customer service exceptional?” it shifts the focus from problem-solving to possibility-building. By exploring what’s working, they immediately begin to create a shared vision for continuing that success.

In our “Better Workplace Projects”, we look at an organisation’s culture through its people’s experiences and perspectives and narratives about what is working well as well as what could be improved. 

3. The Poetic Principle

The Poetic Principle suggests that organizations, like poems, are open to interpretation, and individuals have the ability to influence the stories they tell about them. In essence, this principle teaches that we can choose which aspects of our reality to focus on, just like a poet selects themes and verses to create meaning.

In an organization, this could mean emphasizing stories of innovation and teamwork over stories of struggle. By choosing to focus on the best parts of an organization’s past, people can inspire greater creativity and collaboration in the future. This principle encourages individuals and teams to look at every aspect of their experiences as an opportunity to discover what works.

In our EngageMentality coaching method, strengths is one of the 5 lenses through which we develop Personal Performance and Development Plans and another is relationships which encompasses teamwork.

4. The Anticipatory Principle

The Anticipatory Principle states that our vision of the future influences our current actions. What we believe about tomorrow shapes what we do today. In other words, when we hold a positive and inspiring vision of the future, we are more likely to take actions that align with that vision.

For example, an organization that envisions itself as a leader in sustainability is more likely to invest in eco-friendly initiatives today. This principle reminds us that focusing on a positive and hopeful future allows us to align our actions with our highest aspirations.

This is where having a strong strategic narrative which gives employees clarity of the purpose and future plans of an organisation is critical – that is one of the four pillars of employee engagement in the Engage for Success model that we use in our Better Workplace Projects.

5. The Positive Principle

The Positive Principle reinforces the power of positivity in driving change. Positive emotions and experiences inspire individuals to engage more fully and be more open to new ideas and possibilities. When people feel valued and appreciated, they are more likely to contribute creatively and work toward a shared vision.

Research shows that positive emotions lead to increased motivation, stronger relationships, and enhanced problem-solving abilities. Therefore, focusing on strengths and successes rather than problems and deficits creates an environment where people can thrive.

And that is the core ethos of PosWork – making better workplaces by applying g positive psychology so that people and businesses flourish by design.   

Applying Appreciative Inquiry in Practice

Now that we’ve covered the principles, let’s explore how Appreciative Inquiry can be applied in real-world settings. AI is often implemented through a process called the “4-D Cycle,” which includes the following stages:

  1. Discovery: Identify what works well within the organization or system by asking questions focused on strengths and successes.
  2. Dream: Envision the future by imagining what the organization would look like if it fully embodied its strengths.
  3. Design: Plan how to achieve the envisioned future by leveraging existing resources and capabilities.
  4. Destiny: Implement the plan and empower individuals and teams to bring the vision to life.

Whether used for organizational change, community building, or personal growth, Appreciative Inquiry encourages positive thinking, collaboration, and sustainable progress. By applying the core principles, leaders can create environments where people feel motivated and inspired to achieve their best.

Conclusion

If you’re looking to inspire growth and development in your personal or professional life, consider embracing the principles of Appreciative Inquiry and start focusing on what’s already working to unlock your full potential.

If you would like to explore how we can help you to implement Better Change using Appreciative Inquiry I your organisation, please call us on 1300 108 488 or email info@poswork.com.au.

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

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Setting SMARTER goals

Setting SMARTER goals

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Setting SMARTER goals

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Ever heard of SMART goals? They have been around since the 1980s and are as relevant today as they were back then. We all benefit from having goals to achieve in work and life generally but sometimes we struggle with properly defining them or perhaps being a bit unrealistic. Or sometimes, we try something – it doesn’t work and we give up on it , jumping to some other plan without properly evaluating and learning from what happened and what we might do differently to get a better result. That’s why we use SMARTER goals by adding evaluation and revision into the core process.  

What Are SMARTER Goals?

The SMARTER goal framework is an evolved approach to goal-setting that ensures clarity, focus, and continuous improvement. Here’s a breakdown of the components of SMARTER goals:

  1. Specific: Goals need to be clear and well-defined. Vague objectives lead to confusion and make it harder to take actionable steps. For instance, instead of saying, “I want to be healthier,” you should aim for a goal like, “I want to lose 10 pounds in the next three months by exercising and improving my diet.”
  2. Measurable: A goal must include criteria for measuring progress. How will you know when you’re halfway there? Having measurable milestones allows you to track progress and stay motivated. In the example above, the goal is measurable: losing 10 pounds. You can track weight loss over time to see if you’re on the right path.
  3. Achievable: While goals should stretch your abilities, they also need to be realistic and attainable. Setting overly ambitious goals can lead to frustration and burnout. To ensure a goal is achievable, ask yourself if you have the resources, skills, and time to meet your objective. If not, consider breaking it down into smaller, more manageable steps.
  4. Relevant: Goals should align with your broader personal or professional ambitions. Ask yourself why this goal matters and how it fits into your life. Is it worth pursuing? For instance, losing weight might be relevant for someone aiming to improve their health or enhance their athletic performance.
  5. Time-bound: Deadlines create a sense of urgency and help keep you on track. Whether it’s a weekly, monthly, or yearly timeframe, having a clear deadline increases your focus. Instead of saying, “I want to lose weight,” say, “I want to lose 10 pounds in three months.”
  6. Evaluated: Building on the traditional SMART framework, SMARTER goals include regular evaluations. This is where you periodically assess your progress, identify what’s working, and address potential challenges. Evaluation can help you fine-tune your approach and increase your chances of success.
  7. Revisable: Life is unpredictable, and circumstances can change. SMARTER goals are flexible enough to be adjusted if necessary. Revisability ensures that you’re not stuck with an unrealistic or irrelevant goal. If you encounter obstacles, like an injury that prevents you from exercising, you can revise your fitness plan rather than abandon the goal entirely.

Why SMARTER Goals Work

SMARTER goals promote focus, accountability, and continuous improvement. By making goals specific and measurable, you have a clear understanding of what needs to be done. Achievability ensures that your goals are within reach, and relevance keeps you aligned with your larger life plans. Time-bound goals create the urgency needed to keep you motivated.

Moreover, the addition of evaluation and revisability ensures that you stay adaptable. Evaluating progress helps you learn from your experiences, while revisability gives you the flexibility to adjust when necessary. This dynamic approach makes it easier to navigate setbacks or changing circumstances, ultimately keeping you on track.

Applying SMARTER Goals in Everyday Life

The SMARTER framework can be applied to almost any type of goal, whether it’s related to career development, health, relationships, or personal growth. Start by identifying a goal that matters to you. Break it down according to the SMARTER criteria, and remember to keep your focus on regular evaluation and revisability. This will help you stay flexible and resilient as you work toward achieving your goal.

For example, if you want to boost your career, a SMARTER goal might look like this: “I want to complete an online certification in digital marketing within six months, dedicating two hours every weekday to study, so I can apply for higher-paying job opportunities.” This goal is specific, measurable, achievable, relevant, time-bound, and includes room for evaluation and revision based on progress.

Reward yourself

As we know from JB Fogg’s “Tiny Habits” theory, giving ourselves rewards for achieving milestones is important for our wellbeing as well so don’t forget to give yourself acknowledgement for your accomplishments along the way.

Exercise self-compassion

One of the benefits of using SMARTER goals is that, when things don’t go to plan, we can evaluate why that is and make adjustments including revising the goal. What is also important here is that we don’t beat ourselves up if we don’t realise the goal that we set – be kind to yourself but learn by reflecting, recovering and then resetting the goal and your plan.

Conclusion

Setting SMARTER goals increases your chances of success by providing a structured and adaptable framework. Whether you’re working on personal development or professional achievements, following this method allows you to stay focused, make measurable progress, and remain flexible when challenges arise. Incorporate the SMARTER approach into your life to make your goals more actionable and achievable, bringing you closer to your aspirations.

That’s why SMARTER goals are a core element of our EngageMentality coaching method.

If you would like to explore how we can help you to implement SMARTER goals with your people, please call us on 1300 108 488 or email info@poswork.com.au.

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

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Positive tools – the SCARF model

Positive tools – the SCARF model

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Positive tools – the SCARF model

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The positive duties that are being introduced in relation to management of psychosocial hazards and prevention of sexual harassment might be new but there are plenty of tools out there already that you can use to explore your workplace culture, areas of strength and opportunities for improvement. This is the first in a series of blogs explaining these tools and how you can use them.  

The SCARF Model

Back in 2008, a neuroscientist by the name of Dr David Rock produced the SCARF model which sets out five key areas of motivation for us – Status, Certainty, Autonomy, Relatedness, and Fairness.

The SCARF model can help us to understand and improve social interactions which, when used in a positive way, can lead to better workplace relationships. In turn, that can result in higher levels of employee engagement, wellbeing and psychological safety.

In essence, the underlying theory is about how we view and psychologically and emotionally process situations or circumstances that we encounter in life – whether we see them negatively (ie as threats) or positively (ie as rewards). Equally, it can be about how we see other people – as, if you like, friend or foe – people who we want to have a relationship with or people who we don’t want to engage with.

So clearly there are links between SCARF and a number of psychosocial hazards – poor workplace relationships, inadequate reward and recognition, poor supervisor support to name a few.

Let’s explore these five domains.

STATUS

Status is about how I perceive my standing in the communities that I live in. Do I perceive myself as having equal status as others or do I perceive myself to be above or below others? Am I recognised by others for who I am and the contributions that I make?  Recognising and appreciating others’ abilities and contributions elevates their perceived status within the organisation. This positive acknowledgment fosters a sense of value and accomplishment, directly impacting engagement and boosting overall wellbeing.

CERTAINTY

We love clarity because it gives us a solid base to work from – we don’t have to worry about what might be or what that might mean if we have a clear picture of an issue. For example, two of the key components of the “Engaging Management” pillar of employee engagement in the “Engage for Success” employee engagement model are “Clarity of roles” and “Clarity of expectations” – I understand what my job is and what I am expected to deliver. We also know that “poor change management” is one of the most prevalent of psychosocial hazards and very regularly features as the biggest improvement opportunity in staff surveys. Additionally, many conflict situations arise through a lack of certainty or through misunderstandings. Clearly communicating expectations, goals, and changes provides employees with a sense of stability. When individuals feel certain about their roles and the organisation’s direction, they are more likely to be engaged and experience lower levels of anxiety, promoting mental wellbeing.

AUTONOMY

This is about feeling that I have some control over my own work and that I am trusted to make decisions within the scope of my role. This gives me a sense of both ownership of my responsibilities and empowerment to exercise them. From a psychosocial hazard perspective, we know that micromanagement creates risks in a number of areas – unreasonable job demands, lack of job control, poor supervisor support, poor workplace relationships, inadequate reward and recognition and more. Granting autonomy fosters a sense of ownership and responsibility, leading to increased motivation and job satisfaction. This autonomy contributes to a positive work environment, enhancing overall employee wellbeing.

RELATEDNESS

This is about having positive social interactions at work. We know that humans are social creatures and that having positive relationships at work is a key to employee engagement, organisational cohesion and productivity. It is about having a sense of belonging and acceptance for who I am, not just what I do. Sharing our character strengths can be a great aid to recognising team members and building positive relationships based on trust. Conversely, organisations which operate in a silo mentality or do not encourage teamwork and collaboration create barriers to relationship building. Feeling connected and valued by colleagues enhances employee engagement and contributes to a positive psychological state.

FAIRNESS

Fairness is all about treating people justly and without discrimination on any issue and about dealing with issues reasonably in the prevailing circumstances. It is about giving people “a fair go” and about applying compassion and understanding while ensuring that designs are evidence-based and fair. You need to look at your policy and practice settings in your organisation which we now see coming very much into play in the context of sexual harassment, gender equality and psychosocial hazards. Ensuring fairness in policies, procedures, and resource distribution cultivates trust among employees. When individuals perceive fairness, they are more likely to be engaged in their work and experience higher levels of satisfaction and wellbeing.

Applying SCARF to psychosocial hazards

Here are five questions that you could ask relating each of the 5 SCARF elements to one psychosocial hazard:

  • Do reward and recognition practices support people in having a clear and valued perception of their STATUS in the organisation?  Hazard: inadequate reward and recognition
  • Does everyone in your organisation have CERTAINTY about organisational goals and their roles and performance expectations? Hazard: lack of role clarity
  • Is everyone free from micromanagement and feel like they have the AUTONOMY to perform their role and make related decisions without unnecessary supervision or review? Hazard: poor supervisor support
  • Do people feel like they are valued members of teams and get a sense of belonging and RELATEDNESS from the way that people work together? Hazard: poor workplace relationships
  • Do people trust the organisation and managers to treat everyone with respect and FAIRNESS on any matter in the workplace? Hazard: Poor organisational justice

There are lots of other ways that you can use the SCARF model in the workplace and elsewhere in life. Use it as a barometer for how you respond to a challenge – as a threat or as a reward. The mindset that you adopt can make a massive difference to your own mental health and wellbeing.

 

If you would like to explore any of our PosWork programs for your workplace, please call us on 1300 108 488 or email info@poswork.com.au.

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

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Are you micro managing?

Are you micro managing?

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Are you micro managing?

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You love the fact that this manager is always on top of everything that is going on in his team but is he actually micro-managing and creating risks to psychological safety for himself, his team and your business? Did you know that micro-managing is associated with a number of the psychosocial hazards in Safe Work Australia’s “Model code for managing psychosocial hazards at work”? 

So what is micro-management?

Essentially, micro-management happens when an employee is subjected to excessive scrutiny, overly constant supervision, and an intrusive level of management involvement in the performance of their work.

Often, the manager might not realise that they are micro managing – they might think that  they are just  ensuring productivity and quality or being available to help but they are inadvertently sending a message to the employee that they don’t trust them to do it themselves.  This can be extremely detrimental to both the professional and personal well-being of employees.

How does micro-management affect people?

When employees feel constantly monitored and questioned, it creates an environment of suspicion and unease. That erodes trust which is a foundational element of any healthy work relationship and, in turn, that leads to decreased morale and engagement among team members.

Employees may become hesitant to take initiatives or make decisions, fearing constant scrutiny and potential criticism. They can be reluctant to put their hands up to take on additional tasks or responsibilities if they believe that that will result in potentially more scrutiny and exposure to criticism.

That can also lead to people feeling pressured and anxious which can result in them experiencing increased stress and burnout.

That is why micro-management is associated with psychosocial hazards.

What does micro-management look like?

The truth is that different people need different levels of supervision and different people want different levels of supervision – and those needs and wants don’t always align. 

So it can look different for different people.

A common trap is to adopt the same approach with everyone doing similar roles or within a team – for example, if one person is consistently getting things right and has proven that they know their stuff, do they require the same level of supervision as someone who is less experienced or lower performing? And what message are you sending them if you do apply the same level of supervision?

Sometimes, there are supervision standards that have to be applied from a governance perspective eg in medical settings or government services or the like. However, that doesn’t mean that you have to have the same process or conversation with each employee – you should be able to tailor it to the needs of both the individual and the organisation.

Moving from managing to coaching

 Gallup tells us that we will get the best results in productivity and employee wellbeing if managers become coaches for their people and especially if strengths and wellbeing are part of the conversation.

Gallup encourages regular check-ins with people by their manager/coach but that isn’t micro-management if the focus is on supporting the employee in being successful in their work rather than checking up on what they have been doing or unnecessarily requiring your sign-off on the work that they have done.

They can simply be conversations about how things are going like we have in our EngageMentality coaching model where we essentially ask four questions:

  1. What’s gone well?  
  2. What’s not going to plan?
  3. What’s new?
  4. What are we going to do about all of that?

Then you work together on the plan  with the manager/coach’s input being what is needed for the particular employee in the particular circumstances – no more and no less.

Conclusion

Micro-management is bad for business, bad for people and risky when it comes to psychosocial hazards. It is also far from enjoyable for managers who have the misfortune to be doing it and creates real risks of burnout for them.

So, as the saying goes, “let’s work smarter not harder” because micro-management is hard on everyone. 

If you would like to explore our EngageMentality process or any other of our PosWork programs for your workplace, please call us on 1300 108 488 or email info@poswork.com.au.

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

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