Nelson Hart Content Catalog

Positive Psychology in the Workplace

When individuals flourish, organizations thrive.

Transforming Organizational Capability

Preface

This catalog presents a series of learning topics designed to help organizations optimize the performance of their people portfolio. This optimization is not sector dependent; people have same needs no matter where they work. Positive Workplace contemplates stronger strengths utilization, managing weaknesses, and creating a favorable emotional environment for people to do great work.

This is not a traditional course catalog. Our learning topics are developed based on the most current, well-substantiated university research. As Daniel Pink, author of Drive says, “there is a mismatch between what science knows and what business does” (TED, 2009).

Nelson Hart’s sweet spot is keeping a close eye on what science knows and making it accessible, understandable, and implementable by people in organizations. We incorporate knowledge from many fields (psychology, physiology, organizational studies, sociology, leadership, management, etc.), but focus primarily on bringing positive psychology research into organizations through practical applications.

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Table of Contents


Introduction 1

Managing the People Portfolio 3

Client Approach & Learning Strategy 4

Learning Strategy Details 5

Learning Topics

Learning Topics Delivery 1

Learning Topics 4

Positive Workplace Overview 5

Self-Awareness 6

Deploying Strengths 7

Emotions at Work 8

Psychological Capital 9

Stress Management 10

Meaningful Work 11

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Table of Contents

Learning Topics

Employee Engagement 12

Motivation 13

Feedback 14

High Performing Teams 15

Communication 16

Creativity & Innovation 17

Conflict 18

Leadership 19

Influence 20

Culture 21

Managing Change 22

Decision-Making 23

Ethical Action 24

Table of Contents

About Nelson Hart LLC.

Nelson Hart - Who We Are 1

Characteristics of Positive Workplace 2

Our Educational Model 3


Introduction Positive Psychology as a field is newly named, but is comprised of a body of knowledge

about human flourishing that is centuries old and as recent as yesterday. This is not old wine in new

bottles, however. Advances in empirical research into psychology, physiology, and neuroscience have

yielded actionable research.

Organizations are now working in rapidly changing global environments. The proliferation

of data and information and the complexity of strategic decision-making increases organizational

reliance on its people: their commitment, their knowledge and skills, their management and leadership

capabilities, and their resilience and adaptability.

Broad economic and demographic trends are rapidly and profoundly changing the needs

of organizations. The retirement of the Boomers, the multi-generational workforce, changing

immigration trends, the global recession and budgetary resets, the ever-increasing pace of change –

organizations must manage their people portfolio to be skillful, adaptable, constant learners, able

decision-makers in complex or ambiguous situations, committed, creative, collaborative, resilient,

motivated, and more.

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Organizations need to be flexible, adaptable, and service-oriented. Net financial results

depend on cultivating and growing resources regardless of sector. Costs must not simply be

managed or reduced; they must be more creatively deployed. Both of these require new ways of

thinking about the business of organizations. New issues and opportunities require new approaches.

We believe that one of the most important strategic focus areas is the people in your

organization. Whether you are in a capital-intensive or a service-intensive organization, it is the

people in your organization that execute strategy – people make the difference.

We know, however, that newest research, even well-tested practical research, is slow to

reach practitioners. And, when it does reach practitioners, it may be diluted to a few simple

applications taught for immediate use – the management idea of the month club entry.

Our organizational sweet spot is the space between the researchers and the

practitioners. We do not generate trendy new management techniques. We develop and deliver in

micro-lectures key research knowledge and work with your people to help them understand,

assimilate, and utilize this research knowledge through durable and creative new ways of thinking

about people at work.

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Positive Psychology in the Workplace (PPW) helps organizations to optimize their

people both individually, and collectively.

We strive not just to transfer knowledge.

We build durable new ways of thinking and acting to enhance organizational

performance in the long-term.

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Managing the People Portfolio

Collaboration People Portfolio as more than

the sum of its parts.

Innovation Timely & creative anticipation of

emerging stakeholder needs &

market opportunities.

Resilience Perseverance. Ability to

bounce back and generate

new paths around obstacles.

Commitment Highly engaged employees invest

discretionary effort in work.

Adaptation Anticipation, adjustment,

alignment, achievement.

Well Being @ Work Effective management of stress

and energy lead to flourishing

people & thriving organizations. 3

Client Approach & Learning Strategy

Consult and Assess

We work to understand your

organization, your mission, your

people, and your opportunities

Design and Collaborate

We combine our understanding of your needs with

our subject matter expertise and experience to

design a plan to optimize your

people portfolio.

Facilitate Learning

We deliver a facilitated learning

opportunity, multiplying client knowledge by our

experience.

Integrate into Practice

We support participants’

mastery through follow-up coaching and formation of

a learning community.

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Learning Strategy (next page)

DISCOVER LEARN & MASTER

Client A

pp

roa

ch

Learning Strategy Details

Discover

• Assessments

• Self Reflection

• Team Inquiry

• Structured Learning

• Team Discussions

• Individual Assignments

• Personal Development Planning

Learn Master

• Learning Networks

• Coaching

• Implementation & Accountability

We help your people understand

themselves individually and as team

members through structured inquiry

(interview and/or online surveys).

We select targeted, empirically

validated assessments to gather key

data about the people in your people

portfolio.

We provide time for self-reflection

to help your people develop from a

solid, realistic foundation.

We share thematic and team-level

reports as a foundation for learning

during the workshops.

Our workshops are facilitated

learning opportunities geared to

knowledgeable, adult learners. We use

micro lectures to convey new material.

We specially design cases for

experiential learning based on your

particular organization and development

needs so that action plans made in the

workshop can be implemented at work

immediately.

Workshops include forming action

plans and establishing accountability

processes post-workshop.

Just as no competitive sport is learned

listening to lectures and doing drills,

management and leadership skills need to

be practiced and coached in the real

game. Through learning networks following

workshops, through individual or team

coaching, through follow-up on personal

action plans, we support your people as

they move from novice to master

practitioners in our subject matter areas.

We know that this post-workshop

support assures real return on your

investment in your people portfolio.

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Learning Topics

Learning Topic Delivery

The learning topics which follow in this next section, represent part

of our body of knowledge about positive psychology in the workplace.

There are subject matter areas rather than individual workshops. This

means that we are able to offer the subject matter in a variety of formats

depending on the particular needs of your organization. These formats are

independent of one another and not a course progression. The formats

offered are:

Learner Practitioner Master Teacher Integrated Solutions

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Learning Topics Delivery

Learner

Each of these learning topics can be introduced or previewed in a two (2) hour format. In this format key elements of the subject are introduced and briefly explained, expected measurable organizational outcomes are defined, and a brief application example is provided. Time for Q&A is provided. Participants gain recognition of topic, its potential organizational benefits, and begin to see how it could be utilized in their organization.

Practitioner

Building on the structure of the Learner, the Practitioner provides a deeper, theoretical understanding of the subject (a mini-lecture designed for practitioners). It presents explicitly the translation from theory to practice, provides application examples, active learning cases for participants to explore these within their own organizational context, and yields a specific plan of action for implementation.

Master Teacher

The Master Teacher goes beyond the Practitioner so that participants engage the subject matter at a depth whereby they are able to generate new applications, which are empirically based and appropriate to their organization. Participants may be able to effectively transfer this knowledge to others in their organization.

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Learning Topics Delivery

Integrated Solutions

Another way to consider these learning topics is as building blocks for organizational

development or issue resolution for intact teams or operating units. For example, suppose an

operating unit in a large technology-based division is reporting significantly lower levels of

employee engagement than its peers. Unit management is concerned, but is uncertain how to

move forward to increase these scores.

We might offer a customized workshop/agenda to include an overview of the case

for positive psychology in the workplace, with sections on, employee engagement, motivation,

and performance feedback (all Practitioner level). Action planning would close the workshop.

In this situation, we would recommend follow-up team coaching to assist implementation of the

action plans.

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Learning Topics

Positive Workplace Overview

Self-awareness

Deploying Strengths

Emotions at Work

Psychological Capital

Stress Management

Meaningful Work (Shared Purpose)

Employee Engagement

Motivation

Feedback

High Performing Teams

Communication

Creativity & Innovation

Conflict

Leadership

Influence

Culture

Managing Change

Decision-making

Ethical Action

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Positive Workplace Overview

Making the

Case for the

Positive

Workplace:

Generating

and

Sustaining

Competitive

Advantage

Overview

Organizations in all sectors are looking for ways to improve performance in sustainable

ways. This module concisely presents the business case for incorporating the most current

research into everyday organizational practices to generate, enhance, and sustain

competitive performance.

High-Level Outcomes Participants will be able to:

Describe the business rationale for

focusing on the people part of leadership

and management to improve quantitative

and qualitative business outcomes

Generate ideas for implementing a

positive workplace

Make the case for key organizational

changes to create a Positive Workplace

Topics Covered Strengths-based management

Employee engagement

Motivation

Business value of positive emotions at

work: optimism, resilience, competence,

confidence; meaning and purpose; well-

being in performance

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Self-Awareness

You, the

Owner’s

Manual --

Introduction

Overview

In our current environment, your people are the key to sustainable competitive advantage.

They are each unique individuals with specific contributions to make to your organization.

Realizing each employee’s full contribution begins with the employee knowing and

understanding themselves, what they bring to the workplace, what motivates their best

work. Knowing themselves enhances their ability to know and understand others. This

workshop is an opportunity for your people to reflect on what they do best and how to do

more of it at work.

This learning topic is invaluable for people as they advance as managers and/or as a

prelude or support for developmental coaching.

High-Level Outcomes Participants will be able to: Understand what they need at work to perform

at their best

Understand that other people may have

different needs

Know how to organize work to take advantage

of both what's the same and what's different

among available employees

Topics Covered Personal strengths

Strengths deployment at work

Personality type at work

Psychological capital at work

Conflict style

Stress & coping

Designing your ideal workplace

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Deploying Strengths

Working

from

Strengths

Overview

Research indicates that companies that organize work to take advantage of the particular

strengths of the people on hand tend to get better business results than those that focus on

fixing people’s weaknesses so that they fit rigid job descriptions. Participants will learn their

own strengths, ways to recognize strengths in others, and practical techniques for organizing

work to take advantage of strengths and to manage weaknesses.

High-Level Outcomes

Participants will be able to capitalize on

strengths for better performance because

they can:

Organize their own work to make better

use of their personal strengths

Identify strengths in others and help them

deploy their strengths effectively

Assign work in ways that takes advantage

of different strengths in different people

Use a language of strengths to make

performance feedback energizing

Constructively manage weaknesses

Topics Covered

The importance of being able to see and

talk about strengths in ourselves and others

Self assessment of personal strengths

The business impact of deploying strengths

at work

Practical steps that lead to effective

deployment of strengths at work

Managing weaknesses well

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Emotions at Work

Emotions at

Work:

The Other

Half of

Intelligence

Overview

People bring their emotions to work. Nobody is able to leave them at the door. Participants

who can recognize and effectively manage their emotions and the emotions of others can

raise the productivity of work teams, prevent the attrition that comes from bullying, and

encourage innovation in response to business challenges. Emotions are part of our human

intelligence systems. Work environments that have a net positive emotional ratio outperform

negative or neutral work environments. Emotional intelligence has greater impact on success in

life and work than IQ alone

High-Level Outcomes

Participants will be able to:

Recognize and manage their own emotions

Understand how to deal with other

people’s emotions effectively

Stimulate more positive emotions

Moderate the quantity and quality of

negative emotions

Achieve the high positive-to-negative ratio

associated with high-performance teams

Actively continue to develop their

emotional intelligence

Topics Covered

Emotions at work – how they are expressed

Losada ratio: positive to negative emotions

Value of positive emotions

What makes some negative emotions

constructive and others destructive

Ways to elicit more positive emotion

Emotional intelligence

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Psychological Capital

Psychological

Capital:

Bring Out the

Best in Your

People

Overview

Psychological Capital (PsyCap) comprises four states of mind that are measurable, open to

development, and have a proven impact on business outcomes. Participants will assess

their level of PsyCap, understand PsyCap and its elements, and learn how to use PsyCap

to build the human competitive edge in their workplaces.

High-Level Outcomes


Plan and implement actions that raise

optimism, hope, self-efficacy, and

resilience in individuals and teams

Contribute to the growth of group

PsyCap

Link increases in individual and group

PsyCap to business outcomes

Topics Covered

PsyCap and its elements

Resilience, hope, optimism, and self-

efficacy

What is it and why does it make a

difference to performance?

How can it be measured?

What actions tend to make it grow?

What are the business outcomes when it is

improved?

What is your level of PsyCap?

How to build your PsyCap

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Stress Management

Managing

Stress for

High

Performance

Overview

Change is a constant. Good events, bad events, and uncertainty all result in change. And,

change is stressful. Stress poorly managed is a key contributor to poor workplace outcomes

including lower productivity, more absenteeism, reduced well-being, reduced creativity and

collaboration.


Differentiate between good and bad stress

Identify stressors affecting their

workplace/their colleagues/themselves

Manage their stress-levels both on and off

the job

Help their colleagues manage stress more

effectively

Manage workplace stress for optimal

outcomes

Topics Covered

Assessing stress

Assessing stress coping skills

Impact of stress on business outcomes

Identifying and responding to different

kinds of stressors

Coping successfully with stress

Optimizing performance under stress

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Meaningful Work (Shared Purpose)

Meaning

Motivates

Overview

Research shows that the most committed employees have a clear sense of the mission of

their organizations, believe that it contributes to the well-being of the world, and know how

their own jobs contribute to meeting the mission. Meaning or shared purpose is one of four

keys to durable individual motivation. Often, organizations assume that compensation and

benefits are sufficient to motivate employees. This learning topic explores meaning as a

motivator, a tool to attain better organizational outcomes.

High-Level Outcomes


Align their own work with the mission

Increase motivation in others by helping

them understand how they contribute to

the mission

Topics Covered

The business value of a meaningful

mission

Qualities of a purpose statement that

reflect shared values and inspire

collective action

Ways to help individual employees align

their own work with the mission

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Employee Engagement

Commitment

Overview

The Gallup Organization estimates that the U.S. economy loses 10% of its productivity

annually to disengaged employees. Engaged employees are committed to their colleagues,

organization, and its stakeholders. Engagement boosts positive key performance indicators

and dampens negative ones. Employee engagement is the emotional commitment of

individuals at work. This learning topic breaks down the key elements of employee

engagement to help managers and leaders develop actionable plans to create and sustain

an engaging workplace.


Understand various methods of assessing

employee engagement

Explain the business impact of employee

engagement to their peers

Design a plan with specific action steps to build

engagement on this case team, and

Assess the level of authority needed for the

actions recommended and the financial cost of

such actions

Have a plan of action for increasing

engagement upon return to work

Topics Covered

Theory of employee engagement

Exploration of levers of employee

engagement

Business benefits of employee

engagement

How to increase employee

engagement in your organization.

Applications to build employee

engagement

Experiential learning case to

develop plan to increase employee

engagement in a real-life team

12

Motivation

Designing

Highly

Motivating

Jobs

Overview

Did you know that contingent rewards, the old carrot-and-stick approach to management,

are not effective to motivate knowledge workers. Motivation of people in your organization

is key to sustaining performance. Create an environment where your people are able to

deliver their best – are motivated to do their best. This module helps participants

understand how motivation works so that they can create workplace conditions that support

high levels of motivation.

High-Level Outcomes


Understand and utilize 4 keys to

establishing a motivational environment

Diagnose motivation needs of specific

employees and teams

Give recognition in ways that enhance

motivation

Link managerial action with the keys to

motivation: competence, autonomy,

relatedness, and meaning

Assist employees to unlock their

motivations at work

Topics Covered

The how of motivation

Creating a motivating environment at

work

Keys to motivation

Analyzing motivation gaps

Choosing the key to enhance motivational

environment

Specific techniques for supporting

motivation in self and others

13

Feedback

Performance

Conversations

Overview

Good feedback makes people feel appreciated, recognizes and reinforces good

performance, and inspires them to make their performance even better. Poor feedback,

or even worse, the absence of feedback, causes people to feel invisible, diminishes good

performance, and de-motivates people at work. Effective feedback (appreciation or

constructive correction) is essential to employee engagement and high performance.

High-Level Outcomes Participants will be able to :

Establish shared accountabilities

Give praise to reinforce excellent

performance and employee

engagement

Give constructive correction that leads to

better performance

Have performance conversations

naturally

Topics Covered Elements of great feedback

Feedback withheld

Feedback delivered

Collaborative feedback

Converting feedback to action

14

High Performing Teams

Building High

Performance

Teams

Overview

This module introduces participants to innovative approaches to quickly and effectively

build high performing teams. Participants learn the fundamentals of positive team

formation and best practices for creating a positive climate, knowing and using team

strengths, defining shared purpose, and establishing strong connections on the team.

Individuals will create action plans for maximizing the performance of their own teams.


Guide teams through the stages of team

formation

Anticipate & prevent the derailers of high

performance teams

Using the Tuckman model, identify the

current stage for a particular team

Using awareness of the team stage, select

the most effective strategies for building

strong cohesion and collaboration

Develop and implement their action plan

for building high performance team

Topics Covered Introduction to the Tuckman model of

team formation

Research and theory around high

performance teams – what contributes,

what derails

Self-assessments of current team

performance

How to build a plan based on self-

assessment results to create a high

performance team

15

Communication

Talking +

Listening =

Results

Overview

In an ever more diverse, global workforce, effective communication becomes more critical

and complex. Participants learn the significance of body language, verbal, and non-verbal

communication. They will learn how to suit the message to the audience, how to listen

effectively, and how to run meetings well, and how to optimize various communications

media.


Understand what other people are

conveying with body language and

nonverbal cues

Actively listen and constructively respond

Capitalize on communications opportunities

Have meetings that matter

Enhance virtual communications

Topics Covered

How we communicate

Elements of great communication

Derailers of communication

Active listening

Active responding

Using communications tools well

Meetings that matter

Virtual communications

16

Creativity & Innovation

Creating a

Climate of

Innovation

Overview

Organizations must continually innovate to keep up with rapidly changing markets and

business conditions. Certain work environments are more conducive to creativity than

others, largely because people have the autonomy to experiment, failures are

anticipated, and failures accepted as part of the innovation process. This module

explores ways that participants can increase personal creativity and foster a culture of

innovation at work.


Establish an innovative environment

Set innovation goals

Brainstorm new ideas

Spur innovation through inquiry

Manage the innovation process

Topics Covered Creating innovative environments

Role of emotions

Creative inquiry

Mindset

Innovation toolkit

Managing innovation

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Conflict

Great

Conflict:

You &

Conflict

Overview Many of us believe the only good conflict is no conflict. However, poorly handled conflict or

conflict avoided all together reduces the effectiveness of the individuals and their

organizations. Each of us has a preferred way to have conflict. And, each conflict style has

its benefits in certain situations. This learning module focuses on understanding your own

conflict toolkit, how best to use it, how to define root causes of conflict for better resolution,

and processes for really great conflict. Win/win conflict!


Understand and use their own preferred

conflict styles, strengths of each conflict

style, differing conflict styles in different

types of conflict

Diagnose and address the root causes of

conflicts

Plan and hold successful conflict

conversations

Draft a conflict action model for use at

work

Establish and monitor post conflict

accountabilities

Topics Covered

Your personal conflict style preferences

When to use different conflict styles

How to engage with others in conflict

Role of personality differences in conflict

Diagnosing the root cause(s) of conflict

Crucial conversations

Safe conflict

Conflict for better outcomes

Using personality to effect better conflict

Values and purpose in conflict

Setting and managing post conflict

accountabilities

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Leadership

Evolving as a

Leader

Overview

Great leaders create and communicate the strategic vision. They inspire followers to bring

the vision to reality. Leadership occurs at all levels of organizations. Leadership doesn’t

begin upon appointment to a leadership role.


Clearly define their goals as leaders

Clearly define and act upon their personal

values as leaders

Implement their personal leadership

capabilities with a variety of followers

Establish their personal leadership

development goals

Evolve as authentic leaders

Topics Covered

The practitioners guide to leadership

theory

You as a leader

Style

Strengths

Values

Inspiration

Vision

Evolving as a leaderc

Personal leadership development

goals

Action planning for intentional

evolution as a leader

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Influence

Leading and

Managing

through

Influence

Overview

Organizational structures increasingly are flat and often matrixed. Traditional

hierarchical organizations are morphing away from functions into projects and initiatives.

Leaders need to know how to accomplish the organization’s goals without the direct

authority provided in hierarchical organizations. They need to manage and lead through

influence.


Develop personal power and influence to

get things done

Use the basic motivators of behavior to

influence others

Develop their personal power within their

organization

Topics covered

Positional and personal power

Converting power to influence

Basic motivators: acquire, bond,

comprehend, defend

Cialdini’s 6 Principles of Influence

20

Culture

The Way

We Do

Things

Around Here

Overview

Culture, or the way we do things around here, is the ground on which strategy is executed. Does

your culture optimally support strategic execution? A dysfunctional workplace culture can result

in lost productivity, poor quality, and a disengaged workforce. By addressing various elements

of organizational culture leaders can make a difference by transforming workplace cultures

into happy, healthy, and productive environments to work. This module will help participants

understand the dynamics of their workplace culture, facilitate them in building a positive

workplace culture that gives them competitive advantage, and help them transform their

workplace culture in pace with the changing needs of the business (globalization, diversity,

generational overlap, etc).


Analyze their current workplace culture

Define a Positive Workplace culture

Understand elements and time dimension of

organizational change

Develop and implement a personal action

plan

Topics Covered

Identifying elements of workplace culture

Formal & informal culture

Consequences of culture

Describing your workplace culture

Creating a culture of connectedness

Transformational cultural change

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Managing Change

Embracing

and

Navigating

Change

Overview

To sustain your competitive edge and assure your employability as an individual or to stay an employer of

choice, you must commit to a continual process of reinventing yourself -- or suffer the consequences of

obsolescence and extinction. Change is the constant. Those who are adaptable and continuously evolving

will prevail. Change efforts depend on understanding and unpacking the emotional baggage that comes

with change, tipping the employee scorecard in favor of change, understanding the stages of change, and

developing leadership behaviors that encourage and sustain change. This module will help participants

understand the dynamics of change, how to analyze the need for and best respond to imminent change,

and teach thought leaders how to provide appropriate support as individuals and the organization moves

through change.


Understand how people change

Analyze need for change

Understand how leadership behaviors around change

are critical to change management success

Understand the “emotional” side to change

Create a conducive environment for change

Apply the learning to their current change initiatives (by

developing action plans)

Successfully manage personal and corporate change

Topics Covered

Stages of change model

Diagnosing change stages

Supportive actions & behaviors by stage of

change

Myths about change

Develop action plans to improve team

performance

22

Decision-Making

Choosing the

Right Path…

Overview

The ability to make the right decisions in the face of rapid change, complex and often

incomplete data is every organization’s strategic challenge. This learning module focuses on

how we make decisions including how our brain may get in the way of making good decisions.


Identify and use appropriate decision-

making styles in various situations

Challenge theirs and others’ thinking to

avoid making poor decisions

Create a decision-making environment

conducive to generative thinking and better

solutions

Topics Covered

Cognitive biases

Thinking traps

Emotion and decision-making

Decision-making styles

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Ethical Action

The Moral Advantage(1)

(1) William Damon

Overview Ethical decision making or the lack of it has been at the roots of some fallen corporate

trees. Media coverage of these events encourages many to think that ethical decision-

making is passé in organizations. Expedience is the acceptable standard. This learning topic

provides participants with an opportunity to reflect on, confirm, and move to act upon their

core values and those of their organizations.

High-Level Outcomes


State their core values

Integrate their core values with those of

their organization

Identify the values appropriate to the

organization

Think effectively about action in the face

of ethical dilemmas

Topics Covered

Values definition

Values: yours, mine, ours

Competing values framework

Examples of the moral advantage

Cases: ethical/moral dilemmas at work

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About Nelson Hart, LLC

Nelson Hart – Who We Are

Nelson Hart is a woman-owned firm that specializes in consulting.

Nelson Hart focuses on bringing best research to practitioners for daily use

in the areas of positive workplaces, board of governance, organizational

and individual development, executive coaching, and education.

Our principals bring substantial experience to our clients and their work. We

are able to deliver customized solutions to each client assignment.

We effectively transfer experience and knowledge to our clients by

combining clear concepts with practical applications, directly relevant to

your working environment.

1

Characteristics of Positive Workplaces

We have come to view the Positive Workplace as one where individuals flourish and organizations thrive. As practitioners of positive psychology, over the last six years we have been working to make the Positive Workplace a reality for clients. To do this, we have learned from the academic research on positive psychology, and combined with our own consulting experience, to produce a blended approach to creating positive working environments that benefit both the individuals who work there and the organizations who employ them. For individuals, flourishing has come to mean being able to your best self; to know, understand, and be able to manage yourself; to appreciate and contribute your unique gifts and perspectives to work; to appreciate the unique contributions of colleagues; to building engagement (Gallup, 2004), flow (Csikszentmihalyi, 1990, 1997, 2000, 2003), and challenge at work; to find meaning and purpose (Seligman, 2002); to pursue growth and development professionally; to enjoy a supportive working environment: physically, intellectually, emotionally, and socially.1

2 1Davis, J.S., (2010). Building the Positive Workplace: A Preliminary Report from the Field. In Linley, P. A., Harrington, S., & , N., Oxford handbook of positive

psychology and work . (pp. 289). Oxford : Oxford University Press.

Our Educational Model

We call our model “FLO” for facilitated learning opportunity. This differs from traditional training in that we work with our clients to develop a desire for learning and then offer conceptual knowledge (the way it works), case-based learning (trying out how it works in a safe environment) and then, most importantly, continuing post-workshop with an intact group coaching to practice the concepts and applications in the real world, day-to-day environment (the how it is working in my day-to-day).

FLO has been immensely successful with our clients. They report that learning the concept as well as the techniques and being encouraged to adapt the applications to their personal style and the needs of their organization provides them with a flexible, adaptable toolkit for organizational development and leadership. The ongoing support following the workshops provides the group with a peer group supporting implementation of new ideas, tools, techniques, and behaviors in a supportive facilitated learning opportunity. FLO teaches our participants that there is no one right answer – it is not sufficient in this rapidly changing world of work to just say “do it this way: -- and provides them with the understanding to develop solutions as the need arises which are based on empirical research and practical applications.

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