Putnam Changing

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0 CHANGING BEHAVIORS – ONE CULTURE AT A TIME © Motion Infusion 2014 Changing Behaviors – One Culture at a Time 2014 NATIONAL WELLNESS CONFERENCE. - This presentation does not represent any conflicts of interest. - Laura Putnam, MA CEO Motion Infusion, Inc. 415.310.5505 motioninfusion.com

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Putnam Changing

Transcript of Putnam Changing

Page 1: Putnam Changing

 

0 CHANGING BEHAVIORS – ONE CULTURE AT A TIME © Motion Infusion 2014  

Changing Behaviors – One Culture at a Time

2014 NATIONAL WELLNESS CONFERENCE.

 

- This presentation does not represent any conflicts of interest. -

Laura Putnam, MA • CEO • Motion Infusion, Inc. • 415.310.5505 • motioninfusion.com

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1 CHANGING BEHAVIORS – ONE CULTURE AT A TIME © Motion Infusion 2014  

Changing Behaviors – One Culture at a Time

OVERVIEW As we all know, the vast majority of chronic diseases and conditions in the US today could be prevented – if only we made better choices. This leaves us with the million-dollar question: “How do we get people to change?” Most companies have been tackling the issue by applying some form of the standard protocol: assessment (HRA and/or biometric screening), followed up with feedback (report and/or meeting with a health coach) and a subsequent attempt to link each employee to the appropriate lifestyle and/or disease management program. In other words, the focus has been on getting the individual to make a change. The problem is we’re not getting the results we’d been hoping for. Rather than attempting to change behaviors one individual at a time, what if we shifted to changing one culture at a time? Learn about why the industry is moving in this direction – and how you can achieve even better results by focusing on culture first.

Laura Putnam, MA, CEO of Motion Infusion, is a speaker, trainer, and consultant on worksite well-being, human performance improvement, and culture change. Working primarily with large companies and organizations, such as Visa, Wells Fargo, Stanford University, Aetna and Kaiser Permanente, she applies a creative and multidisciplinary approach that draws on a background in wellness, urban public education, workplace learning and performance, public policy, and movement.

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Introduction LEARNING OBJECTIVES 1. Identify three “best practices” that merit further investigation. 2. Identify five benefits of addressing the organizational culture before launching a worksite

wellness initiative. 3. Identify three strategies to enhance the impact of any worksite wellness initiative.

THE TRUTH ABOUT MOTIVATION Research shows that long-term change can only happen when the motivation comes from within (intrinsic motivation). Intrinsic motivation is what we do without external pressure or incentive – and tapping into these intrinsic motivators is what creates the foundation for long-lasting engagement. In designing ANY wellness program, think about how you can tap into what are considered to be our universal needs. First, we all have a need to feel Competency. One of the best of ways to increase feelings of competence is by beginning with and then leveraging strengths. Second, we all need to feel Autonomy. All of us have a need to feel in charge of our own destiny – and want to change on our own terms. Third, we all need to feel Relatedness. Connecting with others helps to increase both enjoyment and accountability. Finally, we all need to feel a sense of Meaning. Tapping into what is one’s deepest sense of purpose is what ultimately sustains lasting change. Sources: Edward L. Deci and Richard M. Ryan, Self-Determination Theory; Daniel Pink, Drive

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“Maslow Meets Mallory” Culture Audit Guide The “Mallory Meets Maslow” Culture Audit, inspired by George Mallory (Mt. Everest climber) and Abraham Maslow (psychologist best known for Maslow’s hierarchy of needs), is based on the notion that organizations like individuals have “lower order” needs, such as clarity of job duties, that must be satisfied before moving on to “higher order” needs, such as feeling inspired at work. This provides a useful framework for assessing and addressing organizational culture. Remember that a strong culture is critical in supporting any wellness/well-being initiative. OVERVIEW • Basics (Base Camp): Do employees have what they need to do their job? • Safety (Camp 1): Is there safety and trust in the workplace? • Camaraderie (Camp 2): Do people work well together? • Growth (Camp 3): Are there opportunities for career growth? • Inspiration (Summit): Do employees feel fulfilled and inspired?  

   

 

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“Maslow Meets Mallory” Culture Audit LEVEL 1: BASICS (BASE CAMP)  

Yes Somewhat No

I know what is expected of me at work. I have the materials and systems I need to do my job well.  LEVEL 2: SAFETY (CAMP 1) Yes Somewhat No

I trust my manager. I feel respected by my co-workers. LEVEL 3: CAMARADERIE (CAMP 2)

Yes Somewhat No

I have a best friend at work. My team works well together. LEVEL 4: GROWTH (CAMP 3)

Yes Somewhat No

My manager meets with me regularly to discuss my career. I have access to the training & development I need to grow. LEVEL 5: INSPIRATION (SUMMIT)

Yes Somewhat No

I am passionate about the work that I am doing. I feel a strong sense of purpose at work. Sources: Maslow’s Hierarchy of Needs and Gallup Organization’s Q12

 

   

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Platform That’s Built to Last

  MULTIDIMENSIONAL ASPECTS OF WELL-BEING Career Well-Being: Do you like what you do for a living? Is your work meaningful and suited to

your skills, interests and values? Are you eager to begin each day at work? Social Well-Being: Do you interact well with others? Are you able to maintain long-term

friendships? Do you have a support system that you can rely on? Are you in a loving relationship? Do you give your family time and attention?

Financial Well-Being: Are you living within your means? Is your debt within manageable limits?

Do you save for the future? Are you properly insured? Physical Well-Being: What is your physical condition? Do you have the energy you need? Are

you meeting the basic three: eating well and drinking plenty of water, getting regular exercise and avoiding smoking? Are you getting enough rest?

Community Well-Being: Are you actively engaged with your neighborhood and community?

Do you productively participate in community-based groups? Creative Well-Being: Are you open to new ideas? Do you seek out new experiences and learn

new skills? Are you passionately engaged in a creative pursuit? Source: Tom Rath and Jim Harter, WellBeing: The Five Essential Elements

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Nudge Factor Assessment

How is your organization doing in terms of nudging people to make better choices to improve their well-being? The following is a checklist of ways to change the environment and workplace practices in order to promote more movement and healthier eating in the workplace.   MORE MOVEMENT NUDGES   Prominent, well lit stairs Showers & lockers Place to lock up bikes Biking & walking paths On-site gym On-site fitness classes Time allotted for physical activity Walking meetings

Walking groups Company-sponsored teams Posters promoting physical activity Stand-up and moving workstations Email-free days Stationary bike in the waiting area Slow elevators... And, no mirrors

HEALTHY EATING NUDGES Healthy options in the vending

machines Healthy options in the cafeteria Nutritional labeling in the cafeteria Posters promoting healthy eating

Available water station Refrigerator available for employees Healthy foods served at meetings Fruit bowl instead of candy bowl in the

reception area

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Some Resources to Check Out

Conley, Chip (2007). Peak: How Great Companies Get Their Mojo from Maslow. San

Francisco, CA: Jossey-Bass. Csiksentmihalyi, Mihaly (2008). Flow: The Psychology of Optimal Experience. New York, NY:

HarperCollins Publishing. Edington, Dee W. (2009). Zero Trends: Health as a Serious Economic Strategy. Ann Arbor,

MI: Health Management Research Center. Heath, Chip and Health, Dan (2010). Switch: How to Change Things When Change Is Hard.

New York, NY: Crown Publishing Group. Klapow, Joshua C. and Pruitt, Sheri D. (2005). Stop Telling Me What – Tell Me How! The

Simple Answer to Better Health. Lincoln, NE: iUniverse. Kohn, Alfie (1993, 1999). Punished by Rewards: The Problem with Gold Stars, Incentive

Plans, A’s, and Other Bribes. Boston, MA: Hougton Mifflin. Kolb, David A. (1984). Experiential Learning. Englewood Cliffs, NJ: Prentice Hall. Rath, Tom and Harter, Jim (2010). Wellbeing: The Five Essential Elements. New York, NY:

Gallup Press. Ryan, R. M. and Deci, E. L. (2000). “Self-determination theory and the Facilitation of Intrinsic

Motivation, Social Development, and Well-Being.” American Psychologist 55: 68-78.

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About Motion Infusion Motion Infusion, Inc., is a wellness and human performance improvement provider that is helping organizations to “get in motion.” By merging evidence-based methodologies from the field of wellness with best practices from the field of learning and development, Motion Infusion is introducing innovative solutions to improve employee health, well-being and innovation.

About Laura

Laura Putnam, MA

Laura Putnam, MA, CEO and founder of Motion Infusion Inc., is a speaker, trainer and consultant on employee well-being and human performance. She consults with fortune 500 companies, nonprofit organizations and academic institutions, using a movement-based approach to improve health, engagement and innovation in the workplace -- with a dual focus on enacting individual behavioral changes and facilitating broader organizational changes. She is also a frequent speaker at national and international conferences and events, covering topics such as health promotion, motivation and behavior change, human performance, creativity and innovation, and building a strong organizational culture.

Prior to founding Motion Infusion, Inc., Laura worked in education and public policy as a teacher in urban public high schools, a director of a youth-leadership organization, and as a staff member on the Senate Antitrust Subcommittee. She was a nationally competitive collegiate gymnast, a professional dancer and is a certified Pilates and fitness instructor. Laura holds a Bachelor's degree from Stanford University in International Relations and a Masters in Education from Brown University.